Agenda Document Pack - Finance, Resources and Customer Services Policy Board - 11/09/2025
Renfrewshire Council · 11 September 2025
Back to Finance, Resources and Customer Services Policy Board — 11 September 2025 and its agenda
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04/09/2025 Notice of Meeting and Agenda Finance, Resources and Customer Services Policy Board Date Time Venue Thursday, 11 September 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 Bruce MacFarlane: Councillor James MacLaren: Councillor Sam Mullin: Councillor Iain Nicolson: Further Information - online meetings only This meeting is on-line only but is a meeting which is open to members of the public by prior arrangement. A copy of the agenda and reports for this meeting will be available for inspection prior to the meeting at the Customer Service Centre, Renfrewshire House, Cotton Street, Paisley and online at http://renfrewshire.cmis.uk.com/renfrewshire/CouncilandBoards.aspx For further information, please email democratic-services@renfrewshire.gov.uk Webcasting of Meeting This meeting will be filmed for live or subsequent broadcast via the Council’s internet site – at the start of the meeting the Convener will confirm if all or part of the meeting is being filmed. To find the webcast please navigate to https://renfrewshire.public-i.tv/core/portal/home MARK CONAGHAN Head of Corporate Governance Page 1 of 146
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04/09/2025 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 Joint Consultative Board (Non-Teaching) Minute of meeting held on 12 June 2025 4 - 6 2 Investment Review Board Minute of meeting of the Investment Review Board held on 11 June 2025. 7 - 8 3 Revenue and Capital Budget Monitoring 2025/26 at 27 June 2025 Report by the Director of Finance & Resources. 9 - 21 4 Revenue and Capital Budget Monitoring – Council Overview as at 27 June 2025 Report by the Director of Finance & Resources. 22 - 34 5 Business Services Performance Report Report by the Director of Finance & Resources. 35 - 46 6 Business Services Accounts for Write Off Report by the Director of Finance & Resources. 47 - 52 7 Customer Services Performance Report Report by the Director of Finance & Resources. 53 - 58 8 Local Government Terms and Conditions of Employment Report by the Director of Finance & Resources. 59 - 66 9 ‘People Strategy 2021/26’ - Revised HR&OD Policies Report by the Director of Finance & Resources. 67 - 93 10 Civic Hospitality Report by the Director of Finance & Resources. 94 - 98 Page 2 of 146
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04/09/2025 11 Facilities and Property Services - Service Update Report Report by the Director of Environment, Housing & Infrastructure. 99 - 112 12 Contract Authorisation Report: Framework Agreement for the Provision of Trades Contractors (RC-CPU-24-163) Joint report by the Director of Finance & Resources and the Director of Environment, Housing & Infrastructure. 113 - 126 13 Contract Authorisation Report: Thistle Primary School Advance Works Contract Joint report by Director of Finance & Resources and the Director of Environment, Housing & Infrastructure. 127 - 133 14 Contract Award: Construction Works for the Advance Manufacturing and Innovation District Scotland South (AMIDS-S) Project (RC-CPU-22-352) Joint report by the Chief Executive and the Director of Finance & Resources. 134 - 142 15 Notification of the award of the Contract for Surface Treatment 2025/2026 (RC-CPU-25-043) under delegated authority granted to the Corporate Procurement Manager Joint report by the Director of Finance & Resources and the Director of Environment, Housing & Infrastructure. 143 - 146 Page 3 of 146
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Minute of Meeting Joint Consultative Board (Non-Teaching) Date Time Venue Thursday, 12 June 2025 15:00 Via Teams Platform, Present Councillor Fiona Airlie-Nicolson, Councillor Audrey Doig, Councillor Chris Gilmour, Councillor Lisa-Marie Hughes Representing Trades Unions A Canning (GMB); C Goodhall and S Hicks (both UNISON); and G Cochrane (UNITE). In Attendance C Dalrymple, Head of Facilities & Property Services (Environment, Infrastructure & Housing); R Laouadi, HR Manager; S Fanning, Strategic Lead Partner (Health & Safety); G Richards, Health & Safety Partner; J Barron, Committee Services Officer and D Cunningham, Committee Services & Licensing 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 Councillor Audrey Doig chair this meeting of the JCB (Non-Teaching). DECIDED: That Councillor Audrey Doig chair the meeting. Item 1 Page 4 of 146
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Recording of Meeting Prior to the commencement of the meeting the Chair intimated that this meeting would be recorded for subsequent broadcast via the Council’s internet site. Apologies Councillor Mullin; and M Ferguson (UNISON). Declarations of Interest There were no declarations of interest intimated prior to the commencement of the meeting. Transparency Statements Councillor Gilmour indicated that he had a connection to items 1, 2 and 3 of the agenda by reason of his membership of the union UNITE. However, he indicated that he had applied the objective test and did not consider he had an interest to declare. Councillor Hughes indicated that she had a connection to items 1, 2 and 3 of the agenda by reason of her membership of the union Unison. However, she indicated that she had applied the objective test and did not consider she had an interest to declare. 1 Health, Safety, and Wellbeing achievements for 24/25 and future priorities There was submitted a report by the Director of Finance & Resources relative to developments in relation to health, safety and wellbeing achievements of the Council for the period 1 April 2024 to 31 March 2025 and future priorities for 2025/26. The Strategic Lead Partner (Health & Safety) was heard in response to questions on the report. DECIDED: That the report be noted. 2 Details of Grievances There was submitted a report by the Director of Finance & Resources relative to the number of grievances received. The report provided information on grievances at both the informal and formal stages and indicated that there were a total of eight grievances as at May 2025, the same number of cases as at the last meeting of this Board in April 2025. DECIDED: That the report be noted. Page 5 of 146
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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 May 2025 and which detailed the capacity and Services in which they were engaged. The HR Manager was heard in response to questions on the report. DECIDED: That the report be noted. 4 Date of Next Meeting DECIDED: That it be noted that the next meeting of the JCB (Non-Teaching) would be held at 3pm on 11 September 2025 via the Teams platform. Page 6 of 146
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Minute of Meeting Investment Review Board Date Time Venue Wednesday, 11 June 2025 11:00 Remotely via MS Teams, Present: Councillor Alison Ann-Dowling, Councillor Iain Nicolson, Councillor John Shaw Chair Councillor Shaw, Convener, presided. In Attendance C McCourt, Head of Finance & Procurement, G Borland, Finance Manager, A Burns, Corporate Finance Manager, and D Cunningham, Licensing & Committee Services Officer (all Finance & Resources). Also in Attendance D Watson, Investment Consultant Hymans Robertson LLP, G Brisbane and J Ryan, LGT Wealth Management Limited, formerly abrdn Capital Limited. Recording of Meeting Prior to the commencement of the meeting, the Convener intimated that this meeting of this Board would be recorded and that the recording would be available to watch on the Council’s website. Apology Councillor J Cameron. Declarations of Interest and Transparency Statements There were no declarations of interest or transparency statements intimated prior to the commencement of the meeting. Item 2 Page 7 of 146
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1 Minute of Previous Meeting There was submitted the Minute of the meeting of the Investment Review Board held on 20 November 2024. DECIDED: That the Minute be approved. 2 Paisley and Renfrew Common Good Funds six-month report to 31 March 2025 There was submitted a report by the Director of Finance & Resources together with a presentation by D Watson from Hymans Robertson LLP, relative to the Paisley and Renfrew Common Good Funds, a review of investment income and the key issues relating to the Paisley and Renfrew Common Good Funds. G Brisbane, Senior Investment Manager and Charity Lead (Scotland) LGT Wealth Management Limited (formerly abrdn Capital Limited) also spoke to the presentation relative to the Paisley and Renfrew Common Good funds investments performance. The presentation referred to a review of the Investment Managers’ performance for the six months to 31 September 2025; an update of markets; and the current economic climate. DECIDED: That the report and presentation be noted. 3 Date of Next Meeting DECIDED: That the next meeting of the Investment Review Board be held on 19 November 2025. Page 8 of 146
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___________________________________________________________________ To: Finance, Resources and Customer Services Policy Board On: 11 September 2025 ___________________________________________________________________ Report by: Director of Finance and Resources ___________________________________________________________________ Heading: Revenue and Capital Budget Monitoring 2025/26 at 27 June 2025 ___________________________________________________________________ 1. Summary 1.1 At the close of reporting Period 3 on 27 June 2025, the projected revenue outturn at 31 March 2026 for those services reporting to the Finance, Resources and Customer Services Policy Board is an overspend position of £0.683m (0.6%) against the revised budget for the year. 1.2 The projected capital outturn at 31 March 2026 for projects reporting to the Finance, Resources and Customer Services Policy Board is a break-even position. 1.3 This is summarised over the relevant services in the table below and further analysis is provided in the report and appendices. Revised Annual Budget £000 Projected Outturn £000 Budget Variance (Adv)/Fav £000 Budget Variance % Revenue Finance and Resources 49.123 49.192 (0.069) (0.1%) Environment, Housing and Infrastructure 27.201 27.741 (0.540) (2.0%) Chief Executive's Service (Estates) 526 600 (0.074) (14.1%) Miscellaneous 38.958 38.958 0 0% Total 115.808 116.491 (0.683) (0.6%) Capital Finance, Resources and Customer Services Policy Board 9.662 9.662 0 0% Item 3 Page 9 of 146
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2. Recommendations 2.1 Members are requested to: a) Note the projected Revenue outturn overspend position of £0.683m; 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 – overspend of £0.683m by 31 March 2026 3.1 The tables in Appendix 1 present the projected year-end position for all services reporting to this Board, by both subjective analysis (what the budget is spent on) and objective analysis (which division is spending the budget). Significant variances affecting the projected position are analysed further below. 3.2 It should be noted that the projected outturn position reported here is based on the latest information available, which is subject to change during the financial year. This is the last Budget monitoring report until the outturn position is presented to the Council in June. Budget holders are obliged to seek mitigating action to minimise significant budget variances. 4. Objective Analysis – Significant Variances 4.1 Finance and Resources - £0.069m overspend A minor overspend is currently projected in Customer Services, however it is expected that further turnover and ongoing service reviews will reduce this amount over the remainder of the financial year. 4.2 Environment, Housing and Infrastructure - £0.540m overspend Within Public Building Repairs, there is an anticipated overspend of £0.500m. This is despite Council investing further into this budget in 2025/26, still owing to the continued inflationary and cost pressures that have been experienced by the service over the last few financial years. The position has improved since last year and continues to be closely monitored by management, with work ongoing to understand the underlying cost drivers. Soft Facilities Management is forecasting an overspend of £0.040m, mainly due to the continuing inflationary pressures on provisions costs. However, this overspend is being offset by a projected underspend in employee costs due to the level of vacancies within the service. Page 10 of 146
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4.3 Chief Executive’s Service (Estates) - £0.074m overspend This forecast position mainly reflects an anticipated under-recovery in rental income as a result of a property at Houstoun 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. 5. Subjective Analysis – Significant Variances 5.1 Employee Costs - £0.837m underspend Environment, Housing and Infrastructure is projecting an underspend of £1.113m, which reflects current high staff turnover and recruitment challenges. This is partly offset by projected overspend in Finance and Resources (£0.276m) mainly due to lower than expected levels of staff turnover. This position is being managed and will continue to be monitored for the remainder of the year. 5.2 Premises Related - £1.486m overspend This projected overspend predominantly relates to repairs and maintenance in Public Building Repairs due the continued inflationary and cost pressures that have been experienced by the service over the last few financial years. It is partly offset by underspends and income elsewhere in the service at present. The position continues to be closely monitored. 6. Revenue Budget Virements 6.1. Under the Council’s financial regulations, Directors and their nominated officers, in consultation with the Director of Finance and Resources, have certain delegated authority to transfer sums between subjective budget headings within a service division to enable budget management throughout the financial year. This is known as budget virement. 6.2. Transfers between divisions of the same service / department in excess of £100,000, and transfers between services / departments must be authorised by the respective service Director and the Director of Finance and Resources for submission to the relevant policy board for approval. 6.3. The following significant budget adjustments reflect re-allocations of approved funding to services, and are therefore for noting only: Objective Heading Subjective Heading Amount (£m) Reason Miscellaneous Employees (11.839) Allocation to services of funding for residual pay inflation, new ASL funding and the increase in ENICS Page 11 of 146
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Objective Heading Subjective Heading Amount (£m) Reason Finance & Resources Employees 0.940 Allocation of funding for ENICS and residual pay inflation Environment, Housing & Infrastructure Employees 0.480 Allocation of funding for ENICS 7. Capital Budget Projection – break even position by 31 March 2026 7.1 The revised Capital Investment Programme 2025/26 to 2029/30 was approved by the Council on 1 May 2025. The Finance, Resources and Customer Services approved capital spend for 2025/26 was £7.577m. 7.2 The in-year Capital budget is forecast to break even by 31 March 2026, however, this will be monitored as the projects progress. Further details of the programme can be found in the Capital Monitoring report at Appendix 2. 7.3 Budget adjustments have taken place between years to reflect revised programming of some capital projects. The resulting capital budget for 2025/26 is £9.662m, and details of the adjustments, which amount to £2.085m, are as follows: Project Amount (£m) Budget brought forward into 2025/26 - updated cashflows ICT Infrastructure Maintenance & Renewal Programme 0.214 Lifecycle Capital Maintenance (LCM) Fund 0.828 Artificial Pitch Upgrades 0.486 Digital Infrastructure Provision 0.029 Community Empowerment Fund 0.266 Villages Improvement Fund 0.201 Greenspaces and Parks 0.060 Retail Improvement Fund 0.001 Project Amount 2.085 Implications of the Report 1. Financial The projected budget outturn position for Finance, Resources and Customer Services’ Revenue budget is an overspend of £0.683m (0.6%) at 31 March 2026. Income and expenditure will continue to be monitored closely for the rest of the financial year, with steps being taken as far as possible to mitigate any overspends. Page 12 of 146
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The projected outturn position for Finance, Resources and Customer Services’ Capital budget is break-even, after the adjustments outlined at section 7. 2. HR & Organisational Development While staffing budgets form a significant proportion of the Council’s revenue budgets, there are no direct implications arising from the recommendations in this report. 3. Community/Council Planning Community Plan Our Renfrewshire is thriving The Council’s revenue and capital spend ensures that its facilities are fit for purpose and safe for the community, to maximise accessibility. Our Renfrewshire is well Our Renfrewshire is fair Our Renfrewshire is safe Council Plan Reshaping our place, our economy, and our future The Council’s revenue and capital spend ensures that its facilities are fit for purpose and safe for the community, to maximise accessibility. Building strong, safe, and resilient communities Tackling inequality, ensuring opportunities for all Creating a sustainable Renfrewshire for all to enjoy Ongoing revenue and capital budget monitoring is a tool to enable good financial management so that the Council has resources now and in the future for continued service delivery. Working together to improve outcomes 4. Legal There are no direct implications arising from the recommendations in this report. 5. Property/Assets The capital expenditure noted in this report will result mainly in lifecycle maintenance improvements to existing properties, replacement of ICT assets and infrastructure and replacement of artificial pitches. 6. Information Technology While ICT assets and revenue costs are included within these reported budgets, there are no direct implications arising from the recommendations in this report. 7. Equality & Human Rights While new areas of spend may impact on particular groups, any such impact would be assessed prior to the spend being incurred, therefore there are no direct implications arising from the recommendations in this report. Page 13 of 146
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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 improve health and safety measures. 9. Procurement While Procurement is an important consideration prior to the Council incurring any revenue or capital spend, there are no direct implications arising from the recommendations in this report. 10. Risk The potential financial risk that the Council will overspend its approved revenue budgets for the year is managed at a Council-wide level by the Chief Executive and Directors. 11. Privacy Impact There are no direct implications arising from the recommendations in this report. 12. Cosla Policy Position N/a 13. Children’s Rights There are no direct implications arising from the recommendations in this report. 14. Climate Change The Council aims to reduce its carbon and other emissions to net zero by 2030, however there are no direct implications arising from the recommendations in this report. List of Background Papers Revenue Budget and Council Tax 2025/26, Council 27 February 2025 The Capital Investment Programme 2025/26 to 2029/30, Council 27 February 2025 Author: Valerie Howie and Lisa Dickie, Finance Business Partners; Alison Burns, Corporate Finance Manager; and Geoff Borland, Finance Manager. Page 14 of 146
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Appendix 1 RENFREWSHIRE COUNCIL REVENUE BUDGET MONITORING STATEMENT 2025/26 1 April 2025 to 27 June 2025 POLICY BOARD: FINANCE, RESOURCES & CUSTOMER SERVICES Objective Summary Approved Annual Budget Budget Adjustments Revised Annual Budget at Period 3 Projected Outturn Budget Variance (Adverse) or Favourable £000 £000 £000 £000 £000 % Finance and Resources 47,839 1,284 49,123 49,192 (69) (0.1%) Environment, Housing and Infrastructure 26,721 480 27,201 27,741 (540) (2.0%) Chief Executive's Service (Estates) 526 0 526 600 (74) (14.1%) Miscellaneous 50,960 (12,002) 38,958 38,958 0 0.0% NET EXPENDITURE 126,046 (10,238) 115,808 116,491 (683) (0.6%) Subjective Summary Approved Annual Budget Budget Adjustments Revised Annual Budget at Period 3 Projected Outturn Budget Variance (Adverse) or Favourable £000 £000 £000 £000 £000 % Employees 116,031 (9,027) 107,004 106,167 837 0.8% Premises Related 11,074 68 11,142 12,628 (1,486) (13.3%) Transport Related 2,381 (29) 2,352 2,413 (61) (2.6%) Supplies and Services 25,907 166 26,073 26,167 (94) (0.4%) Third Party Payments 1,868 0 1,868 1,859 9 0.5% Transfer Payments 46,113 505 46,618 46,598 20 0.0% Support Services 709 (19) 690 688 2 0.3% Depreciation and Impairment Losses 14,732 0 14,732 14,732 0 0.0% GROSS EXPENDITURE 218,815 (8,336) 210,479 211,252 (773) (0.4%) Income (92,769) (1,902) (94,671) (94,761) 90 0.1% NET EXPENDITURE 126,046 (10,238) 115,808 116,491 (683) (0.6%) Page 15 of 146
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Appendix 1 RENFREWSHIRE COUNCIL REVENUE BUDGET MONITORING STATEMENT 2025/26 1 April 2025 to 27 June 2025 POLICY BOARD: FINANCE, RESOURCES & CUSTOMER SERVICES Objective Summary Approved Annual Budget Budget Adjustments Revised Annual Budget at Period 3 Projected Outturn Budget Variance (Adverse) or Favourable £000 £000 £000 £000 £000 % Finance and Resources Directorate (964) 105 (859) (850) (9) (1.0%) Audit Services 604 11 615 605 10 1.6% Corporate Governance 3,359 82 3,441 3,438 3 0.1% Digital, Transformation & Customer Services 24,140 590 24,730 24,794 (64) (0.3%) Finance and Procurement 4,933 67 5,000 4,998 2 0.0% Business Services 6,884 310 7,194 7,191 3 0.0% People & Organisational Development 2,223 51 2,274 2,269 5 0.2% Social care (non-delegated) 818 0 818 836 (18) (2.2%) Council and Externally Funded Schemes 5,842 68 5,910 5,911 (1) 0.0% NET EXPENDITURE 47,839 1,284 49,123 49,192 (69) (0.1%) Page 16 of 146
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Appendix 1 RENFREWSHIRE COUNCIL REVENUE BUDGET MONITORING STATEMENT 2025/26 1 April 2025 to 27 June 2025 POLICY BOARD: FINANCE, RESOURCES & CUSTOMER SERVICES - FINANCE & RESOURCES Subjective Summary Approved Annual Budget Budget Adjustments Revised Annual Budget at Period 3 Projected Outturn Budget Variance (Adverse) or Favourable £000 £000 £000 £000 £000 % Employees 35,328 2,276 37,604 37,880 (276) (0.7%) Premises Related 2,494 (53) 2,441 2,468 (27) (1.1%) Transport Related 258 (9) 249 232 17 6.8% Supplies and Services 11,605 151 11,756 11,710 46 0.4% Third Party Payments 1,868 0 1,868 1,859 9 0.5% Transfer Payments 45,518 636 46,154 46,147 7 0.0% Support Services 428 (19) 409 400 9 2.2% GROSS EXPENDITURE 97,499 2,982 100,481 100,696 (215) (0.2%) Income (49,660) (1,698) (51,358) (51,504) 146 0.3% NET EXPENDITURE 47,839 1,284 49,123 49,192 (69) (0.1%) Page 17 of 146
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Appendix 1 RENFREWSHIRE COUNCIL REVENUE BUDGET MONITORING STATEMENT 2025/26 1 April 2025 to 27 June 2025 POLICY BOARD: FINANCE, RESOURCES & CUSTOMER SERVICES - ENVIRONMENT, HOUSING AND INFRASTRUCTURE Objective Summary Approved Annual Budget Budget Adjustments Revised Annual Budget at Period 3 Projected Outturn Budget Variance (Adverse) or Favourable £000 £000 £000 £000 £000 % Building Services 109 46 155 155 0 0.0% Public Building Repairs 6,497 17 6,514 7,014 (500) (7.7%) Soft Facilities Management Services 19,992 486 20,478 20,518 (40) (0.2%) Property Services 123 (69) 54 54 0 0.0% NET EXPENDITURE 26,721 480 27,201 27,741 (540) (2.0%) Subjective Summary Approved Annual Budget Budget Adjustments Revised Annual Budget at Period 3 Projected Outturn Budget Variance (Adverse) or Favourable £000 £000 £000 £000 £000 % Employees 33,399 536 33,935 32,822 1,113 3.3% Premises Related 4,357 121 4,478 5,937 (1,459) (32.6%) Transport Related 1,812 0 1,812 1,890 (78) (4.3%) Supplies and Services 12,287 62 12,349 12,464 (115) (0.9%) Transfer Payments 162 0 162 149 13 8.0% Support Services 1,240 0 1,240 1,247 (7) (0.6%) Depreciation and Impairment Losses 1,500 0 1,500 1,500 0 0.0% GROSS EXPENDITURE 54,757 719 55,476 56,009 (533) (1.0%) Income (28,036) (239) (28,275) (28,268) (7) (0.0%) NET EXPENDITURE 26,721 480 27,201 27,741 (540) (2.0%) Page 18 of 146
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Appendix 1 RENFREWSHIRE COUNCIL REVENUE BUDGET MONITORING STATEMENT 2025/26 1 April 2025 to 27 June 2025 POLICY BOARD: FINANCE, RESOURCES & CUSTOMER SERVICES - CHIEF EXECUTIVE'S SERVICE (ESTATES) Subjective Summary Approved Annual Budget Budget Adjustments Revised Annual Budget at Period 3 Projected Outturn Budget Variance (Adverse) or Favourable £000 £000 £000 £000 £000 % Employees 0 0 0 0 0 0.0% Premises Related 1,285 0 1,285 1,285 0 0.0% Transport Related 0 0 0 0 0 0.0% Supplies and Services 4 0 4 29 (25) (625.0%) Third Party Payments 0 0 0 0 0 0.0% Transfer Payments 66 0 66 66 0 0.0% Support Services 441 0 441 441 0 0.0% GROSS EXPENDITURE 1,796 0 1,796 1,821 (25) (1.4%) Income (1,270) 0 (1,270) (1,221) (49) (3.9%) NET EXPENDITURE 526 0 526 600 (74) (14.1%) Page 19 of 146
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Appendix 1 RENFREWSHIRE COUNCIL REVENUE BUDGET MONITORING STATEMENT 2025/26 1 April 2025 to 27 June 2025 POLICY BOARD: FINANCE, RESOURCES & CUSTOMER SERVICES - MISCELLANEOUS Subjective Summary Approved Annual Budget Budget Adjustments Revised Annual Budget at Period 3 Projected Outturn Budget Variance (Adverse) or Favourable £000 £000 £000 £000 £000 % Employees 47,304 (11,839) 35,465 35,465 0 0.0% Premises Related 2,938 0 2,938 2,938 0 0.0% Transport Related 311 (20) 291 291 0 0.0% Supplies and Services 2,011 (47) 1,964 1,964 0 0.0% Transfer Payments 367 (131) 236 236 0 0.0% Support Services (1,400) 0 (1,400) (1,400) 0 0.0% Depreciation and Impairment Losses 13,232 0 13,232 13,232 0 0.0% GROSS EXPENDITURE 64,763 (12,037) 52,726 52,726 0 0.0% Income (13,803) 35 (13,768) (13,768) 0 0.0% NET EXPENDITURE 50,960 (12,002) 38,958 38,958 0 0.0% Page 20 of 146
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Appendix 2 Prior Years Approved Budget Revised Projected Total Approved Projected Expenditure Budget Adjustments Budget Outturn Budget Outurn to 31/03/2025 2025-26 2025-26 2025-26 to 31-Mar-30 to 31-Mar-30 Project Title £000 £000 £000 £000 £000 £000 £000 CORPORATE PROJECTS ICT Infrastructure Maintenance & Renewal Programme 0 1,055 214 1,269 1,269 0 0% 4,469 4,469 0 0% Lifecycle Capital Maintenance (LCM) Fund 0 5,822 828 6,650 6,650 0 0% 22,583 22,583 0 0% Artificial Pitch Upgrades 1,315 700 486 1,186 1,186 0 0% 1,801 1,801 0 0% Digital Infrastructure Provision 1,907 0 29 29 29 0 0% 1,936 1,936 0 0% Commnunity Empowerment Fund 684 0 266 266 266 0 0% 951 951 0 0% Villages Improvement Fund 349 0 201 201 201 0 0% 550 550 0 0% Greenspaces and Parks 0 0 60 60 60 0 0% 60 60 0 0% Retail Improvement Fund 149 0 1 1 1 0 0% 150 150 0 0% TOTAL FINANCE, RESOURCES & CUSTOMER SERVICES BOARD 4,404 7,577 2,085 9,662 9,662 0 0% 32,500 32,500 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 27th June 2025 POLICY BOARD: FINANCE, RESOURCES & CUSTOMER SERVICES Current Year 2025-26 Full Programme - All years Page 21 of 146
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___________________________________________________________________ To: Finance, Resources and Customer Services Policy Board On: 11 September 2025 ___________________________________________________________________ Report by: Director of Finance and Resources ___________________________________________________________________ Heading: Revenue and Capital Budget Monitoring – Council Overview as at 27 June 2025 __________________________________________________________________ 1. Summary of Financial Position 1.1 At the close of reporting Period 3 on 27 June 2025, the projected revenue outturn position at 31 March 2026 for Council services is an overspend position of £1.899m (0.3%) against the revised budget for the year. Adult Services (HSCP) is projecting an overspend of £5.924m (5.3%), resulting in a combined projected overspend of £7.823m (1.3%). 1.2 The projected capital outturn at 31 March 2026 all services is a break-even position. 1.3 This is split between General Fund Services and the Housing Revenue Account (HRA) in the table below, with further analysis provided in the Appendices. Table 1 Revised Annual Budget £000 Projected Outturn £000 Budget Variance (Adv)/Fav £000 Planned Use of Reserves £000 Revenue General Fund Services (Council) 467.958 469.857 (1.899) (0.445) Adult Services (HSCP) 117.791 117.715 (5.924) (5.969) Housing Revenue Account (HRA) 0 0 0 0 Total 579.749 587.572 (7.823) (6.414) Capital Variance % General Fund Services 118.119 118.199 0 0.0% Housing Revenue Account (HRA) 52.836 52.836 0 0.0% Total 171.035 171.035 0 0.0% Item 4 Page 22 of 146
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2. Recommendations 2.1 Members are requested to: a) Note the projected Revenue outturn overspend position of £7.823m; b) Note the projected Capital outturn break-even position; and c) Note the prudential indicators detailed in section 7 of the report. _________________________________________________________ 3. Revenue Budget Projection – overspend of £7.823m by 31 March 2026 3.1 The projected overspend of £7.823m across all services includes £5.924m for Adult Services (HSCP), leaving a forecast overspend of £1.899m for Council services. 3.2 The tables in Appendix 1 present the projected year-end position for all services, by both subjective analysis (what the budget is spent on) and objective analysis (which division is spending the budget). Significant variances affecting the projected position are analysed further below. 3.3 The projected outturn is based on information currently available, and assumptions made by service budget holders. Any changes to these projections will be detailed in future reports to this board. 4. Objective Analysis – Significant Variances 4.1 Education & Children’s Services - £0.970m overspend This projected overspend includes £0.949m within Early Learning & Childcare in relation to payments to partner providers, and in Children & Families in relation to Direct Payments and Section 22 payments, which are demand- driven. Transport costs are also projected to overspend by £0.792m mainly due to SPT contracts for mainstream school transport being higher than the available budget, predominately caused by price inflation. There are also pressures within Premises with forecast overspends (£0.388m) due to increased janitorial costs across the school estate. These overspends are partly offset by underspends projected in Employee Costs and an over-recovery of income. Underspends are currently projected in teaching (£0.559m) related to Early Learning & Childcare and Additional Support for Learning, and non-teaching staffing. A projected over-recovery of income (£0.492m) is currently forecast in Children and Families, mainly in relation to as yet unbudgeted grant income; this will be adjusted for future reporting periods. Page 23 of 146
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4.2 Infrastructure, Land & Environment - £0.290m overspend Supplies and Services are Transport costs are projecting overspends of £0.731m and £0.480m respectively mainly driven by the inflationary impact on replacement parts for vehicles, specialist contractors and vehicle hire. These overspends are partly offset by an over-recovery of income of £1.021m mainly within Fleet Services, primarily due to recharges for external vehicle hire and costs associated with non-fair wear and tear. 4.3 Finance, Resources & Customer Services - £0.683m overspend The anticipated overspend is mainly driven by Public Building Repairs (£0.500m), despite Council investing further into this budget in 2025/26, and still owing to the continued inflationary and cost pressures that have been experienced by the service over the last few financial years. The position has improved since last year and continues to be closely monitored, with work ongoing to understand the underlying cost drivers. 4.4 Adult Services - £5.924m 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. 4.5 Housing Revenue Account (HRA) - break even The HRA is projected to break-even overall in 2025/26. Demand for repairs to HRA premises, including void properties, is still currently expected to be managed within the revised budget levels. 5. Capital Budget Projection – Housing Services Programme 5.1 The HRA Capital Investment Programme 2025/26 to 2029/30 was approved by the Council on 27 February 2025. For 2025/26, the approved capital budget totalled £61.336m. The current revised programme totals £52.836m, a decrease of £8.500m, linked to projects reprofiled from 2025/26 into 2026/27, within improvements to existing properties, regeneration and council house new build, to reflect later than originally anticipated start dates. 5.2 Capital expenditure to 27 June 2025 amounted to £3.287m, representing 6% of available resources, compared to 7% for the same period in 2024/25. 5.3 6% of expected capital income has been received to date, compared to 1% for the equivalent period in 2024/25. Page 24 of 146
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5.4 The projected outturn position, after budget changes, is for the Housing Services Programme to break even (see Appendix 2). However, inflationary impacts of delays to work and related cost estimates are still ongoing, and may result in this forecast being revised at a future date. 6. Capital Monitoring: Non-Housing Services Programme 6.1 The General Services Capital Investment Programme 2025/26 to 2029/30 was approved by Council on 27 February 2025. For 2025/26, the approved capital budget totalled £105.193m. The current revised programme totals £118.199m (an increase of £13.006m) resulting mainly from the net effect of: budget increases of £3.151m, mainly as result of grant funding from Transport Scotland (£0.850m) and grant funding for AMIDs South projects (£1.801m). budget carried forward from 2024/25 to 2025/26 of £11.175m; and projects re-profiled from 2024/25 into 2025/26 of (£1.320m) primarily related to updated cashflow profiles for the vehicle replacement programme. 6.2 Capital expenditure to 27 June 2025 totals £14.927m, representing 13% of the available resources, compared to 5% for the equivalent period in 2024/25. 6.3 Capital income totalling £4.087m has been received to 27 June 2025. This represents 13% of the total anticipated income, compared to 15% for the equivalent period in 2024/25. 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, alongside the housing and non- housing capital investment programmes, by Council on 27 February 2025. 7.2 The CIPFA Prudential Code 2021 recommends that from 2024/25 a regular update is provided to members noting the current forecasts for prudential indicators compared to those approved at the start of the financial year. These are outlined in 7.4 to 7.8 below. Page 25 of 146
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7.3 The Council will be asked to approve updated Prudential Indicators in December 2025 as part of the mid-year progress report. 7.4 Capital Expenditure: The limit on capital expenditure that the Council has set for 2025/26 is shown in the table below. The limit is based on the resources available to fund the capital programmes, split between Housing and Non- Housing Services, but excludes the Public Sector Housing Grant, as this is not considered to be capital spend for the Council. The approved figure for Non- Housing is based on the 1 May 2025 position, and the forecast expenditure is higher owing to the changes outlined at 6.1 above. Approved Plan £m Forecast Expenditure £m Non-Housing 105 118 Housing 61 52 Total 166 170 7.5 Capital Finance Requirement (CFR): The CFR originally planned by the Council for 2025/26 is shown in the table below and is split between Housing and Non-Housing Services. The projected outturn at 31 March 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 2026 £m Projected CFR to 31 March 2026 £m Non-Housing 524 526 Housing 173 162 Total 697 689 The overall decrease in the projected CFR is as a result of the reprofiling of Non-housing expenditure approved by Council on 1 May 2025 and the reprofiling of Housing expenditure referred to in paragraph 5.1. This has been partially offset by increase in the CFR after the adoption of International Financial Reporting Standard 16 (IFRS 16) in 2024/25, which had the technical effect of increasing the liabilities recognised of assets held under service concessions and lease arrangements. 7.6 Operational Boundary: This is the focus of day-to-day treasury management activity within the Council and is an estimate of the most likely, but not worst case, scenario in terms of cashflow. Page 26 of 146
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Risk analysis and risk management strategies are taken into account, as are plans for capital expenditure, estimates of the CFR and estimates of cashflow requirements for all purposes. It is possible that this boundary could be breached occasionally and this should not be regarded as significant. However, a sustained or regular trend of such would be significant and require investigation and action. Planned Operational Boundary to 31 March 2026 £m Projected Operational Boundary to 31 March 2026 £m Borrowing 602 566 Other Long-Term Liabilities 95 123 Total 697 689 The reduction in borrowing relates to the approved changes to the Non-housing capital plan and reprofiling of the Housing expenditure. The increase in other long-term liabilities is as a result of the adoption of IFRS 16 in 2024/25. 7.7 Authorised Limit: This is based on the same assumptions as the Operational Boundary, with additional headroom to ensure sufficient capacity to allow for both planned and exceptional cashflow requirements, without breaching the limit. The reasons for movement are as above. Planned Authorised Limit to 31 March 2026 £m Projected Authorised Limit to 31 March 2026 £m Borrowing 632 594 Other Long-Term Liabilities 95 123 Total 727 717 7.8 Ratio of Financing Costs to Net Revenue: A key measure of affordability is the incremental impact of investment decisions on Council Tax or housing rents. Estimates of the ratio of financing costs to net revenue stream provide an indication of how much of the Council’s revenue budget is committed to the repayment of debt. Approved Ratio of Financing Costs to Net Revenue 2025/26 % Projected Ratio of Financing Costs to Net Revenue 2025/26 % Non-Housing 2.73 2.94 Housing 24.53 24.20 Page 27 of 146
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Financing costs include the interest payable with respect to forecast borrowing levels, interest payable on finance leases, interest and investment income, loans fund and finance lease principal repayments and gains/losses on the repurchase or early settlement of borrowing. There is only a marginal change in the projected ratios due to the updated profiling and interest rate outlook. Revenue streams relate either to the amounts received in terms of government grant and local taxpayers for Non-Housing, or to the amounts received from tenants in respect of housing rents for Housing. 8. Private Sector Housing Grant Programme 8.1. The overall budget provision for this programme is included within the revenue budget. However, in order to monitor the performance of the individual programmes, it is included within capital budget monitoring procedures. 8.2. The Council approved expenditure up to £0.750m for 2025/26. The current revised programme totals £0.833m (an increase of £0.083m) which reflects net budget carried forward from 2024/25 largely for disability adaptations. 8.3. The programme is expected to fully spend by 31 March 2026 and will be contained within the overall resources. Implications of the Report 1. Financial The projected budget outturn position for General Fund Services Revenue budget, including HSCP, is an overspend of £7.823 (1.3%) and break even for the HRA Revenue budget. Income and expenditure will continue to be monitored closely for the rest of the financial year and, where necessary, steps will be taken to mitigate any overspends. The projected outturn position for General Fund Services and HRA Capital budgets is a break-even position. The Capital programme will continue to be monitored closely for the rest of the financial year. Any changes to current projections in either Revenue or Capital budgets will be detailed in future reports to this board. 2. HR & Organisational Development While staffing budgets form a significant proportion of the Council’s revenue budgets, there are no direct implications arising from the recommendations in this report. Page 28 of 146
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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 29 of 146
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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. Cosla Policy Position - N/a 13. Children’s Rights - There are no direct implications arising from the recommendations in this report. 14. Climate Change The Council aims to reduce its carbon and other emissions to net zero by 2030, however there are no direct implications arising from the recommendations in this report. ___________________________________________________________________ List of Background Papers Revenue Budget and Council Tax 2024/25, Council 27 February 2025 The Capital Investment Programme 2025/26 to 2029/30, Council 27 February 2025 2025/26 Delegated Health and Social Care Budget, Renfrewshire Integration Joint Board 21 March 2025 ___________________________________________________________________ Author: Alison Burns, Corporate Finance Manager Geoff Borland, Finance Manager Page 30 of 146
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Appendix 1 RENFREWSHIRE COUNCIL REVENUE BUDGET MONITORING STATEMENT 2025/26 1 April 2025 to 27 June 2025 POLICY BOARD: FINANCE, RESOURCES & CUSTOMER SERVICES - OVERVIEW Policy Board - Objective Summary Approved Annual Budget Budget Adjustments Revised Annual Budget at Period 3 Projected Outturn Budget Variance (Adverse) or Favourable £000 £000 £000 £000 £000 % Communities and Housing Services 13,872 (1,031) 12,841 12,841 0 0.0% Education and Children's Services 265,449 9,787 275,236 276,206 (970) (0.4%) Infrastructure, Land and Environment 37,877 940 38,817 39,107 (290) (0.7%) Finance, Resources and Customer Services 126,046 (10,238) 115,808 116,491 (683) (0.6%) Adult Services 111,804 (13) 111,791 117,715 (5,924) (5.3%) Planning 542 236 778 756 22 2.8% Economy and Regeneration 2,964 36 3,000 2,982 18 0.6% Chief Executive's Service 20,386 1,092 21,478 21,474 4 0.0% GENERAL SERVICES NET EXPENDITURE 578,940 809 579,749 587,572 (7,823) (1.3%) Housing Revenue Account (HRA) 0 0 0 0 0 0.0% NET EXPENDITURE 578,940 809 579,749 587,572 (7,823) (1.3%) Page 31 of 146
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Appendix 1 RENFREWSHIRE COUNCIL REVENUE BUDGET MONITORING STATEMENT 2025/26 1 April 2025 to 27 June 2025 POLICY BOARD: FINANCE, RESOURCES & CUSTOMER SERVICES - OVERVIEW Subjective Summary Approved Annual Budget Budget Adjustments Revised Annual Budget at Period 3 Total Projected Outturn Budget Variance (Adverse) or Favourable £000 £000 £000 £000 £000 % Employees 393,434 2,754 396,188 393,837 2,351 0.6% Premises Related 51,766 258 52,024 54,794 (2,770) (5.3%) Transport Related 18,480 354 18,834 20,165 (1,331) (7.1%) Supplies and Services 98,435 3,686 102,121 103,076 (955) (0.9%) Third Party Payments 92,134 6,023 98,157 103,934 (5,777) (5.9%) Transfer Payments 100,948 840 101,788 102,974 (1,186) (1.2%) Support Services 6,185 (80) 6,105 6,126 (21) (0.3%) Depreciation and Impairment Losses 35,799 0 35,799 35,799 0 0.0% GROSS EXPENDITURE 797,181 13,835 811,016 820,705 (9,689) (1.2%) Income (218,241) (13,026) (231,267) (233,133) 1,866 0.8% NET EXPENDITURE 578,940 809 579,749 587,572 (7,823) (1.3%) Page 32 of 146
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Appendix 2 Prior Years Approved Budget Revised Projected Expenditure Budget Adjustments Budget Outturn Total Approved Projected to 31/03/2025* 2025-26 since previous 2025-26 2025-26 Budget Outurn Board report to 31-Mar-30 to 31-Mar-30 £000 £000 £000 £000 £000 £000 £000 EDUCATION & CHILDREN'S SERVICES Education & Children's Services 51,019 57,944 (750) 57,194 57,194 0 0% 201,371 201,371 0 0% TOTAL 51,019 57,944 (750) 57,194 57,194 0 0% 201,371 201,371 0 0% COMMUNITIES, HOUSING & PLANNING Housing (HRA) 57,731 61,336 (8,500) 52,836 52,836 0 0% 350,163 350,163 0 0% Housing (PSHG) 0 750 83 833 833 0 0% 4,433 4,433 0 0% TOTAL 57,731 62,086 (8,417) 53,669 53,669 0 0% 354,596 354,596 0 0% INFRASTRUCTURE, LAND & ENVIRONMENT Environment & Infrastructure 3,637 12,791 3,859 16,650 16,650 0 0% 89,032 89,032 0 0% TOTAL 3,637 12,791 3,859 16,650 16,650 0 0% 89,032 89,032 0 0% ECONOMY & REGENERATION Economy and Development 98,353 14,934 (251) 14,683 14,683 0 0% 119,197 119,197 0 0% TOTAL 98,353 14,934 (251) 14,683 14,683 0 0% 119,197 119,197 0 0% FINANCE, RESOURCES & CUSTOMER SERVICES Corporate Projects 4,404 7,577 2,085 9,662 9,662 0 0% 32,500 32,500 0 0% TOTAL 4,404 7,577 2,085 9,662 9,662 0 0% 32,500 32,500 0 0% PLANNING & CLIMATE CHANGE Climate Projects 0 875 0 875 875 0 0% 1,167 1,167 0 0% TOTAL 0 875 0 875 875 0 0% 1,167 1,167 0 0% LEADERSHIP Leisure Services 25,402 2,080 933 3,013 3,013 0 0% 28,805 28,805 0 0% Chief Executives 169,252 8,992 7,130 16,122 16,122 0 0% 229,198 229,198 0 0% TOTAL 194,654 11,072 8,063 19,135 19,135 0 0% 258,003 258,003 0 0% TOTAL ALL BOARDS 409,798 167,279 4,589 171,868 171,868 0 0.0% 1,055,866 1,055,866 0 0% MADE UP OF: Non-Housing Programme 352,067 105,193 13,006 118,199 118,199 0 0% 701,270 701,270 0 0% Housing Programme (HRA) 57,731 61,336 (8,500) 52,836 52,836 0 0% 350,163 350,163 0 0% Housing Programme (PSHG) 0 750 83 833 833 0 0% 4,433 4,433 0 0% PROGRAMME TOTAL 409,798 167,279 4,589 171,868 171,868 0 0.0% 1,055,866 1,055,866 0 0% Budget Variance (Adverse) or Favourable Budget Variance (Adverse) or Favourable RENFREWSHIRE COUNCIL CAPITAL INVESTMENT STRATEGY - NON-HOUSING SERVICES 1st April to 27th June 2025 POLICY BOARD: FINANCE, RESOURCES & CUSTOMER SERVICES Current Year 2025-26 Full Programme - All years Page 33 of 146
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Appendix 2 2025/26 Housing Non Housing PSHG Total Services Services Programme A. RESOURCES AVAILABLE TO FUND CAPITAL PROGRAMME £'000 £'000 £'000 £'000 1. Prudential Borrowing 42,327 61,440 103,767 2a General Capital Grant 12,248 750 12,998 2b. Specific Capital Grant 5,000 3,241 8,241 3. Usable Capital Receipts 575 22,428 23,003 4. Contribution From Current Revenue (CFCR) 4,934 18,842 83 23,859 5 Total Resource Availability 52,836 118,199 833 171,868 B. CAPITAL PROGRAMME 6. Resources Available 52,836 118,199 833 171,868 7. Current Programme 52,836 100% 118,199 100% 833 100% 171,868 100% C. ACTUAL EXPENDITURE VS PROJECTED 8. Resource Availability 52,836 118,199 833 171,868 9. Cash Spent at 27 June 2025 3,287 6% 14,927 13% 157 19% 18,371 11% 10. Cash to be Spent by 31 March 2026 49,549 103,272 676 153,497 D. ACTUAL RECEIPTS VS PROJECTED 11. Current Programme (total receipts expected) 5,575 37,917 750 44,242 12. Actual Cash Received at 27 June 2025 350 6% 4,807 13% 197 26% 5,354 12% 13. Receipts to be received by 31 March 2026 5,225 33,110 553 38,888 RENFREWSHIRE COUNCIL 2025/26 CAPITAL BUDGETS MONITORING SUMMARY REPORT TO 27th JUNE 2025 Page 34 of 146
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_________________________________________________________________ To: Finance, Resources and Customer Services Policy Board On: 11 September 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 July 2025. _______________________________________________________________ 2. Recommendations 2.1 It is recommended that the Board: Note the contents of the report. _______________________________________________________________ 3. Revenue Collection 3.1 Council Tax 3.1.1 This section details the collection performance as at 28 July 2025 for Council Tax. It also provides details of the total sums collected for the previous financial year. 3.1.2 The billable sum for 2025/26 is £113,037,752. 3.1.3 The sums collected to date for 2025/26 are £46,895,992 which is 41.49% of the billable sum (41.35% last year). This represents an increase of 0.14% in cash collection as a proportion of net charges billed compared with the same position for 2024/25. Item 5 Page 35 of 146
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3.1.4 The Council Tax Reduction (CTR) awarded is £15,054,601, amounting to 11.75% of the billable sum, which is 0.03% less than at the same point last year, the number of recipients of CTR has increased by approximately 6%. 3.1.5 The Service continues to encourage the take-up of CTR, and process claims following notification of Universal Credit awards being in place. Take-up activities 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 July 2025 for Non- Domestic Rates (NDR). It also provides details of the total sums collected for the last financial year. 3.2.2 The Non-Domestic Rates (NDR) charges billed for 2025/26 amount to £116,711,808. 3.2.3 Cash receipts to date amount to £36,045,796 which is 30.88% of the sum billed. This is a decrease in cash collection as a proportion of net charges billed of 3.79% compared with the same position for 2024/25. 3.2.4 The reduction in collection performance can be attributed to the payment timing profile of the Council’s NDR liabilities. When these are excluded, collection is up on 2024/25 by over 2%. 3.2.5 Payment collection for NDR starts in May each year. 4. Benefit administration This section details the processing performance in relation to Housing Benefit, Council Tax Reduction, and the Scottish Welfare Fund, as at the end of July 2025. Also provided is an update on the funding and expenditure position in relation to Discretionary Housing Payments (DHP) and the Scottish Welfare Fund plus details of Housing Benefit Overpayment recovery. 4.1 Workload and Performance 4.1.1 The Service aims to balance the varied and changing workload resulting from the impacts of the ongoing Cost of Living Crisis. 4.1.2 The Service continues with a positive trend; this is reflected in the performance data below showing all indicators within target for the period. 4.1.3 Training and support remains in place for all staff members. Training for benefits work is an extensive process, taking several weeks for a new team member to become proficient in a single process, and many months to be fully trained in all areas and be fully productive. Page 36 of 146
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4.1.4 The Service maintains a targeted plan aimed at sustaining improved performance. 4.2 Speed of Processing – Housing Benefit 4.2.1 As detailed in Table 1 below, processing speed for New Claims is within target for the period. 4.2.2 In relation to New Claims processed within 14 days of all information received, this measure is also within target for the period. 4.2.3 Processing of Changes in Circumstance (CIC) is well within target for the reporting period. (Supplementary processing information is attached in Appendix 2 for members’ reference) Table 1 – Housing Benefit Performance Summary Performance measure 4 Week Reporting Period 12 June 2025 to 09 July 2025 Year to date position Annual Target New Claims – processing time (no. of days) 20 days 17 days 20 days New Claims - % processed within 14 days of all information received 93% 95% 92% Changes in Circumstance – processing time (no. of days) 4 days 5 days 7 days 4.3 Speed of Processing – Council Tax Reduction (CTR) 4.3.1 The majority of new applications for CTR relate to customers claiming Universal Credit (UC). Due to the DWP’s UC claim mechanism, the service can’t begin processing such applications until 28 days has elapsed. The processing target therefore appears inflated but has been set at a challenging 35 days. 4.3.2 Delayed CTR awards do not negatively impact on customers to the extent they would with housing benefit claims, but the service nevertheless endeavours to process these as quickly as possible. 4.3.3 As detailed in Table 2 below, processing speed for CTR New Claims is within target for both the period. 4.3.4 Processing of CTR Changes in Circumstance (CIC) is well within target for the reporting period. Page 37 of 146
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Table 2 – Council Tax Reduction Performance Summary Performance measure 5 Week Reporting Period 12 June 2025 to 09 July 2025 Year to date position Annual Target New Claims – processing time (no. of days) 31 days 28 days 35 days Changes in Circumstance – processing time (no. of days) 4 days 3 days 7 days 4.4 Housing Benefit Overpayments 4.4.1 Council expenditure on Housing Benefit (HB) is largely funded by the DWP via a process known as Housing Benefit Subsidy. 4.4.2 Where a HB payment is found to have been made in error, a Housing Benefit Overpayment debt (HBO) will be raised against the customer who has been overpaid. This often negatively effects the level of subsidy the Council receives. 4.4.3 If an overpayment arises due to a customer failing to report a change in their circumstances, the council will receive subsidy amounting to 40% of the overpayment value. These are known as Claimant Errors. If the overpayment instead arises due to the Council not acting quickly enough on information received, or as a result of staff error, the level of subsidy received will either be 100%, 40%, or zero, depending on the cumulative total of such errors during the financial year compared to total HB expenditure. These are known as Local Authority Errors (LA Errors). 4.4.4 Provided the total of LA Errors amounts to less than 0.48% of all HB expenditure, 100% subsidy will be paid by the DWP to the Council to cover this classification of error. If this threshold is breached but the ratio is not greater than 0.54% of expenditure, the Council will receive only 40% subsidy for LA Errors. Where the value exceeds 0.54% the Council loses out on all subsidy for LA Errors. 4.4.5 As of 21st July 2025 the total of LA Errors amounted to 0.61% of all HB expenditure which, if the position was maintained for the remainder of the financial year, would result in the Council receiving no subsidy for LA Errors. Based on the year to date position, failing to qualify for 100% subsidy for LA Errors would cost the Council in the region of £195,000 for 2025/26. 4.4.6 It should be noted that it is an early point in the financial year and the value of HB expenditure paid increases over the year. Page 38 of 146
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4.4.7 The service strives to minimise LA Errors and is closely tracking progress in this area. The position is currently an improving position with progress made from the June position it is expected this will further improve as expenditure increases as the year progresses. 4.4.8 As stated in 4.4.6, the total of HB expenditure is key to the threshold calculation. The continued migration of customers from HB to Universal Credit makes meeting the LA Error thresholds increasing challenging due to the resulting overall reduction in HB expenditure. 4.4.9 Regardless of the level of subsidy received for a HBO, the service will normally endeavour to recover the full amount of the overpayment from the customer or landlord who has been overpaid. Appendix 3 shows year to date HBO recovery performance. 4.5 Discretionary Housing Payments 4.5.1 The total budget for Discretionary Housing Payments for 2025/26 is shown in Table 3 below. 4.5.2 The budget shows the indicative spending spilt provided to the Council by Scottish Government. 4.5.3 The DHP budget has been calculated to include the full Scottish Government estimate of the amount of funding required to fully mitigate the effect of both the Benefit Cap and the Bedroom Tax. These estimates include a 20% reserve allocation, which will be paid in May 2026, if required. 4.5.4 The total Financial Hardship budget currently available to the Council is 93% of the equivalent spend during 2024/25. 4.5.5 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. 4.5.6 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 39 of 146
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Table 3 – DHP Budget Funding – indicative allocations Amount Renfrewshire Council £450,000 Financial Hardship – Scottish Government £256,782 Benefit Cap* – Scottish Government £190,792 Bedroom Tax* – Scottish Government £2,622,438 Total budget for the year £3,520,012 *These figures represent the maximum amount required to cover the estimated shortfall of customers impacted by the Benefit Cap or Bedroom Tax. Table 4 – DHP Performance Summary Measure 1 April 2025 to 31 July 2025 Volume of DHP applications received 3,331 applications Volume of DHP decisions made 3,140 decisions Number of DHP awards 3,037 awards Average processing time (target 29 days) 12 days Total amount committed/paid £2,123,906 4.6 The Scottish Welfare Fund 4.6.1 The Scottish Welfare Fund (SWF) provides a safety net for vulnerable people on low incomes through the provision of Community Care Grants and Crisis Grants. The Scottish Welfare Fund is a national scheme, underpinned by law and delivered on behalf of the Scottish Government by all local councils. The SWF replaced elements of the Social Fund abolished by the Department for Work and Pensions in 2013. 4.6.2 The Service makes awards in 2025/26 in line with Scottish Government guidance and had spent 33.2% of the total budget for the SWF by the end of July 2025. 4.6.3 The total budget for the SWF for 2025/26 is shown in Table 5 below. 4.6.4 £600,000 of additional funding, previously allocated by the Council for 2024/25 SWF but then held in reserve, was approved for spend during 2025/26 at the June 2025 meeting of the Finance, Resources and Customer Services Policy Board. 4.6.5 As highlighted in previous reports, the Scottish Welfare Fund budget is under significant pressure. Page 40 of 146
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4.6.6 The initial budget received from Scottish Government for 2025/26 is the same as that for 2024/25. Scottish Government has indicated that there is no likelihood of any top-up of core funding for this year or future years 4.6.7 In line with Scottish Government legislative guidance, applications for the Crisis and Community Care Grants (CCGs) are categorised as Low, Medium, High and High Most Compelling priority, both in terms of the circumstances of the applicant and the items requested (in the case of CCGs). Due to the financial pressure on the budget the Council has been awarding on a High priority basis since May 2021 and has only ever made awards on a High Most Compelling basis twice before, most recently in 2018/19 for a short period. 4.6.8 Under High priority awards are likely to be made to customers considered highly vulnerable and who are in immediate and severe need of the goods applied for. With a switch to High, Most Compelling customers would need to be both highly vulnerable and at immediate risk, with a need for goods which is extremely severe. 4.6.9 The performance data relating to the Fund is presented in Table 5 below. The Service processed both Crisis Grants and Community Care Grants within target for the period. Table 5 – SWF Performance Summary (Crisis & Community Care Grants) Measure 1 April 2025 to 28 July 2025 Number of Crisis Grant applications received 2,931 Number of Crisis Grant Awards 1,929 Total amount paid for Crisis Grants £233,768.45 Average Processing time year to date (2 working days target) 2 days Average Processing time within July 2 days Number of Community Care Grant applications received 746 Number of Community Care Grant Awards 504 Total amount paid for Community Care Grant £399,115.72 Average processing time year to date (15 working days target) 8 days Average processing time within July 6 days Total amount paid/committed from the fund £632,884.17 Budget from Council 2025/26 £600,000.00 Initial Budget provided by Scottish Government £1,252,119.00 Page 41 of 146
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Measure 1 April 2025 to 28 July 2025 Remaining Top-up Budget provided by Scottish Government December 2024 £52,503.70 Total Budget £1,904,622.70 _____________________________________________________________ Implications of the Report 1. Financial - The level of collection of Local Taxation continues to provide funding for the delivery of Council services throughout Renfrewshire. The benefits which are administered by the Service and have a statutory basis are managed in accordance with those requirements. 2. HR & Organisational Development – None. 3. Community/Council Planning – Our Renfrewshire is fair - An effective Benefits service is vital to the quality of life of many of our citizens as it provides vital support for low income households to sustain tenancies and meet their rent obligations. Working together to improve outcomes - An efficient and effective billing and administrative process for the collection of local taxes is vital for ensuring the recovery of income to the Council to support the provision of local services. This is supported by a range of payment opportunities for the public, including electronic and digital payments (e.g. Direct Debit, Website and Telephone). Working together to improve outcomes – Efficient and effective customer service is vital to ensuring that citizens have equality of access to Council services, whether this is digitally, by telephone or face to face. 4. Legal – 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. Page 42 of 146
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10. Risk – None. 11. Privacy Impact – None. 12.. Climate Risk – None. 13. Children’s Rights – The recommendations contained within this report in relation to performance updates has been considered in relation to its impact on Children’s Rights. No negative impacts have been identified arising from the recommendations contained in the report because it is for consideration of performance only. 14. Cosla Policy Position – None. _________________________________________________________ List of Background Papers None. ___________________________________________________________________ Author: Emma Shields, Strategic Service Delivery Manager Page 43 of 146
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Appendix 1 RENFREWSHIRE COUNCIL REVENUES COLLECTION STATEMENT AS AT 28 JULY 2025 Page 44 of 146
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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 July Result last report Feb’ 25: 13 days Mar’ 25: 13 days Apr’ 25: 14 days Result Last 3 months May 25: 12 days Jun’ 25: 16 days Jul’ 25: 19 days Comment:- Revisions processed well within target. ACCURACY The Service proactively monitors the accuracy of benefits decisions made through a robust audit checking programme. The Service targets to audit a minimum of 4% of calculations. Target % Actual % Volume of Audits 2025/26 4% 22% Accuracy – July 2025 95% 94% Accuracy – 2025/26 95% 96% Comment:- The position for July is slightly below target but well within YTD, 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) May: 43 days June: 4 days July: 4 days Average (12 months to date) 30 days Average Appeals Completed (12 months to date) 4 Appeals per month Comment:- Appeals volumes are very low, which is expected due to reducing Housing Benefit caseload. Page 45 of 146
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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. Overpayments raised 2025/26 £407,386 Overpayments raised and recovered in year £159,480 % Recovery for above (Target 50%) 39.15% All recovery in year £443,288 All recovery vs raised in year (Target 120%) 108.81% All recovery vs all debt (Target 16.50%) 6.07% Total debt outstanding at end of reporting period £6,857,324 Page 46 of 146
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1 _________________________________________________________________ To: Finance, Resources and Customer Services Policy Board On: 11 September 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 47 of 146
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2 Table 1 Council Tax Reason No. Debtors Value Deceased 2 £30,604.09 Sequestrated 2 £19,119.97 Trust Deed 1 £5,037.06 Total 5 £54,761.12 Table 2 Non-Domestic Rates Reason No. Debtors Value Company Voluntary Arrangement 2 £76,292.38 Dissolved 8 £311,765.83 Total 10 £388,058.21 Table 3 Housing Benefit Overpayments Reason No. Debtors Value Deceased 1 £10,976.60 Sequestrated 2 £11,942.14 Trust Deed 1 £7,327.79 Total 4 £30,246.53 Table 4 Sundry Debtors Reason No. Debtors Value Deceased 1 £17,518.14 Prescribed 4 £62,902.52 Total 5 £80,420.66 2. Recommendations 2.1 The Board is asked to authorise the write-off of the £553,486.52 as detailed above. Page 48 of 146
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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 Page 49 of 146
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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 Deceased 2008/2009 to 2024/2025 20424.38 Total £20,424.38 Debtor 2 Not Applicable Council Tax Deceased 1993/1994 to 2024/2025 10179.71 Total £10,179.71 Debtor 3 Not Applicable Council Tax Trust Deed 2005/2006 to 2024/2025 5037.06 Not Applicable Housing Benefit Overpayments Trust Deed 28/09/2020 to 15/05/2022 7327.79 Total £12,364.85 Debtor 4 Not Applicable Council Tax Sequestrated 2002/2003 to 2024/2025 13455.53 Not Applicable Housing Benefit Overpayments Sequestrated 25/11/2017 to 18/02/2019 181.77 Total £13,637.30 Debtor 5 Not Applicable Council Tax Sequestrated 1999/2000 to 2024/2025 5664.44 Not Applicable Housing Benefit Overpayments Sequestrated 08/07/2019 to 14/05/2023 11760.37 Total £17,424.81 Debtor 6 Not Applicable Housing Benefit Overpayments Deceased 06/09/2010 to 14/05/2023 10976.60 Total £10,976.60 Debtor 7 Not Applicable Sundry Debtors - Health and Social Care Prescribed 18/04/2014 to 28/09/2018 10840.66 Total £10,840.66 Debtor 8 Not Applicable Sundry Debtors - Health and Social Care Deceased 28/05/2015 17518.14 Total £17,518.14 Page 50 of 146
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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 Not Applicable Sundry Debtors - Health and Social Care Prescribed 31/12/2019 22573.55 Total £22,573.55 Debtor 10 Not Applicable Sundry Debtors - Health and Social Care Prescribed 19/04/2019 to 06/11/2019 17274.53 Total £17,274.53 Littleinch Erskine Care Centre Rashielee Avenue, Erskine, PA8 6HA Sundry Debtors - Health and Social Care Prescribed 16/04/2020 12213.78 Total £12,213.78 A.R.D.S. Limited 33, Watt Road, Hillington, Glasgow, G52 4RY Non-Domestic Rates Dissolved 2021/2022 to 2022/2023 12350.17 Total £12,350.17 Arcadia Group Ltd Unit 42, Braehead Shopping Centre, King'S Inch Road, Glasgow, G51 4BP Non-Domestic Rates Dissolved 2019/2020 151779.88 Unit 832, Braehead Shopping Centre, King'S Inch Road, Glasgow, G51 4BS Non-Domestic Rates Dissolved 2019/2020 to 2020/2021 22838.42 Total £174,618.3 Dobbies Garden Centres Limited Dobbies Garden World, Braehead Retail Park, King'S Inch Drive, Glasgow, G51 4FB Non-Domestic Rates Company Voluntary Arrangement 2024/2025 30320.38 Total £30,320.38 Johnstone Holdings Ltd 3a, William Street, Johnstone, PA5 8DP Non-Domestic Rates Dissolved 2019/2020 to 2023/2024 19778.69 Total £19,778.69 Kylemont Ltd 33, High Street, Paisley, PA1 2AF Non-Domestic Rates Dissolved 2012/2013 16429.95 Total £16,429.95 Monarch Aircraft Engineering Limited Area Ya0020, Zone 1 Glasgow Airport, Abbotsinch, Paisley, PA3 2SW Non-Domestic Rates Dissolved 2018/2019 1524.83 Terminal C0270, Zone 1 Glasgow Airport, Abbotsinch, Paisley, PA3 2SW Non-Domestic Rates Dissolved 2018/2019 8763.35 Page 51 of 146
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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 Total £10,288.18 The Burger Chain Ltd Unit C1, Braehead Shopping Centre, King'S Inch Road, Glasgow, G51 4BP Non-Domestic Rates Dissolved 2019/2020 33396.12 Total £33,396.12 The Drop Outlet Ltd Unit 2, Hillington Shopping Cntre, Earl Haig Road, Hillington, Glasgow, G52 4LY Non-Domestic Rates Dissolved 2022/2023 to 2023/2024 12338.51 Total £12,338.51 The Hair Salon Trading Co Limited 35/37, High Street, Paisley, PA1 2AF Non-Domestic Rates Dissolved 2018/2019 to 2019/2020 9131.40 7, Inchinnan Road, Renfrew, PA4 8LS Non-Domestic Rates Dissolved 2018/2019 to 2022/2023 9580.56 16, Canal Street, Elderslie, Johnstone, PA5 9AU Non-Domestic Rates Dissolved 2018/2019 to 2019/2020 4195.27 3, Prieston Road, Bridge Of Weir, PA11 3AJ Non-Domestic Rates Dissolved 2018/2019 to 2022/2023 9658.68 Total £32,565.91 Thomas Sabo (Uk) Ltd Unit 165, Braehead Shopping Centre, King'S Inch Road, Glasgow, G51 4BS Non-Domestic Rates Company Voluntary Arrangement 2019/2020 45972.00 Total £45,972.00 Overall Total £553,486.52 Page 52 of 146
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1 ___________________________________________________________________ To: Finance, Resources and Customer Services Policy Board On: 11 September 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 July 2025. ___________________________________________________________________ 2. Recommendations 2.1 It is recommended that the Board: Note the contents of the report. _________________________________________________________ 3. Customer Service Provision 3.1 This section details the performance of the customer service centre for July 2025. The report provides an update on the overall contact centre call and e- mail volumes. Face to Face services continue in Renfrewshire House, and details of customer volumes are provided in this report. Demand for Digital Services remains high, and this report will update members on the level of online transactions being completed and the performance of the Digital Advisor “Millie”. Item 7 Page 53 of 146
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2 3.2 Contact Centre Performance 3.2.1 High level monthly summary – for the month of July, the contact centre received 21,034 calls 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 July Performance Year to Date 90% calls answered 2025 21,034 98% 98% 2024 25,796 97% 96% 3.2.2 The call centre achieved the primary target of answering over 90% of calls received. 3.2.3 The secondary target is to respond to 70% of all calls within 40 seconds. Table 2 – Customer Service Unit – Secondary Target (call handling) Secondary target Year July Performance Year to Date 70% calls in 40 seconds 2025 70% 71% 2024 72% 68% 3.2.4 The contact centre achieved the secondary target of 70% of calls answered within 40 seconds. The total call volume is lower than the same period last year and members will note later in the report an increase in online transactions as the Digital Advisor provides customers with a choice in how to interact with the Council. The process for Free School Meals and Clothing grant applications for the new school session re-opened in June, and to date the team have processed 3,522 applications for Free School Meals and Clothing Grants and paid £596,430 in clothing grants to 4,486 children. For the same period last year, 3,719 applications for Free School Meals and Clothing Grants and paid £624,330 in clothing grants to 4,682 children 3.2.5 In addition to the calls outlined above, customers also contact the Council using e-mail as their preferred channel. Page 54 of 146
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3 The e-mails received in the last three months for each service are outlined in table 3 below. Table 3 – E-mail contact volumes Service May 2025 June 2025 July 2025 Blue Badge 392 453 445 General Enquiry 1015 901 982 Environmental 54 72 79 Free School Meals / Clothing Grants 48 246 786 Housing Repairs 1436 1385 1330 Licensing 381 429 580 Mybins 792 656 667 Roads and Lighting Faults 89 76 79 Garden Waste 562 218 174 Total e-mails handled 4,769 4,436 5,122 The volume of e-mails have increased slightly in the last 2 months, mainly due to the peak Free School Meals and Clothing Grant application period over the summer. 3.3 Face to face service provision 3.3.1 The Customer Service Centre offers face to face support to customers where this is required. 3.3.2 Table 4 below shows the volume of customers who received face to face support during the month of July 2025. Table 4 – Face to Face Customer Volumes Service Total Customers Birth Registration 71 Marriage Registration 80 Licensing 36 TOTAL 187 Page 55 of 146
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4 4 Digital Service Provision 4.1 Digital Advisor (Millie) For the month of July, the Digital Advisor received 22,373 calls. Depending on the nature of the customers query, Millie will either provide an appropriate response to the customer or will transfer the customer to the correct advisor in the call centre. Table 5 below shows the performance levels for the month and a total volume since the start of the financial year. Table 5 – Digital Advisor Performance Calls Received Transferred to Advisor Response Provided July 2025 22,373 64% 36% Year to Date 96,198 62% 38% The top 5 reasons for transfers, which account for 76% of all transferred calls are. Housing Repairs 19% Automated Payments 15% Recycling 15% Council Tax 14% Councl Switchboard 13% The percentage of calls deflected and transferred to Advisors has returned to previous levels due to a more general mix of calls during the month. 4.2 Online Digital Services The Council continues to see a high level of requests processed through the online platform, with an additional 11,737 customers registered in the last year. The total number of registered users on the MyAccount platform is now 118,938. Since the start of the financial year, 132,2092 online transactions have been completed, which is 55,024 higher than the same period last year. This increase is due to the introduction of the digital advisor offering customers the option to transact online. Page 56 of 146
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5 ___________________________________________________________________ Implications of the Report 1. Financial – None 2. HR & Organisational Development – None 3. Community/Council Planning – Working together to improve outcomes – An efficient and effective Customer Services Unit is vital to ensuring citizens have equality of access to Council services whether this is digitally, by telephone or face to face. 4. Legal - None 5. Property/Assets - None 6. Information Technology - None - 7. Equality & Human Rights - The Recommendations contained within this report have been assessed in relation to their impact on equalities and human rights. No negative impacts on equality groups or potential for infringement of individuals’ human rights have been identified arising from the recommendations contained in the report because it is for consideration of performance only. If required following implementation, the actual impact of the recommendations and the mitigating actions will be reviewed and monitored, and the results of the assessment will be published on the Council’s website. 8. Health & Safety – None 0 5000 10000 15000 20000 25000 30000 35000 40000 45000 Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Online Transactions 2021/22 2022/23 2023/24 2024/25 2025/26 Page 57 of 146
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6 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 58 of 146
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___________________________________________________________________ To: Finance, Resources & Customer Services Policy Board On: 11 September 2025 ___________________________________________________________________ Report by: Report by the Director of Finance & Resources ___________________________________________________________________ Heading: Local Government Terms and Conditions of Employment ___________________________________________________________________ 1. Summary 1.1 In June 2025, Council officers presented a report to Elected Members outlining the details of a formal offer made to Unison, Unite and GMB Trade Unions to modernise the legacy terms and conditions of employment for Local Government Employees, which have remained unchanged since 2009. If agreed, the revised package will be rolled out in phases starting from January 2026 to support a smooth and well managed implementation. 1.2 Impacting approximately 6,500 employees, the proposal was developed in alignment with the Council’s People Strategy and reflects a strategic commitment to building a more modern, fairer, flexible and financially sustainable employment framework that supports both workforce wellbeing and the long-term delivery of high-quality public services. It also recognises the need to remain competitive in the labour market by offering employment arrangements that attract and retain the best talent in a changing public sector landscape. 1.3 The offer presented to the Trade Unions included proposed changes to the following key areas of the terms and conditions package: • Converting six public holidays to annual leave, and a proposed compensation package for employees who may experience a reduction in future earnings due to the loss of overtime opportunities on these days. • Making improvements to current annual leave provisions. • Standardising the approach to carry forward annual leave from one year to the next. • Recognising NHS employment as continuous service to support smoother movement between Health and Council roles. Item 8 Page 59 of 146
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• Reopening services across the festive period to ensure continued support for our communities at a time of increased need and ending the previous day of no work requirement to strengthen service continuity and responsiveness. • Replacing the current Flexi system with a new scheme that keeps the core values of flexibility, trust, and work-life balance, and applies them fairly across the whole workforce. • Modernising redeployment and salary conservation policies to strengthen support for employees impacted by change, taking proactive steps to minimise the need for redeployment, and ensuing a fair, flexible, and person-centred approach to organisational change. • Introducing a revised notice period structure based on job roles rather than pay frequency, to improve consistency, support workforce planning, and reduce unnecessary disruption to services. Flexibility will be retained to agree earlier release dates where appropriate. • Developing a new overtime policy to ensure fair and consistent practices, improving oversight and workforce planning, and reducing reliance on overtime through better service management and employee wellbeing safeguards. 1.4 Since making the initial offer, Council officers have engaged in extensive and constructive dialogue with Trade Unions to support them in reaching a position where they feel able to ballot their members. This has included providing analysed data, clarifying elements of the proposal, and responding to concerns raised. 1.5 In early September, a revised and final offer was made, reflecting a significant shift in the Council’s position in response to feedback. Council officers believe that this final offer presents a progressive and sustainable package that addresses longstanding concerns, promotes fairness, and strengthens the Council’s ability to meet the evolving needs of its workforce and communities. It builds on years of investment in our people, shaped by the People Strategy and supported by strong partnership working with Trade Unions. 1.6 If agreed, the package will mark a major step forward in modernising our employment framework, embedding consistency, flexibility, and wellbeing, and positioning the Council as a leader in balanced workforce reform. 1.7 At the time of writing, Trade Union colleagues were making preparations to ballot their members, with results expected around late September or early October 2025. 1.8 As part of our commitment to open and inclusive communication, updates have been shared with senior officers, managers, and employees across the Council to outline the key areas under discussion. Employees have been encouraged to speak with their Trade Union representatives to explore what the offer means for them and to ensure they feel informed and supported ahead of the ballot. Page 60 of 146
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___________________________________________________________________ 2 Recommendations 2.1 Elected Members are asked to note: • The status of discussions with Unison, Unite, and GMB Trade Unions. • Council officers are fully prepared to implement the proposals promptly should the ballot results return an acceptance. • That formal negotiations will conclude if the ballot results return a rejection, as all reasonable efforts to reach agreement have been made. • Elected Members will receive a final update at the 20 November Policy Board, detailing the ballot outcome and the Council’s intended next steps. ___________________________________________________________________ 3 Engagement and Consultation with the Trade Unions 3.1 Over the past three months, Council officers have undertaken detailed analysis and modelling to reshape and strengthen the offer made to the Trade Unions in June 2025. This has included reviewing the scope, structure, and impact of key proposals, with a view to presenting a revised package that is fair, inclusive, and sustainable. 3.2 In an effort to progress negotiations, and now having exhausted discussions, the revised and final offer presented to the Trade Unions reflects a significant movement from the Council’s original position. While the core principles of fairness, flexibility, and operational efficiency remain unchanged, the Council has broadened the scope of the offer to address key concerns raised by Trade Unions. This includes a revised approach to public holidays, a substantially altered compensation package, and enhancements to annual leave arrangements for all. 3.3 In addition to these changes, the Council has committed to jointly reviewing and modernising a range of related workforce policies with Trade Unions. This commitment reflects a broader ambition to ensure that the Council’s employment framework is not only fit for purpose but also aligned with the values of fairness, inclusion, and sustainability. 3.4 Council officers are not currently able to share the full details of the revised offer as at the date of this meeting. This arises from the confidential and evolving nature of the process, and reflects our commitment to handling discussions with care and ensuring that employees directly impacted are informed of the proposals through appropriate internal channels before any information is shared more widely. However, members are invited to note the key elements of the offer presented to the Trade Unions, as outlined in sections 3.6 to 3.19 of this report. Officers have made a considerable effort to respond to the concerns raised by Trade Unions and to enhance the offer in a meaningful and inclusive way. Page 61 of 146
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3.5 In response to feedback from the Trade Unions, a revised and final offer presented comprises the following key elements: 3.6 Public Holidays –The Council is now proposing to convert four public holidays into annual leave, rather than the original six. This change does not reduce leave entitlement for employees. Instead, it is intended to offer greater flexibility by giving employees more choice over when they take their leave. In addition, the value and structure of the proposed one-off compensation payment has been significantly strengthened to reflect the potential impact on future overtime earnings. Trade Unions have indicated greater confidence in the proposed tiered approach to the one-off payment, which is based on actual earnings and reflects a fair and practical method of application. 3.7 Annual leave - The Council has further strengthened its annual leave proposals to deliver a more inclusive and equitable outcome for all employees. Initially designed to benefit a portion of the workforce, the updated approach now ensures that every employee will gain earlier access to enhanced leave entitlements. These changes directly respond to Trade Union concerns, particularly around limited benefits for those with under 10 years or over 20 years of service, and include improvements to entry-level leave. To further support fairness, the Council has also addressed the impact of removing the legacy festive closure arrangement. This change will be reflected in the updated annual leave structure, ensuring no employee is disadvantaged. Under the revised proposal, annual leave entitlements will range from 26 to 36 days, excluding public holidays. This reinforces the Council’s commitment to consistency, wellbeing, and fair employment practices, and based on benchmarking with other local authorities, positions these provisions among the most progressive in Scotland. 3.8 Standardising the approach to carrying forward annual leave from one year to the next - The Council is now proposing to introduce a more flexible approach to annual leave carry-forward. Employees will be able to retain up to five unused days from one leave year to the next, with the option to use them at any point before 31 December, rather than 31 January as previously proposed. In exceptional cases, additional days may be carried forward with appropriate approval. To support wellbeing and ensure leave is used regularly, quarterly reminders will be issued through Business World, and managers will actively encourage staff to take their leave throughout the year. 3.9 Recognising NHS Employment as Continuous Service - To improve recruitment from the health sector, the Council plans to formally recognise previous NHS service as part of continuous employment. While local government service is already acknowledged by the NHS, this reciprocal arrangement has not yet been adopted by the Council. Although the NHS is not covered under the Redundancy Modification Order, this change can be introduced locally through a policy update. Aligning with wider public sector practices will help attract skilled candidates and ensure a more consistent and equitable approach across public service roles. Page 62 of 146
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3.10 Day of No Work Requirement - The Council is proposing to end the long- standing festive closure arrangement for non-essential services, which includes a designated “day of no work requirement” between Christmas and New Year. While this arrangement has historically benefited office-based staff, it no longer reflects the way services are delivered or the needs of the community. Reopening services during this period will help ensure vital support remains available, particularly for vulnerable residents. Following discussions with Trade Unions, the Council has confirmed that no employee will be disadvantaged by this change. Any impact will be recognised through adjustments to annual leave provisions, ensuring fairness across the workforce. Employees will still be able to request leave during the festive period, and guidance will be developed to support consistent and equitable decision-making. 3.11 Flexible Working Hours Scheme (Flexitime) - The Council’s Flexible Working Hours Scheme, introduced over 20 years ago, has supported greater flexibility for office based and hybrid employees, allowing adjustments to start and finish times and the accrual of flexi leave. However, as working practices have evolved, particularly with the rise of hybrid working, the scheme now benefits only a portion of the workforce, creating an imbalance with frontline staff who often lack access to similar flexibility. Recognising this, the Council is committed to modernising its approach to ensure a fairer and more consistent experience for all employees. 3.12 Following engagement with Trade Unions, the Council has confirmed its intention to replace the current scheme with a new, inclusive model that retains the core principles of flexibility, trust, and work-life balance. The new approach will continue to support flexible working patterns and ensure that any additional hours worked are returned. Crucially, the Council and Trade Unions will work together to jointly develop and agree the new framework, ensuring it reflects the diverse needs of the workforce and promotes equity across all roles and services. 3.13 Redeployment and Cash Conservation - The Council has long supported redeployment and salary conservation as part of its approach to managing organisational change. These arrangements help maintain employment security by identifying suitable alternative roles for employees whose posts are impacted by service redesign. While redeployment remains a vital tool, the practical application of salary conservation has presented challenges over time, particularly around consistency and fairness. Although relatively few cases arise each year, concerns raised by Trade Unions have highlighted the need for a more modern and transparent approach. 3.14 In response, the Council and Trade Unions have agreed to carry out a joint review of the current redeployment and salary conservation arrangements. This work will focus on developing a fairer, more inclusive model that reflects the realities of service change and supports employees through transition. The review will explore options such as direct matching, retraining, and flexible support, with a shared commitment to minimising any negative impact on employees. Salary conservation support will be managed on a case-by-case basis to better reflect individual circumstances and sector best practice. Page 63 of 146
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3.15 Overtime Working - Overtime continues to play an important role in supporting the Council’s ability to respond to fluctuating service demands, urgent priorities, and short-term pressures. While it offers operational flexibility and can reduce reliance on temporary staffing, it must be managed carefully to avoid excessive costs and protect employee wellbeing. Rather than altering existing overtime rates, the Council intends to introduce a refreshed policy that promotes consistency and fairness in how overtime is used across services. 3.16 Following constructive dialogue with Trade Unions, a joint commitment has been made to develop a new Overtime Policy. This will include regular monitoring of overtime patterns to identify where recurring use may signal the need for more sustainable staffing solutions. The Council will work with managers to explore opportunities for converting persistent overtime into permanent roles, where appropriate. Through improved planning and collaborative oversight, the aim is to ensure overtime remains a responsible, equitable, and well-governed part of workforce management. 3.17 Notice Periods - The Council is reviewing its current notice period arrangements to create a more consistent and operationally effective framework. The existing structure, which varies based on pay frequency, has been in place for some time but is increasingly seen as outdated. Short notice periods can lead to service disruption, particularly in roles that are difficult to recruit to or require specialist skills. To address this, the Council is proposing a revised approach that sets notice periods according to job level rather than pay cycle. 3.18 Under the new proposal, employees in roles up to grade 9 would give four weeks’ notice, while those in senior positions, grades 10–16, would provide eight weeks. This change is intended to support smoother workforce transitions and align with wider public sector practice. Flexibility will remain, allowing earlier release dates where operationally feasible and agreed with managers. 3.19 Temporary Employees - At the request of Trade Unions, the Council has agreed to carry out a focused review of temporary contracts that have been in place for two years or more. This exercise will involve close collaboration with service managers to assess whether there is an ongoing operational need for these roles. Where a sustained requirement is identified, the Council will actively consider converting temporary posts into permanent positions, if suitable. While any changes will depend on available resources and service priorities, this review reflects a shared commitment to improving job stability and promoting fair work. By working in partnership with Trade Unions, the Council aims to strengthen workforce planning and ensure that long-term temporary employees are treated equitably. Page 64 of 146
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Implications of the Report 1. Financial – The terms and conditions changes proposed within the report would, if formally agreed, incur both additional costs and will generate recurring savings. One-off costs relating to compensation payments will require to be funded from reserve balances if agreed. The precise detail of costs and savings incurred will be outlined in a future report assuming trade union agreement to the package of revisions is reached, however an overall marginal recurring saving is anticipated. 2. HR & Organisational Development – as outlined in the report. 3. Community/Council Planning – None. 4. Legal - In considering any changes to Local Government Terms and Conditions, the Council is legally required to follow a fair and transparent process. This includes engaging in meaningful consultation with employees impacted and their recognised Trade Unions. The consultation process the Council is following explains the reasons for the proposed changes, invites feedback, and demonstrates that alternative views and suggestions have and will continue to be considered as things progress. Agreement must be sought with Trade Unions before any contractual changes are implemented, as imposing changes without consent could result in legal claims such as breach of contract, constructive dismissal, or unauthorised deductions from wages. Members should note that by following these steps, and by maintaining open, respectful dialogue with Trade Unions, the Council can manage change in a way that is both legally compliant and aligned with our values of fairness and transparency. 5. Property/Assets – None 6. Information Technology – These proposed changes to terms and conditions will require a substantial reconfiguration of the Council’s ERP system (Business World), alongside a significant commitment of internal resources to support delivery. This reflects the scale and ambition of the proposals, which aim to introduce some of the most progressive employment provisions in Scotland. In recognition of the operational impact and the need for a well-managed transition, it is proposed that implementation be phased in from January 2026, as outlined earlier 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. If required following implementation, the actual impact of the recommendations and the mitigating actions will be reviewed and monitored, and the results of any reassessment will be published on the Council’s website. Page 65 of 146
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8. Health & Safety – None. 9. Procurement – None 10. Risk – None. 11. Privacy Impact – None. 12. Climate Risk – None. 13. Children’s Rights – None. 14. Cosla Policy Position – None. _______________________________________________________ List of Background Papers - None ___________________________________________________________________ Author: Raymond Cree, Head of People and Organisational Development Email: raymond.cree@renfrewshire.gov.uk Page 66 of 146
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1 ___________________________________________________________________ To: Finance, Resources and Customer Services Policy Board On: 11 September 2025 ___________________________________________________________________ Report by: Director of Finance and Resources ___________________________________________________________________ Heading: ‘People Strategy 2021-26’ - Revised HR&OD Policies ___________________________________________________________________ 1. Summary 1.1 As part of the on-going implementation of our People Strategy priorities ‘Our People Our Future 2021-2026’, approved by Members in March 2021, key work continues to be progressed by officers in relation to our 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, inclusive and sustainable services. 1.2 These revised HR & OD policies lay strong, supportive foundations to enable meaningful organisational development and help embed the Council’s cultural change journey. The review has been shaped by our values and places a clear emphasis on flexibility, health and wellbeing, and a commitment to equality, diversity, and inclusion (EDI). 1.3 The purpose of this report is to seek approval from members to implement the revised HR&OD policies noted below: EDI Policy at Appendix 1. Respect at Work Policy at Appendix 2. 1.4 Consultation has taken place with the Trade Unions, Services, Trauma Informed Team and Inclusive Employers and feedback has informed the development of the policies. These policies have been modernised and compiled in line with best practice, our values and employment legislation. Item 9 Page 67 of 146
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2 1.5 Following approval from Members, officers will review associated EDI guidance and training to support the implementation of these policies. These will also be communicated to all managers and employees within the Council via the normal channels. ___________________________________________________________________ 2. Recommendations 2.1 It is recommended that members: Approve the revised HR&OD Policies at Appendices 1 and 2. ___________________________________________________________________ 3. Background 3.1 The Council is committed to creating a healthy, inclusive working environment where all employees feel supported to balance their work and home responsibilities while performing at their best. The health, safety, wellbeing, and development of our people remain a top priority. 3.2 Over the past two years, we have placed greater emphasis on evolving our workplace culture by embedding our values into everything we do. We’ve focused on strengthening engagement and improving communication to ensure employees feel safe, valued, and well-informed. 3.3 Promoting health and wellbeing, embedding EDI principles into our policies and plans, and integrating these values into management and leadership development programmes are all vital to driving forward the Council’s cultural change journey. 3.4 Through our HR & OD policies, we will continue to demonstrate care for our people, enhancing the overall employee experience and contributing to a healthier, more engaged, and more productive workforce. These revised policies will help ensure that both health and wellbeing, and EDI, are central to our everyday practices, supported at all levels, and embedded within our organisational culture and values. 4. Revised HR&OD Policies 4.1 Attached at Appendix 1 is the Council’s revised EDI Policy, which replaces the 2010 Equality and Diversity at Work Policy. The policy reflects the Council’s proactive approach to EDI and sets out our commitment to continuing to build a respectful, inclusive, and diverse workplace. The policy aims to embed EDI principles across all areas of service delivery and employment practice, while ensuring continued compliance with the Equality Act 2010. Page 68 of 146
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3 4.2 The policy strengthens the Council’s commitment to inclusion by recognising and valuing the diverse backgrounds, beliefs, and experiences of all individuals. It explicitly covers all protected characteristics under the Equality Act 2010, and also acknowledges additional factors such as caring responsibilities and socio- economic status, which can influence people’s experiences and access to opportunities. 4.3 The Council’s commitment to learning and development is reinforced through mandatory EDI training for all employees covered by the policy. EDI principles are also embedded within wider learning programmes available on iLearn, RENFO, and GLOW, ensuring they are accessible and integrated into everyday learning. 4.4 Attached at Appendix 2, is the Council’s revised Respect at Work Policy, which replaces the 2010 Respect at Work Policy. The policy sets out the Council’s clear commitment to preventing and responding to bullying, harassment, discrimination, and victimisation. It aims to foster a respectful, inclusive, and safe working environment for all employees, elected members, contractors, and partners. 4.5 The policy emphasises respect and fairness throughout, with strong focus on enhancing our culture of dignity, respect and support. It acknowledges the serious impact of unfair treatment on wellbeing and performance. 4.6 The Council’s trauma-informed approach is woven throughout the policy, with a strong focus on prevention, support, and repair. The policy reflects recent legislative developments, most notably the Worker Protection (Amendment to Equality Act 2010) Act 2023, and includes up-to-date definitions of discrimination, bullying, and harassment. These definitions now cover cyber harassment and harassment by third parties, ensuring the policy remains relevant and comprehensive. 4.7 Members are asked to note that greater emphasis is provided on inclusive tone, language and clearer interpretation, in line with other HR&OD policies approved at recent boards. __________________________________________________________________ Implications of the Report 1. Financial - None. 2. People & Organisational Development - As outlined in the report. 3. Community Planning – None. 4. Legal – These plans and policy have been prepared in accordance with current employment legislation and statutory provisions. 5. Property/Assets – None Page 69 of 146
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4 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 any reassessment will be published on the Council’s website. 8. Health & Safety - As outlined in the report. 9. Procurement – None. 10. Risk – None. 11. Privacy Impact – None. 12. Cosla Policy Position – None. 13. Children’s Rights - None 14. Climate Risk – None. _________________________________________________________ List of Background Papers None _________________________________________________________________ Author: Eddie Simpson, Strategic Lead Partner (Organisational Development) eddie.simpson@renfrewshire.gov.uk Page 70 of 146
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Issue Number: 2 Issue Date: 09/25 Review Date: 09/27 Equality, Diversity and Inclusion Policy For all council employees This document is available in alternative formats on request. For all Council Employees Page 71 of 146
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2 CONTENTS 1 Introduction 3 2 Purpose and Aims 3 3 Scope 4 4 What is Equality, Diversity and Inclusion? 4 5 Legal Framework 4 6 Responsibilities 6 7 Disciplinary Action 7 8 Learning and Development 7 9 Equality and Human Rights Impact Assessment 8 10 Confidentiality 8 11 Monitoring and Review 8 Page 72 of 146
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3 1. Introduction 1.1 The Council believes that equality, diversity and inclusion (EDI) are essential to delivering excellent public services and being a great place to work. We know that when people feel respected, valued and included, they can thrive, and so can our communities. As an equal opportunities’ employer, we are committed to building a workplace where everyone can be themselves, contribute fully, and feel a sense of belonging. A diverse workforce brings a wide range of perspectives, experiences and strengths, helping us to better understand and meet the needs of the people we serve. We aim to embed the principles of fairness, inclusion and respect in everything we do, from recruitment and development to service design and delivery. 1.2 We actively promote a positive and inclusive working environment for everyone, regardless of age, disability, gender identity, marital or civil partnership status, pregnancy or maternity, race, religion or belief, sex, or sexual orientation. We also recognise and support diversity in caring responsibilities, socio-economic background, and trade union membership or activity. We want all employees to feel safe, respected and empowered to succeed. 1.3 This policy aligns with the Equality Act 2010 and other relevant legislation. All employees are expected to follow the principles of this policy, helping to create a culture where equality, diversity and inclusion are part of everyday working life. 2. Purpose and Aims 2.1 The purpose of this policy is to set out the Council’s vision and commitment to EDI in the workplace. It aims to promote EDI in all aspects of the Council’s work and to foster a working environment where everyone can reach their full potential, free from discrimination, harassment and victimisation. 2.2 We believe that everyone deserves to feel safe, respected and included at work. EDI shapes how we work, lead and serve, and these values have long guided our approach. While we’ve taken important steps to embed them across the Council, we recognise that good intentions are not enough. That’s why we are committed to taking meaningful action, making EDI part of everyday practice, visible in our decisions, behaviours and services. The commitments below reflect both the actions we already take and the areas where we must continue to improve, strengthen and hold ourselves to account. 2.3 To achieve this, we will: Provide training to all employees on equality, diversity and inclusion. Develop and apply policies, procedures and practices that support our EDI responsibilities. Page 73 of 146
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4 Ensure the needs of our diverse communities are reflected in service delivery and service redesigns. Work towards a workforce that better reflects the people we serve. Foster a safe and inclusive working environment, free from bullying, harassment, discrimination and victimisation. Challenge unacceptable behaviour wherever it occurs. Monitor and evaluate our EDI practices to ensure they meet legal standards and reflect best practice. 2.4 By working together, with each of us playing our part striving to meet these commitments, we can build a Council that is stronger, fairer and more compassionate for everyone. This is our collective mission and our opportunity to create lasting, meaningful change. 3. Scope 3.1 This policy applies to all Council employees. It also extends to external agencies, partners and contractors working with the Council, who are expected to uphold and comply with its principles and requirements. 4. What Is Equality, Diversity and Inclusion? 4.1 Equality is about making sure you are treated fairly and given fair chances. It is about giving you an equality of opportunity to access all services and opportunities available to help you reach your potential. 4.2 Diversity is about recognising, respecting and valuing differences. It is not about treating everyone exactly the same but treating people as individuals and creating a working culture and practices that enables you to understand and appreciate differences. 4.3 Inclusion is when you feel valued and accepted in your team and in the wider Council, without having to conform. Inclusive organisations support employees, regardless of their background or circumstance, to thrive at work. This requires practices and processes that break down barriers to inclusion and actively value difference 5. Legal and Policy Framework 5.1 The Council is committed to meeting its legal obligations under the Equality Act 2010, which consolidates and strengthens previous anti-discrimination laws. The Act protects you from discrimination based on nine protected characteristics: Age Disability Gender reassignment Page 74 of 146
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5 Marriage and civil partnership Pregnancy and maternity Race (including ethnic or national origins, colour and nationality) Religion or belief Sex Sexual orientation 5.2 In line with the Public Sector Equality Duty(PSED), the Council is committed to: Eliminating unlawful discrimination, harassment and victimisation. Advancing equality of opportunity between people who share a protected characteristic and those who do not. Fostering good relations between different groups. 5.3 We recognise that creating a safe, respectful and inclusive workplace is both a legal and ethical responsibility. Under the Health and Safety at Work etc. Act 1974, we must ensure, as far as reasonably practicable, the health, safety and welfare of all employees. Inclusive health and safety practices, such as accessible emergency procedures, reasonable adjustments for those with disabilities, and training that reflects diverse needs, are essential to supporting EDI. 5.4 Recent changes to the Equality Act 2010 have introduced a proactive duty on the Council to take reasonable steps to prevent sexual harassment in the workplace. This includes harassment by colleagues, managers and third parties such as service users or members of the public. We will continue to strengthen our policies, training and reporting mechanisms to reflect this duty and foster a culture where unacceptable behaviour is challenged, and you feel safe to speak up. 5.5 We recognise the proposed changes under the Employment Rights Bill 2025, which are expected to strengthen existing duties by the Council to take all reasonable steps to prevent sexual harassment in the workplace. We will monitor the progress of this legislation and will amend this policy to ensure full compliance once the new duty is enacted. 5.6 Legal interpretations of protected characteristics continue to evolve through case law, including recent judgments clarifying how terms such as “sex” are understood within the Equality Act. We will ensure our policies remain legally compliant, inclusive and respectful of all protected characteristics. 5.7 These legal duties are supported by a range of Council policies and procedures that help embed equality, diversity and inclusion into everyday practice. This includes how we recruit, support, develop and manage our workforce, and how we respond to concerns. Key policies and resources include: Page 75 of 146
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6 The Recruitment Policy, which promotes fair and inclusive hiring practices. The Respect at Work Policy, which sets expectations for respectful behaviour. The Grievance and Disciplinary Procedures, which provide clear routes for addressing concerns. The Code of Conduct for Employees, which outlines standards of behaviour aligned with EDI principles. Mandatory EDI training and staff induction, which ensure all employees understand their responsibilities. The People, Performance and Wellbeing Policy, which promotes a healthy, inclusive and supportive working environment. 6 Responsibilities 6.1 Embedding and upholding EDI is a shared responsibility across the Council. Everyone, managers, employees, trade unions/employee representatives, and external partners, has a role to play in upholding the principles of this policy and contributing to an inclusive working environment. 6.2 This section outlines the specific responsibilities of key roles in supporting and upholding the principles of this policy: 6.3 The Council will: Promote a culture that values equality, diversity and inclusion. Monitor the application of this policy and take action to address inequalities. Ensure all policies and procedures reflect EDI principles. Provide training and guidance to raise awareness and build understanding. Publish statutory EDI information in line with legislation. 6.4 Managers will: Undertake necessary training provided by the Council to engage and uphold this policy and ensure their teams do the same. Implement this policy within their teams and lead by example. Promote a respectful and inclusive working environment. Apply policies fairly and consistently. Respond to concerns or complaints about discrimination promptly and appropriately. 6.5 Employees will: Undertake necessary training provided by the Council to engage and uphold this policy. Understand and uphold the principles of this policy. Page 76 of 146
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7 Treat others with respect and challenge inappropriate behaviour. Support efforts to promote equality and report concerns to their manager. 6.6 Trade Unions Colleagues/Representatives and External Partners will: Support employees who raise or are subject to concerns. Work within the principles of this policy. 7. Disciplinary Action 7.1 As an employee, you have the fundamental right to be treated with dignity, fairness, and respect at work. We are firmly committed to fostering a safe and inclusive working environment, where unfair treatment is not tolerated. We recognise that such treatment can have serious and lasting impacts, and we will take all necessary steps to address concerns promptly, sensitively, and in line with our values and legal responsibilities. 7.2 We will take all concerns and complaints seriously. If an issue is raised by an employee, partner, external agency, contractor, or agency worker, it will be investigated thoroughly and with sensitivity. Where a breach of this policy is identified, appropriate and proportionate disciplinary action will be taken in line with our procedures. 7.3 Where an employee of a partner organisation, external agency, or contractor is found to have breached this policy, we will report the matter to their employer for appropriate action under their own disciplinary procedures. In severe cases, this may result in the Council reviewing or ending its working relationship with the individual or organisation. 8. Learning and Development 8.1 EDI principles are embedded across all Council training programmes. In addition, EDI is a mandatory training module for all employees. You will be supported and encouraged to complete this training in a format that suits your role and learning style, whether online, face-to-face, or through toolbox talks. Completion of this training is a vital step in ensuring that everyone understands their responsibilities and can contribute to a respectful and inclusive working environment. 8.2 A wide range of additional EDI training modules is available through the Council’s learning platforms, including iLearn, RENFO, and GLOW (the national intranet for education). These resources support deeper learning on specific topics such as unconscious bias, inclusive leadership, cultural competency, and trauma- informed practice. 8.3 We will continue to review and enhance our training offer to reflect emerging best practice, legislative changes, and feedback from employees and service users. Managers are expected to actively promote EDI learning within their teams and Page 77 of 146
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8 ensure that training is not only completed but meaningfully applied in day-to-day practice. 9. Equality and Human Rights Impact Assessment 9.1 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. 10. Confidentiality 10.1 All information relating to Equality, Diversity and Inclusion (EDI) is handled with the utmost care. It is recorded, maintained, and processed confidentially and securely by the Council. This ensures compliance with data protection legislation and reflects the Council’s commitment to safeguarding sensitive information and promoting trust across the workforce. 10.2 Information processed may include paper or electronic records and will be done so in line with Data Protection Laws, including the UK General Data Protection Regulation (“UK GDPR”), the Data Protection Act 2018 and any enactment thereunder or amendment thereto. 11. Monitoring and Review 11.1 This policy will be reviewed regularly to ensure it remains aligned with current legislation, best practice, and organisational priorities relating to equality, diversity and inclusion in the workplace. Reviews will take into account feedback from trade unions, service users, and stakeholders to ensure the policy continues to reflect lived experience and evolving needs. 11.2 We will continue to meet our obligations under the Public Sector Equality Duty (PSED), ensuring due regard is given to eliminating discrimination, advancing equality of opportunity, and fostering good relations. Equality Impact Assessments will be conducted for all relevant policies and service changes, and statutory EDI data will be published in line with legal requirements Page 78 of 146
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Issue Number: 2 Issue Date: 09/25 Review Date: 09/27 Respect at Work Policy For all Council employees This document is available in alternative formats on request. Page 79 of 146
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2 CONTENTS 1 Introduction 3 2 Purpose and Aims 3 3 Scope 4 4 Legal framework 4 5 Definitions 5 6 Responsibilities 5 7 Recognising Bullying, Harassment, Discrimination 6 and Victimisation 8 Supporting Employees Who Have Experienced Bullying, 7 Harassment, Discrimination, or Victimisation 9 Dealing with a Malicious or Vexatious Complaint 8 10 Mediation 9 11 Counselling 9 12 Bullying, Harassment, Discrimination or Victimisation 10 Outside the Workplace or Out with Normal Working Hours 13 Equality and Human Rights Impact Assessment 10 14 Confidentiality 10 15 Monitoring and Review 11 Appendix 1 12 VERSION CONTROL Version Date Details of Review/Revisals made Next Review date 2 09/2025 This revised Respect at Work Policy replaces the current Respect at Work Policy, referencing the Sexual Harassment legislation and recognising intersectionality. (September 2027) Page 80 of 146
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3 1. Introduction 1.1 The Council is committed to fostering a safe, respectful, and inclusive working environment where all employees are treated with fairness, dignity, and respect. We recognise the potential impact of bullying, harassment, discrimination or victimisation, including the emotional and psychological harm it can cause, and are committed to preventing all forms of unfair treatment. 1.2 Every employee has the right to be treated fairly and respectfully at work. We understand that experiences of unfair treatment can have serious and lasting effects. Any concerns or complaints will be taken seriously and handled with care, compassion and fairness, in line with our Council policies and our trauma-informed values. 1.3 This policy has been developed in line with relevant legislation, Council policies and the Council’s Code of Conduct for Employees. It also reflects our commitment to creating psychologically safe and supportive workplaces. 1.4 This policy should be read and applied in accordance with other related Council policies and procedures, for example the Disciplinary Policy and Grievance Procedures, and the Violence and Aggression policy, all of which contribute to a culture of safety and wellbeing. 1.5 We will provide guidance and training to managers and employees to support the implementation of this policy. 2. Purpose and Aims 2.1 The purpose of this policy is to clearly outline the Council’s commitment to preventing and addressing all forms of bullying, harassment, discrimination and victimisation. It sets out how we support respectful working relationships and what we’ll do when concerns are raised. 2.2 We want a psychologically safe and inclusive workplace which enables all employees to participate fully, contribute meaningfully and feel valued at work. Our aim is to support greater job satisfaction, wellbeing and overall performance. 2.3 All concerns about offensive behaviour will be taken seriously. Employees will not face any disadvantage for raising concerns in good faith, even if the issue raised is not upheld. Allegations found to be clearly malicious or knowingly untrue will be addressed in line with existing Council procedures. 2.4 All employees and employee representatives have a shared role in fostering a culture where respect and inclusion are the norm and where harmful behaviour is recognised early and addressed quickly and supportively. Page 81 of 146
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4 2.5 The key aims of the policy are to: Raise awareness of behaviours that may cause harm, such as bullying, harassment, discrimination, and victimisation, and promote a culture of respect and shared responsibility across the workforce. Promote accountability by helping employees recognise the impact of their behaviour and encouraging constructive responses when concerns are raised. Reinforce a clear commitment to preventing and responding to harmful behaviours, ensuring employees feel safe to speak up without fear of judgement, blame, or retaliation. Provide clear and supportive procedures for raising and responding to concerns, with an emphasis on confidentiality, fairness, and emotional sensitivity. Ensure prompt and respectful handling of all complaints, using trauma-informed approaches and aligning with Council policies and procedures. 3. Scope 3.1 This policy applies to all Local Government Employees including Chief Officers and Teachers. 3.2 External agencies, partners and contractors who work with or on behalf of the Council are also expected to support the principles of this policy and act in ways that uphold a safe, respectful working environment in line with our Council values. 4. Legal Framework 4.1 The Council is committed to upholding its legal responsibilities under the Equality Act 2010, which consolidates and strengthens previous equality legislation. Under this act, employees are protected from discrimination, harassment, and victimisation based on the following protected characteristics: Age Disability Gender reassignment Marriage and civil partnership Pregnancy and maternity Race (including ethnic or national origins, colour and nationality) Religion or belief Sex Sexual orientation 4.2 In line with the Health and Safety at Work Act 1974, the Council also has a duty to ensure, so far as is reasonably practicable, the health, safety, and Page 82 of 146
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5 welfare of all employees. This includes taking proactive steps to prevent and address workplace behaviours, such as bullying and harassment, that may cause psychological harm or contribute to a hostile or unsafe working environment. 4.3 By aligning our approach with both equality and health and safety legislation, the Council aims to foster a working environment that is inclusive, respectful, and safe for everyone. 4.4 The Council further recognises the relevance of additional legislation in supporting a culture of dignity and respect at work: The Protection from Harassment Act 1997 offers civil remedies for persistent and distressing behaviour, even where not linked to a protected characteristic. The Human Rights Act 1998 underpins key workplace rights, including dignity, privacy, and protection from degrading treatment, and informs our commitment to fairness and psychological safety. The Worker Protection (Amendment of Equality Act 2010) Act 2023 introduced a statutory duty for employers to take reasonable steps to prevent sexual harassment, such as training, awareness and reporting mechanisms. 4.5 To maintain compliance with relevant legislation, the Council will continue to strengthen its policies, practices, and training to prevent harm, promote inclusion, and ensure that all employees feel safe, respected, and supported in the workplace. 5. Definitions 5.1 Unfair treatment and inappropriate behaviour may be verbal, physical, written or digital. To support understanding and consistency, key definitions of bullying, harassment, discrimination, and victimisation are provided in Appendix 1 of this policy. These definitions are intended to help employees identify unacceptable behaviour and understand how it may be addressed under this policy. 6. Responsibilities 6.1 Creating and maintaining a respectful, inclusive, and psychologically safe workplace is a shared responsibility across the Council. Every employee, regardless of role or seniority, shares responsibility for promoting a respectful, inclusive, and psychologically safe workplace. 6.2 This section outlines the specific responsibilities of key roles in supporting and upholding the principles of this policy: Page 83 of 146
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6 6.3 The Council will: Promote and regularly review this policy to ensure its effectiveness. Provide training and accessible guidance to support understanding and implementation. Foster a culture where employees feel safe to speak up without fear of blame or retaliation. 6.4 Managers and Supervisors will: Undertake necessary training provided by the Council to engage with and uphold this policy. Creating psychologically safe, inclusive team environments. Introduce the policy through local induction, supervision and team engagement. Role model respectful behaviour and be mindful of personal impact. Identify and address any concerns promptly and compassionately, seeking advice from People and OD when necessary. 6.5 Employees will: Undertake necessary training provided by the Council to engage with and uphold this policy. Treat colleagues with respect, empathy and fairness. Value diversity and individual contributions. Communicate with others in ways that avoid harm or distress. Challenge inappropriate behaviours or raise the matter with your line manager, trade union or People and OD team to support a culture of accountability. 6.6 Trade Union Colleagues and Employee Representatives will Support employees who raise or are subject to concerns. Work within the principles of this policy. 7. Recognising Bullying, Harassment, Discrimination and Victimisation 7.1 Subjecting someone to bullying, harassment, discrimination, or victimisation can have serious and lasting impacts. These behaviours are not always obvious or intentional, but their effects, such as creating an intimidating, unsafe, or humiliating environment, can be deeply harmful. 7.2 What may seem like a joke or casual remark to one person can be distressing to another. When employees feel excluded, targeted, or unsafe at work, it can affect their emotional wellbeing, mental and physical health, self-worth, and ability to thrive. 7.3 Experiences of harm are shaped by individual identity, lived experience, and context. Even unintentional behaviours can cause distress. Recognising this is essential to building a trauma-informed and psychologically safe workplace. Page 84 of 146
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7 The Council will listen without judgement, acknowledge harm, and respond supportively and proportionately. Harmful behaviours must be addressed seriously, even if not formally reported. 7.4 We also recognise that some individuals may face increased risk due to overlapping forms of discrimination or marginalisation, known as intersectionality. For example, someone may experience compounded challenges related to their race, sex, disability, or sexual orientation. Our approach will ensure support is tailored and sensitive to each employee’s circumstances. 7.5 Inappropriate behaviours may also pose risks to health and safety at work. Stress, anxiety, and other psychological impacts can lead to physical symptoms, reduced concentration, and increased risk of accidents or illness. The Council has a duty under the Health and Safety law to protect employees from these risks. 7.6 Examples of inappropriate and harmful behaviour may include, but are not limited to: Verbal and written abuse: Offensive or insulting language, malicious rumours, derogatory names, or jokes and innuendoes that demean or intimidate. Humiliation and exclusion: Ridiculing or singling someone out, excluding individuals from work opportunities or social interactions, or provoking hostility between colleagues. Discrimination and stereotyping: Making assumptions or derogatory comments based on age, race, gender identity, disability, religion, or other protected characteristics. Unwanted conduct: Inappropriate physical contact, sexualised behaviour, or mocking someone’s beliefs, culture, or personal identity. Misuse of information and communication: Sharing personal or confidential information without consent, or distributing offensive content via email, messaging platforms, or social media. Unfair treatment: Denying access to training, promotion, or development opportunities based on personal characteristics. Health and safety risks: Creating a hostile environment that contributes to stress, burnout, or illness; ignoring signs of distress or failing to act when someone feels unsafe. 8. Supporting Employees Who Have Experienced Bullying, Harassment, Discrimination, or Victimisation 8.1 Experiencing or witnessing bullying, harassment, discrimination, or victimisation at work can be deeply distressing and isolating. If this has happened to you, the Council wants you to know that you will be listened to, Page 85 of 146
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8 supported, and treated with respect. Your wellbeing matters, and you do not have to manage the situation alone. Whether the behaviour was recent or ongoing, subtle or overt, support is available, and steps can be taken to address it in a way that is fair, compassionate, and safe. 8.2 Employees are encouraged to document incidents and, where safe and appropriate, address the behaviour directly. Support is available through line managers, trusted colleagues, trade union representatives, or People Advisers. Early reporting allows timely and appropriate action. Informal resolution, such as a respectful conversation, may be helpful in some cases. Where informal approaches are unsuitable or unsuccessful, employees may access counselling or mediation or submit a formal complaint through the Council’s Grievance Procedure. Formal investigations will be conducted sensitively and fairly, in line with Council policy. 8.3 If the behaviour involves a third party, for example, a member of the public, client, or contractor, employees should report this to their line manager as soon as possible. The Council will investigate and take appropriate action under relevant policies, including those relating to health and safety. 8.4 Managers play a key role in maintaining a safe and respectful workplace. They must respond to concerns promptly and empathetically, support informal resolution where appropriate, and escalate to formal procedures when necessary. Formal complaints must be investigated in line with grievance and disciplinary procedures, with appropriate action taken where behaviour is found to be unacceptable. 8.5 While the views of the complainant will be respected, serious concerns may require formal action to protect others. In cases of gross misconduct, disciplinary outcomes may include dismissal. Where the individual whose behaviour is in question is not a Council employee, managers must still take appropriate steps to support the employee impacted and respond in line with Council policies. 9. Dealing with a Malicious or Vexatious complaint 9.1 Malicious complaints are rare. This section is intended to protect the integrity of the reporting process without discouraging genuine concerns. Concerns about bullying, harassment, discrimination, or victimisation will be handled with respect, fairness, and care. Most complaints are raised in good faith and reflect genuine experiences. However, to protect the integrity of the process, it is important that the policy is not misused. 9.2 Where an investigation finds that a complaint was made with malicious or vexatious intent, such as knowingly making false allegations, misrepresenting events, seeking to cause distress, or retaliating against a previous complaint, appropriate action may be taken under the Council’s Disciplinary Procedures. Page 86 of 146
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9 The complainant’s intent and awareness are key in distinguishing such cases from genuine but unsubstantiated concerns. 9.3 A malicious or vexatious complaint involves deliberate misuse of the policy. This includes knowingly making a complaint with no factual basis, intentionally distorting events, or using the process to cause harm or disruption. It may also include retaliatory complaints made in response to previous allegations, regardless of whether those were upheld. 9.4 Some complaints may not be upheld, but they were raised in good faith and reflect genuine concerns. A complaint may not be upheld due to insufficient evidence or differing perspectives, but the employee may still have experienced genuine distress. In such cases, appropriate support will be offered, and restorative or learning-based approaches may be considered to address any underlying issues. 9.5 Maintaining a psychologically safe and trusting workplace requires fair and respectful handling of all concerns. Addressing misuse of the policy helps ensure that all employees can engage with the process confidently, knowing it is just, supportive, and free from reprisal. 10. Mediation 10.1 Workplace conflict, including concerns about bullying, harassment, victimisation, and discrimination can be distressing and disruptive to individuals and teams. Where appropriate, and with the voluntary agreement of all parties, mediation may offer a constructive way to address concerns, rebuild relationships, and restore a respectful working environment. 10.2 Mediation is facilitated by an impartial, trained mediator or independent third party, and provides a confidential space for individuals to: Share their experiences and perspectives safely and respectfully. Understand the impact of the situation on themselves and others. Collaborate on mutually acceptable solutions. Rebuild trust and agree on how to move forward together. 10.3 Participation in mediation must be voluntary, and it will only proceed when both parties feel safe and willing to engage. It is not suitable in all cases, particularly where there is a significant power imbalance, ongoing risk, or trauma-related concerns. 11. Counselling 11.1 Experiencing or witnessing bullying, harassment, discrimination or victimisation can have a significant emotional and psychological impact, including stress, Page 87 of 146
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10 anxiety, and a reduced confidence. To support employee wellbeing, counselling is available to those impacted. 11.2 Counselling provides a confidential, non-judgemental space for individuals to explore their experiences, understand their feelings, and consider their options, whether informal or formal, based on their needs and preferences. 11.3 Managers must respond to concerns with empathy and respect, and ensure employees are supported appropriately. All referrals must be handled confidentially, and employees should be given time and flexibility to attend sessions. Creating a culture of openness, trust, and care is a shared responsibility across the Council. 12. Bullying, Harassment, Discrimination or Victimisation Outside the Workplace or Out with Normal Working Hours 12.1 Harmful behaviour such as bullying, harassment, discrimination, or victimisation may occur outside of traditional work settings or working hours, such as at conferences, awards ceremonies, or via online platforms, and still have a serious impact on an individual’s sense of safety and wellbeing at work. When such behaviour is connected to work, it falls within the scope of this policy. 12.2 Employees are expected to uphold respectful, inclusive standards of behaviour whenever they are representing the Council, including in virtual environments and on social media. 12.3 Any complaints about behaviour occurring outside of the workplace, but linked to work-related contexts, will be taken seriously and may be considered under the Council’s disciplinary procedures, where appropriate. This ensures that all employees feel safe, supported, and protected, regardless of where or when the incident occurs. 13. Equality and Human Rights Impact Assessment (EqHRIA) 13.1 The policy has been equality impact assessed in line with Council’s obligations to comply with the Equality Act 2010 and the Worker Protection (amendment to Equality Act 2010) Act 2023. 14. Confidentiality 14.1 Information processed may include paper or electronic records and will be done so in line with Data Protection Laws, including the UK General Data Protection Regulation (“UK GDPR”), the Data Protection Act 2018 and any enactment thereunder or amendment thereto. Page 88 of 146
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11 15. Monitoring and Review 15.1 The Council will continue to monitor developments in employment law, including proposed reforms to the Human Rights Act and emerging legislation such as the Employment Rights Bill. Any changes with implications for workplace dignity, equality, or safety will be reflected in future revisions of this policy. The recognised Trade Unions will be consulted on any future changes to this policy. Appendix 1 Page 89 of 146
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12 Definitions 1.1 Bullying 1.1.1 Bullying is targeted, offensive, intimidating, malicious or insulting behaviour, and can include the abuse or misuse of power intended to undermine, humiliate, denigrate or injure. It may be a single incident or pattern of behaviour and can significantly impact emotional safety and wellbeing. 1.2 Cyber Bullying 1.2.1 Cyber-bullying is a form of bullying using electronic means. It can be an extension of face-to-face bullying, with technology providing the bully with another route to harass their target. This may take place via mobile phones or online through emails, instant messaging, blogs and social networking websites. Cyber-bullying can include continuing to send e-mails to someone who has said they want no further contact with the sender. It may also include threats, sexual remarks, posting inappropriate pictures, offensive or intimidating language directed at another employee, unauthorised publication of private information or images, impersonation, pressure to join someone’s online circle of “friends” or work contacts and “trolling” (abusing the internet to provoke or offend others online). The nature of this type of bullying means it can occur outside working hours. However, if it is instigated by an employee against another employee, it will still be dealt with under this policy. The Council can check emails and social networking sites if an employee reports instances of cyber bullying and will seek guidance from the Head of People & Organisational Development before doing so. Employees who use social networking sites, emails or other forms of social media for example to air their grievances regarding their employment or other employees, defame or breach the confidentiality of Renfrewshire Council, could be seen as representing Renfrewshire Council and may lead to disciplinary action being considered. 1.3 Harassment 1.3.1 Harassment is unwanted conduct related to relevant “protected characteristics”, which has the purpose or effect of violating an individual’s dignity or creating and intimidating, hostile, degrading, humiliating or offensive environment for that individual. 1.4 Sexual Harassment Page 90 of 146
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13 1.4.1 Sexual Harassment is defined in the Equality Act 2010 as ‘unwanted conduct of a sexual nature which has the purpose or effect of violating someone’s dignity or creating an intimidating, hostile, degrading, humiliating or offensive environment for them’. Conduct that has any one or more of these effects can be harassment even if the effect was not intended. 1.4.2 Sexual harassment can happen to men, women and people of any gender identity or sexual orientation. It can be carried out by anyone of the same sex, a different sex or anyone of any gender identity. The Equality Act 2010 enables employees to complain of behaviour that they find offensive even if it is not directed at them. The complainant need not possess the protected characteristic themselves. 1.4.3 The Equality Act protects the following people against sexual harassment at work: employees and workers contractors and self-employed people hired to personally do the work. job applicants. Examples of sexual harassment include, but are not limited to: sharing sexually inappropriate images or videos, such as pornography. sending suggestive letters, notes, messages or e-mails. displaying inappropriate sexual images or posters in the workplace. telling lewd jokes or sharing sexual anecdotes. making inappropriate sexual gestures. abuse of authority or power by those in positions of seniority. 1.4.4 Any sexual action that creates a hostile work environment is considered sexual harassment, and the victim of the harassment may not only be the target of the offence but anyone who is negatively affected by the inappropriate behaviour. 1.5 Third Party Harassment 1.5.1 Third-party harassment refers to harassment of an employee by someone who is not a co-worker, such as a customer or contractor. While employers are not currently liable for all forms of third-party harassment, they now have a legal duty to take reasonable steps to prevent sexual harassment under the Worker Protection (Amendment of Equality Act 2010) Act 2023. 1.6 Discrimination 1.6.1 Discrimination is the singling out of a particular person or group of people for special favour or disfavour, based on stereotypical assumptions about characteristics or interests within certain groups of people. Discrimination may be Direct, Indirect, Associative or Perceptive. Page 91 of 146
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14 1.7 Direct Discrimination 1.7.1 Direct discrimination occurs when someone is treated less favourably than another person because of a “protected characteristic” they have or are thought to have because they associate with someone who has a protected characteristic. 1.8 Associative Discrimination 1.8.1 This is direct discrimination against someone because they associate with another person who possesses a “protected characteristic”. 1.9 Perceptive Discrimination 1.9.1 This is direct discrimination against an individual because others think they possess a particular “protected characteristic”. 1.10 Indirect Discrimination 1.10.1 Indirect Discrimination occurs when you have a condition, rule, policy or practice that applies to everyone, but particularly disadvantages individuals who share a “protected characteristic”. 1.11 Victimisation 1.11.1 Victimisation occurs when an employee is treated less favourably because they have made or supported a complaint or raised a grievance, or because they are suspected of doing so. 1.12 Favouritism 1.12.1 Favouritism is the giving of preferential treatment to one or more employees without a valid or justifiable business/ organisational reason. Favouritism is considered to be inappropriate behaviour when its practice has a detrimental effect on others and has the potential to lead to bullying, harassment, discrimination and victimisation. 1.13 Complainant 1.13.1 The employee or group of employees raising a concern about behaviour they believe is inappropriate. 1.13.2 Can also refer to a third party (including a witness) who reports behaviour that they believe negatively affects them or others. In some cases, the third party may not be treated as a complainant, but concerns may still prompt an investigation. 1.14 Respondent Page 92 of 146
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15 1.14.1 The employee or a group of employees whose behaviour is being reported under this policy. Page 93 of 146
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_________________________________________________________________ To: Finance, Resources and Customer Services Policy Board On: 11 September 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 2025/26 a) Following on from the recent decision at Full Council on 26th June 2025 to fly the Renfrew Burgh flag from the flagpoles at Renfrew Town Hall, an accompanying civic reception was arranged. The civic reception and flag raising took place on Thursday 31st July for approximately 100 people at Renfrew Town Hall. Following consultation with the Provost, it was agreed to provide hospitality in the form of tea/coffee and cake and the Head of Corporate Governance used his delegated authority to approve the request and made the necessary arrangements at the cost of £688. b) A request was received from Lochfield Bowling Club Ladies section, in relation to their 90th anniversary.celebrations, suggesting the possibility of some assistance for civic hospitality. Following consultation with the Provost, it was agreed to provide a contribution of £500 towards the cost of their civic reception and the Head of Corporate Governance used his delegated authority to approve the request and made the necessary arrangements. c) Johnstone Burgh Football Club following years of hard work by the players, staff and volunteers, recently won the Scottish Junior Cup Final when playing against Tranent on Sunday 1st June 2025. This is the first time since 1968 that the club have lifted the cup. The possibility of a civic reception to celebrate their achievements on Saturday 11th October in Johnstone Town Hall was proposed. Item 10 Page 94 of 146
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Following consultation with the Provost, it is proposed the Board agree to provide hospitality in the form of a 3 course meal with welcome drink for approximately 120 at the cost of £4000 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 Paisley & District Battalion of the Boys Brigade requesting civic hospitality to accompany their presentations for the King’s Badge Awards on Tuesday 30th September 2024. They have suggested the possibility of a civic reception for the 25 young people and their families at Houston and Killellan Kirk, Houston. Following consultation with the Provost, it is proposed that the Board agree to provide a contribution of £500 towards the cost of tea/coffee and cake 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 14th Paisley Company of the Boys Brigade in relation to their 125th anniversary. They have suggested the possibility of a civic reception in the form of a three course meal for approximately 60 people on Saturday 4th October 2025. Following consultation with the Provost, it is proposed that the Board agree to provide hospitality as detailed above at the cost of approximately £1200 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 Paisley Abbey in relation to their Founders Festival, a four day festival celebrating the founding of Paisley Abbey as a Cluniac Priory by the High Steward of Scotland from 9th – 12th October 2025. On the first day they have arranged a Cluniac Conference, the following evening they will officially launch the Founders Festival. Paisley Abbey have suggested the possibility of a civic reception to welcome their international visitors in the form of a dinner in the Abbey after the conference for approximately 35 people with a wine reception the following evening for the launch of the festival for 100 people. Following consultation with the Provost, it is proposed that the Board agree to provide hospitality as detailed above at the cost of approximately £2800 and that it be delegated to the Director of Finance & Resources in consultation with the Provost to make the necessary arrangements. g) Correspondence has been received from Howwood Community Council in relation to the unveiling of a new plaque to commemorate American Pilot Herman Jack Carey a Second Lieutenant Pilot killed in active duty shortly after departing Renfrew Airport in 1943. The Community Council have suggested a small buffet reception following this rededication service to be held at the Howwood Inn for approximately 60 people at the cost of approximately £700. Page 95 of 146
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Following consultation with the Provost, it is proposed that the Board agree to provide hospitality as detailed above and that it be delegated to the Director of Finance & Resources in consultation with the Provost to make the necessary arrangements. h) Each year the Provost holds an annual Christmas card competition which is open to all of Renfrewshire’s Primary Schools. The schools submit artwork to win a chance to be the official Christmas card sent by the Provost and to officially switch on the Christmas Lights in the three larger towns of Renfrew, Paisley & Johnstone. In thanks and appreciation for this the winner of the Renfrew switch-on will attend a carol concert hosted by the Provost for the community and the winners of the Paisley and Johnstone switch-ons will be taken out for a celebratory tea and cakes where their finished card is presented to them, along with a small gift as a token for the winner’s achievement. Following consultation with the Provost, it is proposed that the Board agree to provide a contribution towards the cost of hospitality for the Carol Concert in the form of tea/coffee and mince pies for 100, the additional hospitality as detailed above for the Paisley and Johnstone switch-on winners and a small gift for each of the three winners at the approximate cost of £750 and that it be delegated to the Director of Finance & Resources in consultation with the Provost to make the necessary arrangements. i) Correspondence has been received from Renfrewshire Carers Centre in relation to their 30th Anniversary. They have requested the possibility of a hot buffet to accompany their event in Paisley Town Hall on Friday 26th January 2026 for approximately 200 people. Following consultation with the Provost, it is proposed that the Board agree to provide a contribution of £1500 towards the cost of the hospitality as detailed above and that it be delegated to the Director of Finance & Resources in consultation with the Provost to make the necessary arrangements. j) Correspondence has been received from Paisley & District Short Carpet Bowling Association Ladies Section in relation to their 40th Anniversary suggesting the possibility of a civic reception in the form of a buffet for approximately 130 people to be held in Charleston Bowling Club on 14th November 2025. Following consultation with the Provost, it is proposed that the Board agree to provide a contribution of £1000 towards the cost of the hospitality as detailed above and that it be delegated to the Director of Finance & Resources in consultation with the Provost to make the necessary arrangements. 1.2 The budget provision for 2025/26 for Civic Hospitality (including international Links) is £46,460. Should the above be agreed, and taking account of previous decisions, the remaining balance would be approximately £10,900 Page 96 of 146
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2. Recommendations 2.1 That the Board agrees to: (a) provide the hospitality as detailed above for Johnstone Burgh Football Club, Paisley & District Battalion of the Boys Brigade, 14th Paisley Company of the Boys Brigade, Paisley Abbey, Howwood Community Council, the Christmas Card Competition winners and Carol Concert, Renfrewshire Carers Centre and Paisley & District Short Carpet Bowling Association Ladies Section and; (b) 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 Renfrew Burgh Flag Raising and the 90th Anniversary of Lochfield Bowling Club Ladies Section. Implications of the Report 1. Financial – The costs of the request from civic hospitality will be met from the 2025/26 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 97 of 146
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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 in relation to the Renfrew Burgh Flag Raising (b) Background Paper 2 – Email correspondence in relation to the Lochfield Bowling Club Ladies Section (c) Background Paper 3 – Email correspondence in relation to the Johnstone Burgh Football Club (d) Background Paper 4 – Email correspondence from Paisley & District Battalion of the Boys Brigade (e) Background Paper 5 – Email correspondence from 14th Paisley Company of the Boys Brigade (f) Background Paper 6 – Email correspondence from Paisley Abbey (g) Background Paper 7 – Email correspondence from Howwood Community Council (h) Background Paper 8 – Email correspondence from Renfrewshire Carers Centre (i) Background Paper 9 – Email correspondence from Paisley & District Short Carpet Bowling Association Ladies Section 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 98 of 146
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To: Finance, Resources and Customer Services Policy Board On: 11 September 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 June 2025. 2 Recommendations It is recommended that members of the Finance, Resources and Customer Services Policy Board: 2.1 Note the content of this report; 2.2 Approves the addition of the cobotics project (as detailed in 4.3.3) into the Capital Plan 2025/26, with funding secured from revenue underspends (CFCR). 3 Operational Update Hard Facilities Management (Hard FM) 3.1 Public Buildings – Capital Projects 3.1.1 As part of on-going capital improvements, Multi-Use Games Arenas (MUGAs) and Pitch upgrades – refurbishment of surface have been completed at the following schools: • Our Lady of Peace Primary School (MUGA) • Arkleston Primary School (MUGA) • Dargavel Primary School (new Pitch surface) 3.1.2 Buildings play a key part the route to Net Zero, and a feasibility investigation has Item 11 Page 99 of 146
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concluded for a potential lighting upgrade to LED at St Charles Primary School. Consultants and suppliers have been assessed, Officers are currently reviewing proposals, and if satisfactory, Officers will approve the works in due course. If successful, this could potentially be rolled out further within the Estate. An upgrade of lighting to LED at Park Mains High School Atrium space has also now concluded. 3.1.3 Waterproofing/ramp works continue at Renfrewshire House, with expected completion by mid-October 2025. 3.2 Public Buildings - Lifecycle Replacement works 3.2.1 The Summer recess is a busy period for Facilities and Property Services to undertake work whilst the schools are closed. In addition, the following works have been approved since the previous Board: • St Fillan Primary School – Improvements, including accessible toilet • Houston Primary School – Improvements to accessible toilet • Wallace Primary School - Improvements to accessible toilet • Langbank Primary School – Improvements, including accessible toilet • Lochwinnoch Annexe – Boiler renewal • Gryffe High School – New Air-Condition units • Renfrewshire House – LED lighting upgrade The table below 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: 2024/25 Update Site Type of Work Work Required Status Lochwinnoch Nursery Fence gates Alter gate In Progress Lochfield ELCC Fence gates New fence In Progress Houston PS Roof works Roof repairs Planned Williamsburgh PS Roof works Reline Gutter Planned Rashielea PS Roof works Re-felt roof Planned 2025/26 (New Works) Site Work Required Gryffe High School Replacement for A/C in Labs Renfrewshire House Replace 2 boilers Renfrew Town Hall Replace 2 boilers Glen Park Visitor Centre Drain / sewage issues - Survey Foxbar rivers CC and Drop in Soffits and Facias Bishopton Library Damp on the back wall need deeper investigation East Fulton PS Replacement of water heaters Howwood Community Centre Paint external Howwood Community Centre Gutters Back Sneddon St Office Repairs to be undertaken Page 100 of 146
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Mary Russell Replace partition wall with plasterboard walls and door Castlehead HS Renew 7 CCTV cameras around school Renfrew Town Hall Air Conditioning/Cooling Unit replacement Bushes PS Renew lighting with LED Lochwinnoch PS Renew Machine Room Lighting with LED Museum Store BMS integration improvements Ralston PS Render repairs Wallace PS Renew flooring in kitchen toilet and office Renfrewshire House Roof repairs Renfrewshire House Atrium A/C Unit Renfrewshire House New Drive for Lift no.8 PPP Lifecycle works • The Council await the full 25/26 Lifecycle Report from Renfrewshire Schools Partnership (RSP) to ascertain any under/overspend within the Lifecycle Fund. • Works undertaken over the summer break: o Various flooring replacements & decoration works o Fordbank Primary School: External render decoration o Glencoats Primary School: External render decoration o Gleniffer HS: Pupil toilet refurbishment, synthetic pitch & floodlight replacements & smoke vent replacements o Linwood HS: Timber cladding replacement at front entrance o St Andrews Academy: Replacement of roller board skins in various classrooms o St Benedict’s HS: Clear and re-tank lift shaft & car park fence replacement o Todholm PS: External concrete sill decoration o West Johnstone Shared Campus: Car park tarmac repairs o Woodlands: Resurface & re-line car park 3.3 Public Buildings – Reactive/General Improvement works: 3.3.1 The Hard FM team are currently working on the following commissions: • Condition surveys for various community buildings (19 buildings in total) Surveys have concluded and reports are being reviewed, however, further discussion with consultant remains on-going • HQ Building Management System upgrade - options appraisal ongoing. • HQ lining of car park, general clean up and drainage works - (ongoing) • Heriot Primary School – roofing and heating works. • Charleston Clock Tower – refurbishment of clock structure and surrounds. Planned for Mid-late September 2025. Will require road closure and community engagement. • Park Mains High School – design and installation of new biomass storage facility. • Howwood CC – external gutters soffits and new centre signage. Scope of works to be finalised. • Underwood Road Depot – improvements to depot safety and security Page 101 of 146
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on going. Progress to date includes interlinking of all fire alarms systems. Further works required to intruder systems, barriers and access control. 3.3.2 Officers continue to be involved in Paisley Grammar School and Community Campus new build and Park Mains High School extension to future proof works in relation to compliance, maintenance and repairs. 3.3.3 Officers have recently attended HubWest decarbonisation forum with our Net Zero colleagues. 3.4 Public Buildings compliance – Key Performance Indicators (KPIs) 3.4.1 Compliance stats for this quarter have significantly improved from last reporting period. Building Services performance currently returns 93% compliance which has increased following Officers reviewing work and focusing resource. Sub- contractors have also responded well, and the overall return is also 93%. Officers will continue to monitor to ensure high levels are maintained. Delays are often due to certificates being received and systems being updated, therefore the turnaround is currently better. 3.4.2 Following continuous monitoring and subsequent intervention works, legionella occurrences are now at the lowest levels since the start of reporting. In general, the overall quality of water systems has improved across the estate which is a significant achievement. A training i-learn module is being developed for staff involved in flushing outlets across the estate. 3.4.3 Overall performance for this period continues at 100% within the PPP Schools estate. 3.5 Public Buildings - Repairs data 3.5.1 The repairs profile remains as expected, as detailed below: 2025/26 Repairs Education Core Prestige OneRen Total 2214 658 332 94 3298 3.5.2 Over the last 6 months, Officers have been reviewing the Muti-Trade Framework tender (back up contractors to Building Services) with colleagues in the Corporate Procurement Unit. In total, 13 Lots were be evaluated including electrical, plumbing, glazing, roofing etc, with over 100 submissions from contractors. A separate report is being presented to this Board. 3.5.3 Officers continually explore methods to improve the overall repairs management process for the public building estate. As such, discussions are ongoing with the automation team, and investigations have commenced to determine if BOTS can integrate with CAMIS/Workhub to help improve and speed up/reduce the burden on the current manual process. 3.6 Fire Safety Page 102 of 146
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3.6.1 2025 fire risk assessments expected to be undertaken within the PPP Schools estate in September 2025. 3.7 Responsive Repairs 3.7.1 The numbers shown below are only the repairs carried out by Building Services on behalf of Housing Services from April 2025 to the end of July 2025. 3.7.2 Repairs to Public Buildings Building Services carry out responsive repairs across public buildings and OneRen properties across Renfrewshire. We are working with our colleagues within Hard FM to ensure the categorisation of the urgent repairs is correct. To date 49% of all repairs are being reported as an emergency or urgent and after analysis there was a substantial number that should have been categorised as an appointment. This is leading to other KPI’s being missed due to the focus on emergencies. Training and guidance is being issued to the help desk staff and to Soft FM operatives. % OF REPAIRS COMPLETED WITHIN TARGET New 24/25 Target Apr-25 May-25 Jun-25 Emergency Completed (E) 24 hours 99% 77% 97% 96% 94.63% Urgent Completed (U5) 5 days 95% 62% 47% 55% 48.68% Routine Completed (A) 15 days 90% 85% 84% 77% 73.11% Page 103 of 146
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Programmed Completed 90 days 100% 100% 100% 100% 92.63% Planned 247 days 100% 100% 100% 100% 100.00% 3.7.3 Compliance - Public Buildings Building services carry out compliance works across a number of areas including the following categories. We continue to track and monitor to maximise and increase the complaince of the Renfrewshire estate. Element of compliance targets Apr-25 May-25 Jun-25 Jul-25 Electrical (including MUGA's) 90% 88% 92% 91% 90% Emergency lighting 90% 72% 86% 87% 87% Water Management (including showers and swimming pools) 90% 75% 100% 99% 100% Gas 90% 100% 100% 92% 100% HVAC 90% 99% 89% 86% 94% Canopies 90% 98% 100% 93% 100% 3.8 Voids 3.8.1 From April 2025 through June 2025, Building Services void team have received 432 job orders, these are broken down in the table below with full void packs making up 163 of these works, this highlights a reduction in work from the same period last year where Building Services received 232 full void packs. However, the volume of work in individual void properties has continued to increase with an average of 130 hours compared to 119 in Q1 24/25. 3.8.2 The increased remedial workload in void properties makes keeping within KPI targets challenging, although Building Services continue to use every available resource to make these achievable. Page 104 of 146
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3.8.3 Operatives continue to attend and change locks to terminations, absconds and evictions which have returned to the average level for last year with 22 per calendar week. The total number attended for Q1 24/25 was 284. 3.8.4 Building Services have continued the implementation of the 360 Viewing Technology with a mix of 328 post and pre-tenancy tours carried out over the quarter 1 period, this brings the total number of tours carried out since the technology was introduced last year to 1,142. The surveys, videos and plans created by the 360 Viewing technology can be used going forward by our colleagues across Housing Services for a wide range of tenancy management issues. 3.9 Electrical Testing programme 3.9.1 There is currently a programme for carrying out the Electrical Installation Condition Report (EICR) testing across both Housing properties and Public Buildings. Building Services are working hard to ensure that the electrical compliance across both domestic and public buildings is maintained. 3.9.2 For every electrical job carried out across Renfrewshire even minor works there requires to be an electrical certificate issued by the electrician and then fully checked by the Electrical QS before it is issued. The chart below demonstrates the volume of electrical work and certificates that are being managed by Building Services. Page 105 of 146
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3.10 Gas servicing 3.10.1 From April 2025 to the end of June 2025 the domestic gas servicing and repairs team carried out 3,151 gas services. This is broadly in line with the gas services carried in the previous 2 years. 3.11 Kitchen and Boiler Replacement Programme 3.11.1 Building Services have commenced work to put a programme in place to replace a number of Kitchens and Boiler throughout the estate. Surveys and pre-measures have commenced and boiler installations began on the 23 July 2025 and Kitchen installations started in August 2025. Going forward, Building Services will be installing 16 Boilers and 8 kitchens per week. In order to facilitate this contract, we have carried out extensive preplanning, this has included: Recruitment An extensive recruitment programme has been completed to fill 19 new permanent positions within the business, with this contract utilising a mixture of current and new Renfrewshire Council employees, supplemented with external appointments to increase/maintain the workstreams throughout the business. Transport Page 106 of 146
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17 new vans have been procured, all of which are now delivered and will receive new Renfrewshire Council Livery, this will highlight the service and make them easily recognisable as Building Services vans, showing that we are professional, fully qualified and will have the repairs help line fully displayed. Documentation New appointment letters have been created to inform tenants of the upcoming plans and to create a pathway to make appointments for pre-measure visits by the Client Liaison Officers. New Customer satisfaction forms have been created to capture feedback and any issues from tenants. We intent to use this to set KPI’s and report on to Housing Services and monitor quality inhouse. Supply Chain Building Services has engaged with Suppliers on the existing Scotland Excel framework to establish best value for money on all elements of the replacement programme, whilst being able to offer tenants the choice of two colours for the elements within their kitchen (doors/worktops/flooring/etc). Officers carried out focus groups in-house to establish which two colours and options we were offering tenants to ensure variety and produce a modern up to date kitchen. Images Building Services will be producing 360-degree images of the completed works, and this will form the basis of the handover pack to colleagues in Housing Services. This will include a 360-degree image of the newly completed kitchen and Boiler as well as a before image, with all relevant certificates, surveys, satisfaction forms attached. 3.12 Capital / Planned Works 3.12.1 School Toilet Refurbishments Works are currently ongoing to refurbish school toilets across parts of the Renfrewshire school estate. Works include wet wall, vinyl flooring, ceilings, new sanitary ware/plumbing, all electricals including hand dryers, new radiators, new cubicles, vanity units and painting. Building Services have completed Rashielea Primary School which was completed prior to the school returning in August. Building Services commenced Barsail Primary School in August 2025 and St Charles Primary School is programmed to commence of the at the end of October 2025. This work is scheduled to continue until the end of the year. Page 107 of 146
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3.12.2 Our Lady of Peace School The Summer programme was completed before the school’s return - new vinyl fitted to all classrooms, two new sink areas in each classroom, including units, worktops, sinks, wet wall. 3.13 Apprentices/Training 3.13.1 The 5 new youth apprentices and 2 new adult trade apprentices have now started and participated in a 2-day induction process. They commenced their college training in August and September depending on which trade they are training in. 4 Soft Facilities Management (Soft FM) 4.1 School Meals 4.1.1 The Pilot for the rollout of the pre-order app commenced on 20 January 2025 in Park Mains High School. So far, over 278 pupils have registered for the use of the app and Children’s Services has supported the implementation by promoting information to parents and pupils. The pilot is currently being rolled out to Castlehead High School, 182 pupils already registered but are unable to pre-order due to a techncial issue that is currently being investigated with contractor. Work continues to be carried out to resolve this issue between Soft FM, ICT and the contractor, and it is hoped to be rolled out to all sites as soon as possible. 4.1.2 The pre-order app was implemented in the PPP school estate to senior pupils at St Benedicts High School on their return from the Easter break – 304 Pupils have registered and actively using the app to pre-order food. A re-launch was undertaken at the start of the new term in August before being rolled out to the other 3 PPP secondary schools. 4.1.3 A new primary menu was implemented on 16 June 2025, and new Secondary Menu will be implemented in the first week of September 2025. Amey implemented a menu change in the PPP primary school estate at the start of the new term in August. Work has been Page 108 of 146
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undertaken to ensure the inclusion of these menus on the council website. 4.1.4 Refurbishment of 4 school kitchens commenced in the summer holiday period. Heriot PS & Our Lady of Peace PS returned to full cooking operation by end of August 2025. Kilbarchan PS & St Margaret’s PS are expected to be fully complete and ready for operation after the school October break at the latest. All work is ahead of the planned schedule. 4.1.5 Partial cooking kitchens are in place in 5 sites, West PS, Williamsburgh PS, St Fergus PS, Lochwinnoch PS & Lochfield PS. Staff have been recruited; equipment installed, and training completed. This is expected to be operational by September 2025, which will improve the quality of imported meals within these sites. 4.1.6 Professional Cookery Course - Level 6 implemented in partnership with West College Scotland over the summer break. 14 Senior Facilities Officers (SFO) – Production Cooks attended the 4-week course to further develop employee skills. A further 4 Term-Time employees will attend a day-release course, starting in September 2025 for 18 weeks. 4.2 Scottish Child Payment 4.2.1 Work continues 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. 4.2.2 A process was implemented on 4 April 2025 where Parents/Carers of pupils in P6/7 that are eligible for Scottish Child Payment can apply for Free School Meals. A low number of applications have been received to date, however, information shared to families as part of the general contact relating to School meals, Clothing grants and changes to eligibility criteria. The overall average uptake figures for School meals (Periods 1-3) • 56.5% overall for FSM, UFSM & Paid • 64.9% UFSM (P 1-5) • 28.7% FSM (P 6-7) Discussions are being undertaken as to how this can be improved, which will ensure “real time” attendance figures can be utilized to reflect accurate uptake figures. 4.2.3 The Scottish Government has provided Local Authorities with data on all eligible pupils in P6/7. It is expected that an application-based system will be required to remain in place until the data is fully understood, in regard to how this identifies which school each child attends. Soft FM remains confident it can facilitate the additional numbers due to the work undertaken previously, the re-instatement of additional cooking establishments and the capital work undertaken throughout summer 2025. 4.3 Cobotics 4.3.1 In early June 2025, the business case for eight Robotic Scrubber Dryers was approved, which led to an order being placed with an approved contractor. The order included a three-year service plan for each unit, and all machines were delivered on 21 July 2025. 4.3.2 The contractor provided site-specific mapping and programming, this was completed in time for the schools reopening after the summer break. Training of all Senior Facilities Page 109 of 146
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Operatives (SFOs) was carried out 18-22 August 2025 and all 8 machines are now fully operational. 4.3.3 Members are asked to formally approve the project’s addition to the Capital Plan 2025/26, noting that the initial cost of £189k is being funded from existing underspends within Soft FM so there is no prudential borrowing requirement associated with the spend. 4.3.4 This investment in collaborative robotic cleaning technology highlights Renfrewshire Council’s commitment to innovative, efficient solutions in building cleaning. 5 Property Services 5.1 Current Commissions 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 As detailed in the Soft FM update, works commenced on site on 9 June 2025 on all four sites and will be completed by October 2025. 5.3 Infrastructure Programme 5.3.1 The Latest developments within the Cultural Infrastructure Programme are listed below: • Ferguslie Sports Centre: Defect rectification is ongoing and Making Good Defects (MGD) was finalised in August 2025. • St James Playing Fields: Defect rectification is ongoing and MGD is still programmed for December 2025. There is still an ongoing issue with Scottish Water (wastewater) connection, but this is not impacting on the facility being used and this issue will now be closed. • ON-X Running Track: Defect rectification ongoing and MGD is still programmed for September 2025. • ON-X Hockey Pitch: Defect rectification ongoing and MGD is still programmed for October 2025. • Sheltered Housing Fire Alarm Upgrades o Works commenced on site on 26 May 2025 with a programmed site period of approximately one year. • Renfrewshire House Archive Store Waterproofing/Ramp Upgrade o The commencement date was 12 July 2025 and works are now programmed for a completion date of October 2025. • Heriot PS Boiler House Heating Pipe Replacement o Following a protracted tender evaluation and review process, and discussion with Hard FM and Procurement colleagues, a decision was taken not to proceed with an award as only one tender was returned and was not considered to be the most economically advantageous. Tender documents will now be revised and updated to capture some of the issues identified as part of the initial tender process. Due to the intrusive nature of the works this project is now programmed for site commencement in summer 2026. In the Page 110 of 146
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intervening period, a number of major repairs have been identified and Property Services officers in Technical Services and Hard FM are jointly preparing an urgent tender document to issue to have these works undertaken in advance of the summer 2026 works. 5.4 Life Cycle Maintenance: Schools Retrofit Programme 5.4.1 Feasibility studies are being commissioned with an external consultant to investigate potential energy upgrade measures to an initial five school/ELCC properties with the HOFAP/Interim Procurement Manager involved in agreeing an appropriate procurement route. Hard FM has now instructed Technical Services to proceed with a pilot project to Douglas Street ELCC. 5.5 Life Cycle Maintenance: General Programme 5.5.1 Short term component renewal programme is presently under review by Technical Unit and colleagues from Hard FM with the aim being to identify programmes of work for next 1-3 years for boilers, MUGA’s and general component renewals. Projects being considered are also being cross referenced with possible future Children’s Services estate projects to minimise potential abortive works and cost. Implications of the Report 1. Financial – Any financial elements referenced in this report will be progressed through the Council’s financial & budget planning process. 2. HR & Organisational Development – Apprentice recruitment detailed in the report will be undertaken as per standard Renfrewshire Council recruitment processes. 3. Community/Council Planning – the report details a range of activities which reflect local community and council planning themes. 4. Legal – As detailed within the report. 5. Property/Assets – As detailed within the report in relation to work on the Council property portfolio. 6. Information Technology - None 7. Equality & Human Rights – The recommendations contained within this report have been assessed in relation to their impact on equalities and human rights. No negative impacts on equality groups or potential for infringement of individuals’ human rights have been identified arising from the recommendations contained in the report. If required following implementation, the actual impact of the recommendations and the mitigating actions will be reviewed and monitored, and the results of the assessment will be published on the Council’s website. Page 111 of 146
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8. Health & Safety – Advice and guidance is being given to protect the health and safety of employees and service users when carrying out priority services for the Council in line with government and health guidance. 9. Procurement – As noted within the report. 10. Risk – None 11. Privacy Impact – The Scottish Government have introduced legislation to allow the data sharing with local authorities in relation to parents/carers who receive the Scottish Child Payment. 12. COSLA Policy Position – None 13. Children’s Rights – Facilities and Property Services are essential in trying to assist and deliver in support of Children’s Rights. In particular, the report demonstrates compliance by ensuring buildings are suitable provides good educational establishments (Article 28 - Access to Education) and by delivering schools meals and nutritious food (Article 27 – Food, Clothing, and a safe home). 14. Climate Change – Parts of the work undertaken in this report will reduce carbon emissions and assist in trying the reach Net Zero targets by improving efficiency of current buildings and new buildings across the portfolio. List of Background Papers None Author: Gordon McNeil, Director of Environment, Housing & Infrastructure Email: gordon.mcneil@renfrewshire.gov.uk Page 112 of 146
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___________________________________________________________________ To: Finance, Resources and Customer Services Policy Board On: 11 September 2025 ___________________________________________________________________ Report by: The Director of Finance and Resources and the Director of Environment, Housing and Infrastructure ___________________________________________________________________ Heading: Contract Authorisation Report: Framework Agreement for the Provision of Trades Contractors (RC-CPU-24-163) ___________________________________________________________________ 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 Framework Agreement for the Provision of Trades Contractors, reference RC-CPU- 24-163 (“Framework Agreement”). 1.2 Renfrewshire Council, Renfrewshire Leisure Limited trading as OneRen, and East Renfrewshire Council (purchasers) will all be able to place Work Packages under this Framework Agreement. 1.3 A Minute of Agreement in respect of this Framework collaboration will be entered into with East Renfrewshire Council and Renfrewshire Leisure Limited trading as OneRen. 1.4 The recommendation to award this Framework Agreement follows a procurement exercise which was conducted as an Open Procedure for an above Government Procurement Agreement (GPA) Threshold Works Framework Agreement in accordance with the Public Contracts (Scotland) Regulations 2015 and Renfrewshire Council’s Standing Orders Relating to Contracts. Item 12 Page 113 of 146
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1.5 A Contract Strategy was approved by the Strategic Category Manager, the Head of Facilities and Property Services, the Head of Housing Services and the Interim Corporate Procurement Manager in June 2025. ___________________________________________________________________ 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 multi- supplier Framework Agreement for the Provision of Trades Contractors, reference RC-CPU-24-163 (“Framework Agreement”) with the Suppliers listed in Appendix 2 to this report. 2.2 Authorises the cumulative spend made under this Framework Agreement to be up to the maximum approved value of £25,000,000 excluding VAT over the potential Framework Agreement term of 4 years. This is made up as follows: Participating Organisation Estimated Value excluding VAT Renfrewshire Council £15,000,000 Renfrewshire Leisure Limited trading as OneRen £250,000 East Renfrewshire Council £9,750,000 2.3 Note that this is a lotted Framework Agreement. Each Lot is ranked and this ranking is based on the total score achieved by a tenderer during the evaluation process. Appendix 1 to this report details the scores achieved by each tenderer per Lot and Appendix 2 to this report details those tenderers awarded a place on the Framework as ranked per Lot. 2.4 Note any Work Packages made under this Framework Agreement will be awarded using either the selection procedure or the quotation procedure as contained in the Framework Agreement. Selection of the most appropriate procedure is at the sole discretion of the purchaser. Work Packages ordered by the Council will be subject to the Council’s Standing Orders Relating to Contracts, the requirements of the individual Work Package and the need to secure best value. 2.5 Note that the Framework Agreement is intended to commence on 3 November 2025. The Framework Agreement will be for a period of 2 years with the Council, not other purchasers having sole discretion to Page 114 of 146
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extend the Framework Agreement for a period of up to 12 months on 2 occasions. The exact date will be confirmed in the Letter of Acceptance for each of the successful tenderers as noted in Appendix 2. _________________________________________________________ 3. Background 3.1 Renfrewshire Council, Renfrewshire Leisure Limited trading as OneRen and East Renfrewshire Council each have a portfolio of properties they require to maintain to an acceptable standard. This includes a range of properties from domestic properties through to schools, town halls, office buildings, community centres, leisure centres, care homes and children’s homes. 3.2 In Renfrewshire the Building Services section of Environment, Housing and Infrastructure maintains these properties. 3.3 Building Services have various trades at their disposal such as electricians, joiners, plumbers and builders, and carry out works when requests are made by other Council services. Where Building Services have no capacity, or a trade is required that is unavailable in-house, the Council requires to source external trades. The purpose of this Framework Agreement is to provide a means to arrange for experienced external trades where this is required. The proposed Framework Agreement replaces an existing Council arrangement. 3.4 This Framework Agreement was tendered for the benefit of Renfrewshire Council, Renfrewshire Leisure Limited trading as OneRen, and East Renfrewshire Council who will all be able to order Work Packages under it. 3.5 This Framework Agreement will be formed under the NEC3 Framework Contract terms and conditions incorporating the Council’s amendments. All Work Packages from the Framework Agreement will be governed by the SBCC Minor Works Building Contract for use in Scotland 2016 edition Contract terms and conditions incorporating Employer’s Amendments. For Council Work Packages these will be the Council’s Employer’s Amendments. 3.5 The Framework Agreement has 13 Lots as detailed below: Lot 1 – Electrical Contractors Lot 2 – Joiner Contractors Lot 3 – Plumbing Contractors Page 115 of 146
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Lot 4 – Plastering/Ceramic Tiling Contractors Lot 5 – Painting/Decorating Contractors Lot 6 – Glazing Contractors Lot 7 – Tile and Slate Tiling Contractors Lot 8 – Flat Roofing Contractors Lot 9 – Blacksmiths/Metal Fencing Contractors Lot 10 – Suspended Ceiling Installers Lot 11 – Heating Engineers Lot 12 – General Building Contractors Lot 13 – Multi Trades Contractors 3.6 The Framework Agreement was tendered as an above GPA Threshold Works Framework Agreement using the Open Procedure. The Contract Notice was dispatched via the Public Contracts Scotland portal on 10 June 2025 and advertised on the Find a Tender portal (FTS) on the same date. The tender documents were available for download through the Public Contracts Scotland – Tender portal from the same date. 3.7 During the tendering period, 87 organisations expressed an interest in the Framework Agreement. By the closing date set for return of electronic tenders, 12 noon on Monday 21 July 2025, 44 organisations had submitted a response, 10 declined to respond, and 33 failed to respond. The Tender Submissions received were evaluated by a panel comprising representatives from Facilities Management, Housing Services, Health and Safety, Risk, and the Corporate Procurement Unit. 3.8 The Tenderers were initially evaluated against a pre-determined set of criteria in the form of the Single Procurement Document (SPD). 8 organisations expressed an interest in bidding but each failed to submit the required SPD. These bids failed to comply with the tender requirements and were deemed irregular and rejected on this basis. 1 Tenderer withdrew their bid at this stage. 1 Tenderer failed to respond to clarification requests relating to the SPD and their bid was deemed irregular and not evaluated as a result. 3.9 The technical and commercial responses of the remaining 34 Tenderers were scored against the Award Criteria of 35% technical and Page 116 of 146
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65% commercial on a lot by lot basis. The scores achieved by the Tenderers per Lot are as set out in Appendix 1 (attached to this report). 3.10 The Framework Agreement will be established on a ranked basis per Lot. The scores preferred tenderers achieve during the evaluation process dictates their place in the ranking. The highest scoring supplier will be ranked first with the second highest scoring supplier being ranked second and so on. As stated in the Invitation to Tender there will be up to a maximum of 5 suppliers for each Lot. 3.11 Any Work Packages made under this Framework Agreement will be awarded using the selection procedure or the quotation procedure as contained in the Framework Agreement. Selection of the most appropriate procedure is at the sole discretion of a purchaser. For the Council any Works Package ordered will also be subject to the Council’s Standing Orders Relating to Contracts, the requirements for the individual Work Package and the need to secure best value. 3.12 All suppliers accepted onto this Framework Agreement have committed to providing Community Benefits. The level of Community Benefits provided will be based on the value of any Work Packages by all Purchasers awarded to each supplier. 10 Community Benefit Points will be provided for every £100,000 (excluding VAT) of spend through Work Packages. The Community Benefits to be delivered will be in line with the Council’s Community Benefits Outcome Menu. ___________________________________________________________________ Implications of the Report 1. Financial – The maximum approved value is £25,000,000, excluding VAT, for the total Framework Agreement term including the initial 2- year period, plus further extensions of 2 x 12 months. The cost of all Work Packages ordered by the Council under this Framework Agreement will be met from existing budgets held by the various Council Services. 2. HR & Organisational Development – None directly arising from this report. 3. Community/Council Planning • Place – Demonstrating that Renfrewshire is a great place to grow up, it’s a place of opportunity for those that live and work here, and it’s a brilliant place for a day out. Ensuring Renfrewshire has the supply of green, high-quality, affordable, cross-tenure homes in the right places to meet current and future demands. Page 117 of 146
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• Economy – Creating sustainable employment opportunities for people who live in Renfrewshire, attracting good employers to the area and encouraging growth of businesses already operating here, ensuring that all people can benefit from the inclusive growth in Renfrewshire. • Green – Working across partners and communities to deliver the priority areas highlighted in our Plan for Net Zero, working towards a net zero Renfrewshire by 2030. • Living our values – Ensuring Renfrewshire Council delivers Best Value for our citizens and customers, that we demonstrate we are a well governed, effective organisation. 4. Legal – The tendering procedure for this Framework Agreement was conducted in accordance with the Public Contracts (Scotland) Regulations 2015, as amended and Renfrewshire Council’s Standing Orders Relating to Contracts under the Open Procedure for above GPA threshold works Framework Agreements. Work Packages issued by the Council under this Framework Agreement will be contracted under the SBCC Minor Works Building Contract for use in Scotland 2016 edition Contract terms and conditions incorporating the Council’s amendments (Employer’s Amendments) as issued as part of the Invitation to Tender. 5. Property/Assets – This Framework Agreement will ensure the Council has access to appropriately experienced suppliers to ensure that the Council’s assets are properly maintained. 6. Information Technology - None directly arising from this report. 7. Equality & Human Rights - None directly arising from this report. 8. Health & Safety – All suppliers being awarded a place on the Framework Agreement have had their health and safety credentials evaluated by Corporate Health and Safety and met the Council’s requirements. 9. Procurement – The procurement procedures outlined within this report will ensure that the Council meets its statutory requirements in respect of procurement procedures, efficiency and modern government. 10. Risk – The Council’s Risk team evaluated the insurance evidence submitted by the 20 Tenderers recommended for award on the Framework Agreement (Appendix 2), and these met the Council’s minimum requirement. 11. Privacy Impact – None directly arising from this report. Page 118 of 146
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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. 13. Children’s Rights – None directly arising from this report. 14. Cosla Policy Position – None directly arising from this report. _________________________________________________________ List of Background Papers - None ___________________________________________________________________ Author: Brian Bradley, Assistant Category Manager, 0141 487 1522, brian.bradley@renfrewshire.gov.uk Page 119 of 146
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Appendix 1 - Evaluation Scoring Lot 1 – Electrical Contractors Tenderer Quality Price Total G.D. Chalmers Limited 35.00% 65.00% 100.00% City Gate Construction (Scotland) Limited 35.00% 59.76% 94.76% Valley Group Limited 35.00% 59.41% 94.41% MHSL Services Limited 30.00% 54.35% 84.35% McGregor Projects Ltd 29.25% 52.58% 81.83% James Frew Limited 34.25% 44.08% 78.33% Magnus Electrical Services Limited 35.00% 39.98% 74.98% Property One Limited 30.00% 43.38% 73.38% BRB Electrical Limited 30.00% 41.13% 71.13% A Burgoyne (Electrical Contractors) Limited 30.00% 40.51% 70.51% C Hanlon Facilities Management Ltd 30.00% 37.81% 67.81% Alwurk Electric Ltd 26.00% 40.98% 66.98% Easy Heat Systems Limited 32.75% 30.06% 62.81% BR Electrical Maintenance Limited 28.50% 33.01% 61.51% Lot 2 – Joiner Contractors Tenderer Quality Price Total Valley Group 35.00% 65.00% 100.00% City Gate Construction 35.00% 60.83% 95.83% McGregor Projects Ltd 29.25% 57.52% 86.77% Property One Limited 30.00% 47.41% 77.41% Bell Group Limited 25.00% 48.31% 73.31% C Hanlon Facilities Management 30.00% 41.35% 71.35% Hugh Stirling Ltd 30.00% 39.72% 69.72% Adman Int Ltd 30.00% 38.96% 68.96% Integrated Environments Limited 24.25% 32.45% 56.70% Page 120 of 146
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Lot 3 – Plumbing Contractors Tenderer Quality Price Total Valley Group Limited 35.00% 65.00% 100.00% City Gate Construction (Scotland) Limited 35.00% 60.82% 95.82% MHSL Services Limited 30.00% 57.03% 87.03% McGregor Projects Ltd 29.25% 56.27% 85.52% Property One Limited 30.00% 49.86% 79.86% James Frew Limited 34.25% 43.14% 77.39% BRB Electrical Limited 30.00% 45.33% 75.33% C Hanlon Facilities Management Ltd 30.00% 41.22% 71.22% Integrated Environments Limited 24.25% 32.64% 56.89% John Doherty and Co Ltd 8.25% 45.97% 54.22% Lot 4 – Plastering / Ceramic Tiling Contractors Tenderer Quality Price Total McGregor Projects Ltd 29.25% 65.00% 94.25% City Gate Construction (Scotland) Limited 35.00% 53.22% 88.22% Property One Limited 30.00% 46.46% 76.46% C Hanlon Facilities Management 30.00% 45.33% 75.33% Lot 5 – Painting / Decorating Contractors Tenderer Quality Price Total Trident Maintenance Services Ltd 30.00% 65.00% 95.00% Mitie Property Services (UK) Limited 29.25% 50.40% 79.65% Dumbreck Decorators Limited 28.50% 33.04% 61.54% City Gate Construction (Scotland) Limited 35.00% 12.53% 47.53% Bell Group Ltd 25.00% 19.40% 44.40% McGregor Projects Ltd 29.25% 11.05% 40.30% Property One Limited 30.00% 9.59% 39.59% C Hanlon Facilities Management Ltd 30.00% 8.04% 38.04% Lot 6 – Glazing Contractors Tenderer Quality Price Total McGregor Projects Ltd 29.25% 65.00% 94.25% City Gate Construction (Scotland) Limited 35.00% 51.35% 86.35% Property One Limited 30.00% 55.73% 85.73% Eco Save Windows Limited 30.00% 45.84% 75.84% Page 121 of 146
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Lot 7 – Tile and Slate Tiling Contractors Tenderer Quality Price Total City Gate Construction (Scotland) Limited 35.00% 65.00% 100.00% McGregor Projects Ltd 29.25% 62.28% 91.53% Faskin Group Ltd 30.00% 60.81% 90.81% C Hanlon Facilities Management Ltd 30.00% 44.18% 74.18% Ath-Ghin Ltd 30.00% 42.31% 72.31% Integrated Environments Limited 24.25% 32.18% 56.43% Lot 8 – Flat Roofing Contractors Tenderer Quality Price Total City Gate Construction (Scotland) Limited 35.00% 65.00% 100.00% McGregor Projects Ltd 29.25% 63.08% 92.33% Faskin Group Ltd 30.00% 60.86% 90.86% Sennit Construction Ltd 30.00% 60.68% 90.68% Braedale Roofing Limited 30.00% 49.35% 79.35% Ath-Ghin Ltd 30.00% 42.03% 72.03% Integrated Environments Limited 24.25% 32.18% 56.43% Lot 9 – Blacksmiths / Metal Fencing Contractors Tenderer Quality Price Total City Gate Construction (Scotland) Limited 35.00% 65.00% 100.00% McGregor Projects Ltd 29.25% 63.18% 92.43% Idverde Limited 30.00% 45.93% 75.93% Lot 10 – Suspended Ceiling Installers Tenderer Quality Price Total McGregor Projects Ltd 29.25% 65.00% 94.25% City Gate Construction (Scotland) Limited 35.00% 52.28% 87.28% Property One Limited 30.00% 50.22% 80.22% Adman Int Ltd 30.00% 46.25% 76.25% Page 122 of 146
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Lot 11 – Heating Engineers Tenderer Quality Price Total Valley Group Limited 65.00% 30.00% 95.00% McGregor Projects Ltd 56.47% 29.25% 85.72% MHSL Services Limited 50.53% 30.00% 80.53% James Frew Limited 48.91% 29.25% 78.16% City Gate Construction (Scotland) Limited 47.83% 30.00% 77.83% BRB Electrical Limited 46.49% 30.00% 76.49% C Hanlon Facilities Management Ltd 42.00% 30.00% 72.00% A Tech Heating Limited 41.27% 23.50% 64.77% Easy Heat Systems Limited 33.56% 27.75% 61.31% Lot 12 – General Building Contractors Tenderer Quality Price Total McGregor Projects Ltd 29.25% 65.00% 94.25% City Gate Construction (Scotland) Limited 35.00% 50.38% 85.38% Property One Limited 30.00% 53.80% 83.80% Bell Group Ltd 25.00% 54.65% 79.65% Idverde Limited 30.00% 47.61% 77.61% C Hanlon Facilities Management Ltd 30.00% 46.29% 76.29% Arbour Services Limited 30.00% 45.29% 75.29% Integrated Environments Limited 24.25% 34.14% 58.39% Lot 13 – Multi Trades Contractors Tenderer Quality Price Total Valley Group Limited 35.00% 65.00% 100.00% City Gate Construction (Scotland) Limited 35.00% 63.33% 98.33% McGregor Projects Ltd 29.25% 56.56% 85.81% Clark Contracts Limited 35.00% 50.47% 85.47% Property One Limited 30.00% 46.97% 76.97% Bell Group Ltd 25.00% 48.95% 73.95% James Frew Limited 29.25% 43.16% 72.41% Ath-Ghin Ltd 25.00% 39.59% 64.59% Integrated Environments Limited 24.25% 30.92% 55.17% Page 123 of 146
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Appendix 2 – Places on the Framework Agreement to be awarded Lot 1 – Electrical Contractors Tenderer Ranking G.D. Chalmers Limited 1st City Gate Construction (Scotland) Limited 2nd Valley Group Limited 3rd MHSL Services Limited 4th McGregor Projects Ltd 5th Lot 2 – Joiner Contractors Tenderer Ranking Valley Group Limited 1st City Gate Construction (Scotland) Limited 2nd McGregor Projects Ltd 3rd Property One Limited 4th Bell Group Ltd 5th Lot 3 – Plumbing Contractors Tenderer Ranking Valley Group Limited 1st City Gate Construction (Scotland) Limited 2nd MHSL Services Limited 3rd McGregor Projects Ltd 4th Property One Limited 5th Lot 4 – Plastering / Ceramic Tiling Contractors Tenderer Ranking McGregor Projects Ltd 1st City Gate Construction (Scotland) Limited 2nd Property One Limited 3rd C Hanlon Facilities Management 4th Lot 5 – Painting / Decorating Contractors Tenderer Ranking Trident Maintenance Services Ltd 1st Mitie Property Services (UK) Limited 2nd Dumbreck Decorators Limited 3rd City Gate Construction (Scotland) Limited 4th Bell Group Ltd 5h Page 124 of 146
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Lot 6 – Glazing Contractors Tenderer Ranking McGregor Projects Ltd 1st City Gate Construction (Scotland) Limited 2nd Property One Limited 3rd Eco Save Windows Limited 4th Lot 7 – Tile and Slate Tiling Contractors Tenderer Ranking City Gate Construction (Scotland) Limited 1st McGregor Projects Ltd 2nd Faskin Group Ltd 3rd C Hanlon Facilities Management Ltd 4th Ath-Ghin Ltd 5th Lot 8 – Flat Roofing Contractors Tenderer Ranking City Gate Construction (Scotland) Limited 1st McGregor Projects Ltd 2nd Faskin Group Ltd 3rd Sennit Construction Ltd 4th Braedale Roofing Limited 5th Lot 9 – Blacksmiths / Metal Fencing Contractors Tenderer Ranking City Gate Construction (Scotland) Limited 1st McGregor Projects Ltd 2nd Idverde Limited 3rd Lot 10 – Suspended Ceiling Installers Tenderer Ranking McGregor Projects Ltd 1st City Gate Construction (Scotland) Limited 2nd Property One Limited 3rd Adman Int Ltd 4th Page 125 of 146
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Lot 11 – Heating Engineers Tenderer Ranking Valley Group Limited 1st McGregor Projects Ltd 2nd MHSL Services Limited 3rd James Frew Limited 4th City Gate Construction (Scotland) Limited 5th Lot 12 – General Building Contractors Tenderer Ranking McGregor Projects Ltd 1st City Gate Construction (Scotland) Limited 2nd Property One Limited 3rd Bell Group Ltd 4th Idverde Limited 5th Lot 13 – Multi Trades Contractors Tenderer Ranking Valley Group Limited 1st City Gate Construction (Scotland) Limited 2nd McGregor Projects Ltd 3rd Clark Contracts Limited 4th Property One Limited 5th Page 126 of 146
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___________________________________________________________________ To: Finance, Resources and Customer Services Policy Board On: 11 September 2025 ___________________________________________________________________ Report by: The Director of Finance and Resources and the Director of Environment, Housing and Infrastructure ___________________________________________________________________ Heading: Contract Authorisation Report: Thistle Primary School Advance Works Contract ___________________________________________________________________ 1. Summary 1.1. Renfrewshire Council has a requirement to build the new Thistle Primary school (“new school”) in Dargavel Village, Bishopton (the “Project”). 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 Limited (“HWS”) 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 HWS since October 2023. The overall design is progressing well with the Design Team having reached RIBA 4 Technical Design. 1.3. The Enabling Works Contract, approved at the Finance, Resources and Customer Services Policy Board meeting on 13 February 2025, comprising ground and civil engineering works has recently successfully reached completion on 23 July 2025, both within budget and programme. At the Finance, Resources and Customer Services Policy Board meeting on 13 February 2025, it was advised that a further report would be brought to a future Finance, Resources and Customer Services Policy Board to seek approval of the award of an Advanced Works Contract. 1.4. Formal approvals are now required to progress the Project to ensure the Project deadline is met; Finance, Resources and Customer Services Item 13 Page 127 of 146
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Policy Board approval is requested for an Advance Works Contract with HWS, who will wholly sub-contract all of these works 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 Advance Works with Hub West Scotland Limited. Please note that HWS will wholly subcontract all these Advance Works under this Contract to BAM Construction Limited. 2.2. Authorises the award of the Advance Works Contract for £3,048,163.00 excluding VAT, to HWS (“the Contract Sum”). 2.3. Authorises a contingency spend of £457,224.45 in relation to the Advance Works Contract, which equates to 15% of the Contract Sum. 2.4. Authorises a total Approved Contract Value for Advance Works of £3,505,387.45 (which is the total of the Contract Sum plus the contingency spend). 2.5. Authorises the acceptance of a Limitation on HWS’s Liability for uninsured losses up to the value of the Contract Sum for the Advance Works Contract. To note: this is the market standard position. 2.6. Note construction associated with the Advance Works Contract is anticipated to commence in October 2025 and be completed by January 2026. Specialist design, early procurement and consultant services associated with the Advance Works Contract commenced in August 2025 (those services and associated costs are deemed to be subsumed and incorporated into the Advance Works Contract). 2.7. Authorise the acceptance of a Limitation of Liability on Design Consultants to the sums referred to in 3.5 below on an each and every claim basis except for claims relating to pollution, contamination, and asbestos, where the limit will be in the annual aggregate. To note: this is the market standard position. 2.8. 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 a Page 128 of 146
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Main Works Contract with HWS, noting that this will also be wholly sub- contracted to BAM Construction Limited. _________________________________________________________ 3. Background 3.1. The key Renfrewshire Council (Council) critical success factor is that the Project must be complete by May 2027 in order that the school will be operational for pupils by the new term in August 2027. Advance Works are programmed to commence in October 2025 and complete by January 2026. Entering this Advance Works Contract is critical to maintaining the Project programme. 3.2. The Advance Works Contract will carry out targeted civil engineering and services preparatory works that will assist timely delivery of the Main Works Contract. The Advance Works contract is currently anticipated to start in late October 2025 and be completed by January 2026. 3.3. It should be noted that over recent months, commercial discussions have been ongoing between HWS (and their legal representatives, Burness Paull), Property Services, Corporate Procurement, and Legal Services, culminating in producing two Letters of Underwrite, dated 29 July 2025 and 14 August 2025 (“the Letters”). The Chief Executive signed the Letters during summer recess. HWS requested the Letters to provide comfort to BAM Construction Limited during a period where it has incurred costs (and risk) without the protection of a formal contract. No sums are due to paid under the Letters unless the Project does not proceed, and the intention is that the agreement within the Letters will be replaced by the Advance Works Contract once signed. The timing of the Letters was critical to maintaining the programme and allowed progression of an Advance Works design and procurement phase in preparation for the next phase of construction being sought within this report. 3.4. The Main Works Contract is anticipated to start in January 2026, with handover of the facility to the Council anticipated in May 2027. Further approval will be sought from the Finance, Resources and Customer Services Policy Board on 20 November 2025 to enter into a Main Works Contract. 3.5. As part of this Contract, 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, contamination and asbestos where those limits will be in the annual aggregate. These figures reflect standard market position. The limits noted below reflect the Page 129 of 146
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Enabling Works position with exception of sub-limited £250,000 in aggregate for Asbestos (JM Architects Limited). Final insurance levels will be agreed in conjunction with the Risk Manager prior to signing the Advance Works Contract. Legal Entity Value Terms Sub Limit JM Architects Limited £10m any one occurrence Asbestos: £250,000 in the aggregate ERZ Ltd £5m any one claim or series of claims arising from the same originating cause Defence costs in addition but in the aggregate in respect of Pollution and Contamination claims Digital Guerrilla Consultancy Ltd £2m any one claim unlimited in the period of Insurance N/A Carbon Futures (Consultancy) Limited £5m each and every claim or loss, excluding defence costs N/A Spacezero (North) Limited £10m any one claim N/A Rybka Ltd £10m any one claim excluding costs and expenses Fire Safety: £10,000,000 in the aggregate including costs and expenses in respect of Fire Safety Pollution: £1,000,000 in the aggregate inclusive of defence costs Asbestos: £250,000 in the aggregate inclusive of defence costs Jeremy Gardner Associates Ltd t/a Jensen Hughes £10m per occurrence and aggregate No fire/combustibility exclusion included in the Professional Indemnity Policy Sandy Brown Ltd £5m any one claim Pollution: £5,000,000 in the annual aggregate Asbestos: £2,000,000 in the annual aggregate AECOM Limited £10m any one claim N/A Currie & Brown UK Limited £10m any one claim N/A Page 130 of 146
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3.6. The Council provided HWS with a Community Benefit Outcome Menu that targets 150 points for a Project of this overall value. 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 Advance Works Contract and continue through until overall Project completion. ___________________________________________________________________ Implications of the Report 1. Financial – The cost for this Advance Works Contract of £3,505,387.45 (which is the total of the Contract Sum plus the contingency spend) excluding VAT, will be met through the Capital – General Services budget. The limits of liability are as detailed within paragraph 3.5. 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 is 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. 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. Page 131 of 146
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- 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 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. Another Risk is those of the Caps to Liability as mentioned in paragraph 3.5 above. 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. Page 132 of 146
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14. Cosla Policy Position – None directly arising from this report. _______________________________________________________ List of Background Papers (a) Learning Estate Update – on 14 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 (c) Contract Authorisation Report: New Primary School in Dargavel, Enabling Works Contract and approval for Pre-Construction Consultant Fees – on 13 February 2025 to Finance, Resources and Customer Services Policy Board ___________________________________________________________________ Author: Joanna Tannock, Interim Strategic Category Manager David Donnelly, Project Manager Page 133 of 146
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___________________________________________________________________ To: Finance, Resources and Customer Services Policy Board On: 11 September 2025 ___________________________________________________________________ Report by: The Chief Executive and the Director of Finance and Resources ___________________________________________________________________ Heading: Contract Award: Construction Works for the Advance Manufacturing and Innovation District Scotland South (AMIDS-S) Project (RC-CPU- 22-352) ___________________________________________________________________ 1. Summary 1.1 The purpose of this report is to notify the Finance, Resources and Customer Services Policy Board of the award of a Contract for Construction Works for the Advance Manufacturing and Innovation District Scotland South (AMIDS-S) Project (RC-CPU-22-352) to Northstone (NI) Limited, trading as Farrans Construction. 1.2 The Contract was awarded following a procurement process conducted in accordance with the Competitive Procedure with Negotiation of the Public Contracts (Scotland) Regulations 2015 and the Council’s Standing Orders relating to Contracts 1 January 2024. ___________________________________________________________________ 2. Recommendations 2.1 The Finance, Resources and Customer Services Policy Board is asked to note: 2.1.1. The detail in section 3 of this report for the Contract for the Construction Works for the Advance Manufacturing and Innovation District Scotland South (AMIDS-S) Project (RC-CPU-22-352) approved for award under delegated authority to the Chief Executive by the Council on 26 June 2025. Item 14 Page 134 of 146
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2.1.2. The Contract was awarded to Northstone (NI) Limited, trading as Farrans Construction. 2.1.3. The total of the Prices of £34,714,649.54 excluding VAT. 2.1.4. A contingency spend of £4,314,978.56 excluding VAT, which equates to 12.43% of the total of the Prices. 2.1.5. A total Approved Contract Value of £39,029,628.10 (which is the total of the Prices plus the contingency spend). 2.1.6. The Contract Award was 14 August 2025, the starting date is 14 September 2025, and the completion date is 130 weeks from the starting date. The Contract includes a key date for completion of the works contained in the East-West Link 1 component (which includes the access road to the new Paisley Grammar School Community Campus) by 30 June 2026. 2.1.7. The Contractor’s liability to the Council in accordance with the published terms detailed in 3.22 of the Report is limited for each of the following: 2.1.7.1. Contractor’s liability to the Client (Council) for indirect or consequential loss is limited to an amount equivalent to 5% of the total of the Prices at Contract Award. 2.1.7.2. Contractor’s total liability to the Client for all matters arising under or in connection with the contract, other than excluded matters, is limited to an amount equivalent to 50% of the total of the Prices at Contract Award. 2.1.7.3. The Contractor’s liability for Defects due to Contractor design which have not been listed on the Defects Certificate is limited to £10,000,000 for each and every claim. 2.1.8. The Contractor is required to provide a Performance Bond, in the form contained in the Final Invitation to Tender, within 4 weeks of Contract Award. 2.1.9. The Contractor is required to provide an Advance Payment Bond, in the form contained in the Final Invitation to Tender, prior to the Council making any payment for bridge materials and fabrication off Site. _________________________________________________________ Page 135 of 146
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3. Background 3.1 The AMIDS South project was awarded £38.7m from the UK Government’s Levelling Up Fund, with the Council committing £18.8m, to create a new road bridge across Paisley Harbour, a 1.7km gateway route along the White Cart river and a network of roads, cycling, wheeling and walking links from the town centre train station and bus interchange to AMIDS, Glasgow Airport and Inchinnan. 3.2 In addition, a new east-west link road from Renfrew Road to the new bridge crossing will be created, which will connect into the new Paisley Grammar School Community Campus, as will dedicated walking and cycling routes. Additionally, a safe access route from Gallowhill using the underpass on the former railway line will be constructed using an additional £1.5m provided by Transport Scotland. 3.3 The works to be undertaken in the awarded contract include, but are not limited to: • A 93 meter span steel arch road bridge crossing at Paisley Harbour for pedestrians, cyclists and road traffic; • Upgraded and improved road infrastructure which includes new cycle routes and landscaping from Paisley town centre along Abercorn Street, Harbour Road and Inchinnan Road to the manufacturing district (AMIDS); • An east-west road link from Renfrew Road joining onto the new gateway route, increasing connectivity to the manufacturing district and improving access to the proposed new Paisley Grammar School Community Campus. • Improved walking and cycling routes on Greenock Road between Inchinnan Business Park and AMIDS 3.4 At the Council meeting on 26 June 2025, Elected Members authorised the Chief Executive to award this Contract during recess and report back to the relevant board after recess. 3.5 The Contract was tendered as an above GPA Threshold Works Contract in accordance with the Competitive Procedure with Negotiation (CPN) under the Public Contracts (Scotland) Regulations 2015 and the Council’s Standing Orders relating to Contracts 1 January 2024. 3.6 For this Contract a contract notice was dispatched via the Public Contracts Scotland advertising portal with the notice published by the Page 136 of 146
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Find a Tender Service (FTS) on 27 March 2024. The invitation to participate /documentation (ITP) was available for downloading from the Public Contracts Scotland – Tender portal from the same day. 3.7 During the ITP stage (Selection Stage), 17 organisations expressed an interest in the Contract. By the closing date set for submission, 12 noon on 03 May 2024, 3 Candidates had submitted a request to participate (RTP). 3.8 The RTPs were evaluated against a pre-determined set of criteria in the form of the Single Procurement Document Scotland (SPD) by representatives from the Council’s Corporate Procurement Unit and all 3 Candidates satisfied the Council’s minimum requirements within the SPD selection criteria. 3.9 As part of the selection process, and to reduce the number of otherwise qualified Candidates, in accordance with the Public Contracts (Scotland) Regulations 2015 Regulation 66, Candidates had to respond to questions relating to previous experience, technical capacity and capability with projects similar in nature, scope and scale to construction works for the AMIDS-S project. 3.10 A panel of representatives from the Renfrewshire Council’s City Deal project team and Amey OW Limited, the appointed lead consultant for the project, assessed the 3 Candidates responses to the questions. All Candidates were selected to proceed to the initial invitation to tender stage. 3.11 The selection score for each Candidate within the RTP stage is noted below: Candidate Score Northstone (NI) Limited trading as Farrans Construction 97.00% John Graham Construction Limited 80.50% RJ McLeod (Contractors) Ltd 53.50% 3.12 The initial Invitation to Tender (ITT) was made available for downloading by the 3 shortlisted Candidates via the Public Contracts Scotland -Tender portal on 28 January 2025. By the closing date and time of 02 May 2025 at 12 noon, 2 Candidates (then Tenderers) each submitted an initial tender response. 3.13 The 2 initial tender responses received were assessed against the published Award Criteria based on an overall weighting of 60% Price and 40% Quality by an evaluation panel which included members of the City Deal project team, Corporate Procurement Unit, and Page 137 of 146
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representatives from Amey OW Limited, the appointed lead consultant for the AMIDS-S project. 3.14 In the contract notice, the Council reserved the right to award the Contract following the initial tender stage or to conduct successive stages of negotiation and re-tender with one or more tenderers to improve tender responses with consideration to: • negotiation on the particular characteristics of the core and supplementary requirements, and • negotiation of the conditions of contract and risk allocation within the Contract. 3.15 The Council elected to invite the 2 Tenderers at initial tender stage to negotiation meetings in June 2025 and both Tenderers accepted the Council’s invitation to negotiate. 3.16 The negotiation phase was conducted in accordance with Public Contracts (Scotland) Regulations 2015 (Regulation 30 ) and the Council ended the negotiation phase on 01 July 2025. 3.17 Subsequent to that negotiation, the Council issued a Final ITT via the Public Contract Scotland – Tender portal on 01 July 2025, inviting the 2 Tenderers to submit a final tender response. By the final tender submission deadline of 12 noon on 10 July 2025, 2 Tenderers had submitted a final tender. 3.18 The 2 final tenders received were assessed against the published Award Criteria by a suitably experienced panel which included members of the City Deal project team, Corporate Procurement Unit and representatives from Amey OW Limited, the appointed lead consultant for the project. The Tenderer’s scores relative to the Award Criteria are detailed in the table below: Tenderer Price Score Technical Score Total Score Northstone (NI) Limited trading as Farrans Construction 60.00% 40.00% 100.00% John Graham Construction Limited 58.03% 37.43% 95.46% 3.19 The evaluation of final tender responses identified that the Tender Submission by Northstone (NI) Limited trading as Farrans Construction was the most economically advantageous tender. Page 138 of 146
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3.20 The total contract approval value of £39,029,628.10 includes an allowance for quantified risks and an additional contingency as is prudent in construction contracts, which together total £4,314,978.56. 3.21 The form of contract is a NEC4 Engineering and Construction Contract June 2017 edition (as amended January 2019, October 2020 and January 2023) Core clauses; (ii) the Option A clauses; (iii) the Option W2 dispute resolution clause; and (iv) the Secondary Option clauses X7 (Delay Damages) X13 (Performance Bond), X14 (Advance payment to the Contractor), X15 (Contractor’s Design), X16 (Retention), X18 (Limitation on Liability) and Y(UK)2, in each case as amended and/or supplemented by the additional conditions of contract under Option Z. 3.22 The Contract includes a 5% retention which will be released in stages until completion of the Contractor’s obligations under the Contract. 3.23 Community Benefits were requested as part of the procurement process and Northstone (NI) Limited trading as Farrans Construction have committed to delivering the following community benefits as part of the Contract: Community Benefit No. of People/ Activities Job for a young person (age 16-24) from a recognised priority group e.g. from the councils' most deprived data zones 3 Job for an unemployed individual 2 Modern Apprenticeship 2 Graduate 2 Work Experience Placement for an individual 16+ years of age 3 Work Experience Placement for an individual in full time education 4 S/NVQ (or equivalent) for • New Employee • Existing Employee • Supply Chain Employee 4 Industry Awareness Events • Schools • Invest in Renfrewshire – Employability • Further Education 6 Industry Skill Transfer to Schools. 2 Award of Local sub-contract(s) 4 Business advice/support to a local SME /Social Enterprise/ Voluntary organisation 3 Commitment to ensure that supply chain opportunities are prioritised for Renfrewshire based businesses 2 Financial Support for a Social Enterprise or other approved community initiative 9 Non-financial support for a Social Enterprise or other approved community initiative 8 Page 139 of 146
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_________________________________________________________________ Implications of the Report 1. Financial – The total contract value up to £39,029,628.10 will be funded through the agreed Levelling Up funding package, as well as an approved Council contribution to the project, the funding of which is fully incorporated within the Council’s long-term financial planning arrangements (General Services Capital). 2. HR & Organisational Development – none directly arising from this report. 3. Community/Council Planning – Place – Working together to enhance wellbeing across community – the works contribute to improved strategic, gateway and local access connections and perceptions between: • Paisley Town Centre, • Paisley Gilmour Street, • AMIDS, /Glasgow Airport and • the neighbouring communities. Economy – building an inclusive, green and resilient economy: economic projections have estimated that the AMIDS South project and associated works could boost the local economy by an additional £136m, creating new job opportunities and helping existing and new companies to grow and expand. Fair – nurturing bright, happy and healthy futures for all – by providing improved access to AMIDS, the works will contribute to attracting and retaining an increased working age population in the local area and bringing high-quality jobs to Renfrewshire. Green – leading Renfrewshire to Net Zero – economic projections have estimated the AMIDS South project could cut carbon emissions by 21,700 tonnes. Living our values – making a difference together - Improving integration of the area and key institutions (such as West College Scotland, AMIDS): north and south of Paisley Gilmour Street and east and west of the White Cart. Page 140 of 146
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4. Legal – none directly arising from this report. 5. Property/Assets – creation of new infrastructure assets for the Council and enhancement in value and developability of land owned by the Council. 6. Information Technology – none directly arising from this report. 7. Equality & Human Rights – none directly arising from this report. 8. Health & Safety –Northstone (NI) Limited trading as Farrans Construction’s health and safety credentials were evaluated and meet the Council’s requirements regarding health and safety. 9. Procurement - The procurement procedures outlined within this report shall ensure the Council meets its statutory obligations in respect of the Public Contracts Scotland Regulations 2015, the Council's Standing orders Relating to Contracts and the Council's Financial Regulations. 10. Risk - Project specific and Programme level risk registers have been established. These will be kept under regular review and reported to the Council’s internal City Deal and Infrastructure Programme Board. The Contractor’s liability to the Client (the Council) for indirect or consequential loss is limited to an amount equivalent to 5% of the total of the Prices at Contract Award. The Contractor’s total liability to the Client for all matters arising under or in connection with the contract, other than excluded matters, is limited to an amount equivalent to 50% of the total of the Prices at Contract Award. The Contractor’s liability for Defects due to its design which have not been listed on the Defects Certificate is limited to £10,000,000 for each and every claim. Northstone (NI) Limited trading as Farrans Construction’s insurances have been assessed and it is confirmed that they have met the requirements regarding insurable risk of the 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 High Risk. Page 141 of 146
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To mitigate against the High Risk, the works have been designed in accordance with the principles of PAS 2080 which aims to reduce embedded carbon within the project development. The Contractor is ISO14001 accredited. The Contractor is committed to working with the Council throughout the contract to support the Council to achieve Renfrewshire’s Net Zero Plan. 13. Children’s Rights – none directly arising from this report. 14. Cosla Policy Position – none directly arising from this report. _________________________________________________________ List of Background Papers a) Unaudited Annual Accounts 2024/25 and Interim Financial Update approved by the Council at its meeting on 26 June 2025. ___________________________________________________________________ Author: Rebecca Park, Strategic Category Manager – City Deal, rebecca.park@renfrewshire.gov.uk Page 142 of 146
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___________________________________________________________________ To: Finance, Resources and Customer Services Policy Board On: 11 September 2025 ___________________________________________________________________ Report by: The Director of Finance and Resources and the Director of Environment, Housing and Infrastructure ___________________________________________________________________ Heading: Notification of the award of the Contract for Surface Treatment 2025/2026 (RC-CPU-25-043) under delegated authority granted to the Corporate Procurement Manager ___________________________________________________________________ 1. Summary 1.1 The purpose of this report is to notify the Finance, Resources and Customer Services Policy Board of the award of a Contract for Surface Treatment 2025/2026, reference RC-CPU-25-043, approved for award under delegated authority granted for the Framework Contract for Roads Related Maintenance Works, reference RC-CPU-20-172 (“the Framework Contract”), to the Corporate Procurement Manager by the Finance, Resources and Customer Services Policy Board on 2 February 2022. 1.2 The Contract was awarded following a quotation procedure under Lot 5 – Surface Treatment of the Framework Contract. ___________________________________________________________________ 2. Recommendations The Finance, Resources and Customer Services Policy Board is asked to: 2.1 Note in Section 3 of this report the details of the Contract for Surface Treatment 2025/2026, reference RC-CPU-25-043, approved for award under delegated authority granted to the Corporate Procurement Manager by the Finance, Resources and Customer Services Policy Item 15 Page 143 of 146
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Board on 2 February 2022 for the Framework Contract for Roads Related Maintenance Works, reference RC-CPU-20-172. 2.2 Note the Contract starting date was 28 July 2025, and the completion date was 31 August 2025. 2.3 Note the Contract sum was £793,868.50 excluding VAT. _________________________________________________________ 3. Background 3.1 Environment, Housing and Infrastructure Services are responsible for the management and maintenance of all roads, excluding trunk roads, within the Council’s boundaries. 3.2 This Contract was awarded to apply surface treatment to carriageways within Renfrewshire Council area, and under Renfrewshire Council’s responsibility for repair. 3.3 The recommendation to approve this Contract for award was presented to and then approved by the Corporate Procurement Manager under delegated power granted by the Finance, Resources and Customer Services Policy Board on 2 February 2022 for the Framework Contract. 3.4 This Contract was tendered as a quotation procedure under the Framework Contract, Lot 5 – Surface Treatment for a below Regulated Works Contract in accordance with the Framework Contract and the Council’s Standing Orders Relating to Contracts. The quotation procedure documents were made available on the Public Contracts Scotland – Tender portal on Tuesday, 3 June 2025 to the 2 suppliers awarded a Framework Contract for this Lot 5 – Surface Treatment. 3.5 By the closing date for receipt of tenders, 12 noon on Monday, 23 June 2025, 1 supplier had submitted a tender. The tender was evaluated by representatives from the Corporate Procurement Unit and Environment, Housing and Infrastructure. 3.6 The supplier completes a Single Procurement Document (SPD) when applying for a Framework Contract. 3.7 The tender was evaluated against a price/quality score of 70%/30%. The quality scores achieved through the Framework Contract evaluation process were carried forward as the quality scores attributable to this procurement exercise. The scores achieved by the tenderer are detailed in the table below: Page 144 of 146
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Supplier Quality 30% Price 70% Total % Kiely Bros. Limited 27.25% 70.00% 97.25% 3.8 Environment, Housing and Infrastructure confirmed that the tendered sum was within budget and the overall pricing is proportionate with the tender received last year for similar scope of work therefore the tender from Kiely Bros. Limited represents value for money. 3.9 Community Benefits were requested as part of this Call-Off Contract and Kiely Bros. Limited committed the following Community Benefits: 3.10 Financial costs in respect of this Call-Off Contract are met from the General Services Capital Budget. ___________________________________________________________________ Implications of the Report 1. Financial – the contract costs of £793,868.50, excluding VAT, over the Call-Off Contract period are met from the General Services Capital Budget. The starting date was 28 July 2025. 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. 4. Legal – None directly arising from this report. 5. Property/Assets – The Council’s roads infrastructure will be maintained to a high standard. 6. Information Technology – None directly arising from this report. Community Benefit Description No of People / Activity Industry Awareness Event 1 Industry Skill Transfer to Schools 1 Financial Support for a Social Enterprise of other approved community initiative 2 Non-Financial Support for a Social Enterprise of other approved community initiative 3 Page 145 of 146
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7. Equality & Human Rights - None directly arising from this report. 8. Health & Safety – Kiely Bros. Limited’s health and safety credentials were evaluated by Corporate Health and Safety when tendering for the Framework Contract for Roads Related Maintenance Works, reference RC-CPU-20-172, and met the Council’s requirements regarding health and safety. 9. Procurement – The procurement procedures outlined within this report shall ensure that the Council meets its statutory requirements in respect of procurement procedures, efficiency and modern government. 10. Risk – Kiely Bros. Limited’s insurances were assessed to confirm that they have met the minimum requirements regarding insurable risk. 11. Privacy Impact – None directly arising from this report. 12. Climate Risk – the level of impact associated with works connected with the Framework Contract for Roads Related Maintenance Works, reference RC-CPU-20-172, has been assessed using the Scottish Government Sustainability Test and is deemed high risk. The supplier will be required to organise their activities in such a way that the impact they have on the environment is minimised. 13. Children’s Rights – None directly arising from this report. 14. Cosla Policy Position – none directly arising from this report. _________________________________________________________ List of Background Papers Contract Authorisation Report “Framework Contract for Roads Related Maintenance Works, reference RC-CPU-20-172” agreed at the Finance Resources and Customers Services Policy Board on 2 February 2022 ___________________________________________________________________ Author: Brian Bradley, Assistant Category Manager, 0141 487 1522, brian.bradley@renfrewshire.gov.uk Page 146 of 146