Finance and Resources Service Update
Renfrewshire Council · 20 November 2025
Back to Finance, Resources and Customer Services Policy Board — 20 November 2025 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
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OFFICIAL ___________________________________________________________________ To: Finance, Resources and Customer Services Policy Board On: 20 November 2025 ___________________________________________________________________ Report by: Director of Finance and Resources ___________________________________________________________________ Heading: Finance and Resources Service Update ___________________________________________________________________ 1 Summary 1.1 Finance & Resources is a key partner in delivering the Council’s strategic priorities. It provides the financial expertise, governance support, and a range of corporate support services that keep the organisation running effectively. The service is structured to deliver professional support that is consistent, timely, and based on best practice, enabling the Council to work efficiently to deliver high-quality outcomes for the residents of Renfrewshire. 1.2 In April of this year, Members agreed to strengthen this function by approving changes to how services are managed. These changes, informed by benchmarking and independent reviews, increase capacity in core corporate services and allow Finance & Resources to provide targeted, high-quality advice and integrated support across the organisation. 1.3 This ensures decisions are well-informed and resources are used where they make the greatest impact. By focusing capacity on strategic priorities, the changes strengthen resilience in essential services and guarantees robust financial management, effective risk oversight, strong people management, and sound governance, delivering Best Value for the Council and its communities. 1.4 Members were advised in the April report that any changes to employee roles or grades would be carried out in line with existing HR policies, and that no reduction in employee numbers or redeployment was anticipated. This commitment has been delivered, with most roles now being re-evaluated and people successfully placed into posts in accordance with policy and without any impact on staffing levels or the need for redeployment.
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OFFICIAL In addition, some reporting lines have also changed as a result of posts moving across to other parts of the service to strengthen alignment and improve efficiency. 1.5 Members are asked to note that, following the completion of job evaluations and revisions to line management hierarchies, the post of Strategic Service Delivery Manager has also been evaluated and confirmed at Chief Officer level. This outcome reflects the expanded remit and enhanced strategic responsibilities of the role within the revised organisational structure, which now includes corporate oversight of Insurance, Risk Management and Health and Safety. These additional responsibilities strengthen governance and compliance arrangements and ensure the leadership capacity required to deliver the Council’s priorities effectively. In line with the Council’s Scheme of Delegated Functions, and subject to Member approval, the Council will be required to undertake a Chief Officer recruitment process to appoint to this post. Further detail is provided in Section 3 of this report. ___________________________________________________________________ 2 Recommendations 2.1 Members are asked to: • Note the progress made with implementing the agreed service changes within Finance and Resources. • Approve the establishment of the Chief Officer post, ‘Head of Business Services, Risk and Safety’, and authorise recruitment to this post in accordance with the Council’s Chief Officer Recruitment Process, as required under the Scheme of Delegated Functions. ___________________________________________________________________ 3 Summary of Service Changes Implemented 3.1 As highlighted in Section 1 of the report, Members agreed in April to strengthen the Finance and Resources function by approving changes to service management, informed by benchmarking and independent reviews. These changes increase capacity in core corporate services and enable the service to deliver targeted, high-quality advice and integrated support across the Council. 3.2 All changes to roles, grades, and reporting structures, as outlined in the following paragraphs 3.4 to 3.7, have been implemented in accordance with established HR procedures, with no impact on staffing levels or requirement for redeployment, as previously assured. 3.3 The following provides Members with an overview of the changes introduced since the April report: 3.4 Internal Audit – as noted previously, the proposed shared service model with West Dunbartonshire and Inverclyde Councils will not proceed due to financial, staffing, and governance complexities.
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OFFICIAL The Council has therefore retained its own internal audit and fraud services, supported by strengthened informal resource-sharing arrangements with partner Councils. To reinforce independence and clarify remit, the Chief Auditor role was redesigned and re-evaluated, separating internal audit responsibilities from risk management. A permanent Chief Auditor has now been appointed to the role, strengthening governance and enhancing compliance. The Chief Auditor role reports to the Director of Finance and Resources. 3.5 Risk Management – This function has been transferred to Business Services, with the former Risk Manager role re-evaluated and redesignated as Strategic Risk & Insurance Services Manager, which has now been successfully appointed. This post now reports to the Strategic Service Delivery Manager in Business Services. To further strengthen this area, a new Corporate Risk Officer post has been created and will be recruited to before the festive closure. In addition, the post of Insurance and Risk Management Co-ordinator has been re-evaluated and redesignated as Insurance and Claims Management Officer. These adjustments respond to external recommendations and position risk management alongside Health & Safety under a single leadership structure, ensuring improved integration and governance. 3.6 Health & Safety – This function has been transferred to Business Services, with the former Strategic Lead Partner (Health & Safety) role re-evaluated and redesignated as Strategic Health & Safety Manager, which has now been successfully appointed. The post now reports directly to the Strategic Service Delivery Manager in Business Services. To further strengthen this area, a new Health & Safety Coordinator role will be created and recruited to in the coming months. This integration aligns Health & Safety more closely with the Risk Management function, enhancing compliance and monitoring arrangements under a single leadership structure. 3.7 People & Organisational Development (POD) – Members will recall that the POD function is under review as part of these service changes. This review is essential to ensuring the Council has the workforce capacity, capability, and culture to deliver high-quality services. It was launched to modernise a structure unchanged for over a decade and to align resources with current and future needs. Progress has been strong, supported by extensive engagement with service teams and Trade Unions to ensure changes are fair, effective, and sustainable. While this collaborative approach has taken longer than anticipated, it reflects a commitment to getting it right. Work to re-evaluate roles and finalise the new structure is now well advanced and is scheduled for completion before the Festive closure. This restructure represents a significant step in accelerating delivery of the People Strategy. . 3.8 As a result of the realignment of functions and changes to line management structures outlined in paragraphs 3.5 to 3.7, the post of Strategic Service Delivery Manager required redesign and re-evaluation. This process has confirmed the role at Chief Officer level, reflecting its expanded remit, which now includes corporate oversight of Risk Management, Health & Safety, and Insurance Services. These enhanced responsibilities strengthen governance, compliance, and leadership capacity across critical areas of service delivery.
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OFFICIAL In accordance with Section 2 of the Council’s Scheme of Delegated Functions, Chief Officer posts, including Heads of Service, are approved through the Council’s Members Appointment Board, and cannot be made by Officers. Therefore, Member approval is sought to approve the creation of this post and proceed with recruitment through the Council’s Chief Officer Recruitment Process. Members can review the newly created Head of Business Services, Risk and Safety post at Appendix 1. ___________________________________________________________________ Implications of the Report 1. Financial – the recurring revenue implications of the above recommendations will be managed within existing budgets. Any systems development and implementation costs will be supported through application of a draw down from the Service Modernisation and Reform Fund. 2. HR & Organisational Development – As outlined in the report. 3. Community/Council Planning – • Our Renfrewshire is safe – the revised the revised management proposals in the report will allow the corporate H&S team to focus more clearly on their core objectives and will improve the efficiency of current H&S administrative arrangements. • Building strong, safe and resilient communities – as above 4. Legal - none 5. Property/Assets – none 6. Information Technology – the proposal to implement a bespoke H&S management system, and the potential consideration of a risk management system will be explored in line with the arrangements outlined in the Council’s Digital Strategy. 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.
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OFFICIAL 8. Health & Safety – the revised management proposals in the report will allow the corporate H&S team to focus more clearly on their core objectives and will improve the efficiency of current H&S administrative arrangements. 9. Procurement – the potential procurement of any ICT systems will be conducted in line with relevant procedures, and in line with the Digital Strategy. 10. Risk – the revised management and staffing arrangements outlined in the report will allow the service to implement the actions suggested from an independent review of the service, further improving risk management arrangements across the Council. 11. Privacy Impact - none 12. Climate Risk – none 13. Children’s Rights – none 14. Cosla Policy Position – none ___________________________________________________________________ Author: Alastair MacArthur, Director
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OFFICIAL 1 RENFREWSHIRE COUNCIL ROLE PROFILE 1 Job Details Job Title: Head of Business Services, Risk and Safety Directorate: Finance & Resources Service: Business Services Grade: CO20 Version Date: August 2025 2 Job Purpose To provide strategic leadership, corporate influence and management across a range of key Council functions, this Head of Service role will: - Be accountable for the operational and strategic delivery of Business Services, Risk & Insurance and Health and Safety, ensuring appropriate reporting to relevant Policy Boards. Lead a large and diverse workforce to meet the strategic needs of the Council by ensuring that effective and efficient, customer focused services are provided to Renfrewshire Council service users, Council services and partner organisations. Lead and develop the strategy for collection and recovery of Council Tax, Sundry Debt, Housing Benefit Overpayments, Business Rates and any other agreed sums due to the council in accordance with statute and council policy to maximise revenue across all income streams and ensure the service meets service performance indicators. Be accountable for the Financial Support and Payroll functions, ensuring adherence to processing targets, legislation, regulations and Council objectives. Lead the optimisation of the Council’s Advanced Automation and other operational digital capability across Business Services which support the wider Council, deploying technology viably to create optimal efficiency, accuracy and service improvement. Responsible for strategically leading and driving service efficiency and improvement across Business Services, ensuring that the Council’s responsibilities are carried out to the highest standard possible and in accordance with legislative and procedural requirements. Accountable for the provision of strategic leadership, management, and professional advice on all risk-related aspects of business operations, processes, and procedures including the development and implementation of the Council’s insurance strategy, and the procurement of insurance policies and contracts. Oversee the management of the end-to-end handling of insurance claims and any associated litigation. Accountable for the delivery of expert advice, guidance, and support to the
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OFFICIAL 2 Council and its Services to ensure the effective implementation of a corporate health and safety function, ensuring the Council meets its statutory and legal obligations and maintaining safe working environments for employees, service users, and all those impacted by its operations. 3 Reporting Relationships Reporting to the Director of Finance & Resources as a member of the Senior Management Team. Key working relationships include Elected Members, Corporate Management Team, Directorate and Service Management Teams, Trades Union Representatives and employees, Scottish/UK Government and COSLA and other relevant external bodies. 4 Outcomes The postholder will be expected to: Support the Director of Finance & Resources in the delivery of the Council Plan, Community Plan and the Council’s policy priorities. Provide strategic direction and leadership by developing and promoting a clear vision for the Business Services, Risk & Insurance and Health and Safety strategies. Advise and influence the Council’s Senior Leaders to adopt fresh approaches and lead transformational change that delivers long-term value for the organisation and its communities. Provide the strategic lead for identifying, promoting, supporting and encouraging opportunities to accelerate the development and delivery of transformation across Business services. Exhibit behaviours and professional standards of conduct that contribute to the development of a positive organisational culture and be responsible for the morale, motivation, performance and development of all employees. Lead the specification of the requirements for Administrative and Business Support across the Council’s diverse range of services ensuring the specification is adaptable to changing service needs and responsive to changing technology capabilities. Strategically lead Council Tax, Non-Domestic rates and Sundry Billing and Enforcement including any billing/enforcement activities subcontracted to the Council by other Local Authorities/Organisations. Ensure arrangements for write-off of debts in accordance with council policy are in place. Oversee the control of the discretionary budgets for Scottish Welfare Fund and Discretionary Housing Payment, ensuring efficient and customer- focussed application processes are in place, appropriate analysis is undertaken, and effective management information is produced.
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OFFICIAL 3 Lead the Council’s Payroll and Employee administration function ensuring all Council and partner organisation employees are paid accurately. Oversee the development and implementation of the Council’s Policy on Non- Residential charging, ensuring fair and effective implementation, aligned with the needs of clients and other stakeholders, for example, Renfrewshire Health and Social Care Partnership. Be accountable for the effective delivery of risk management and insurance services, including claims handling and litigation processes. Ensure the robust implementation of health and safety policies and procedures across all Council operations. Create monitor and review performance reporting information provided to Elected Members, CMT and the F&R Senior Management Team, where appropriate, carrying out complex analysis. Lead the development of the standardisation of processes to increase efficiency and effectiveness of service delivery for customers and stakeholders. Be accountable for the development and delivery of meaningful service performance measures, including key performance indicators and other performance targets in relation to the performance of Business Services. Lead and manage Business Services to achieve maximum productivity and maximise the utilisation of resources to deliver the best possible standards of customer service through pro-active planning and optimising deployment of available resources. Contribute to the improvement of equality outcomes for Renfrewshire citizens and staff by assisting the Council to meet its Public Sector Equality Duty (PSED). 5 Knowledge The post holder needs to be able to demonstrate an understanding or experience of: Extensive experience and a proven successful track record in senior management in a large, complex organisation. Substantial experience of leading large multi-disciplinary professional staff within a dynamic and public facing environment that is focused on delivering high performing services, to both internal and external customers. Significant experience of budgetary management and control. Significant experience of leading service improvements and transformation projects.
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OFFICIAL 4 A sound knowledge of the legislative and policy environment in which the Council operates. Ability to plan strategically and corporately and deliver best value in the use of public resources. Ability to successfully contribute and influence as part of a corporate team responsible for the performance of the entire Council. Practical knowledge and experience of leading robust performance management, service and quality improvement at an individual and service level. Demonstrating a sound understanding of the role of elected members and experience of working in a political environment, being politically astute with a demonstrable track record of successful relationship management with elected members, board members and other similar stakeholder groups. Managing active consultation, engagement and working with trade unions. Highly developed risk skills covering risk analysis, risk awareness, monitoring and management of risk at a strategic, service and operational level. Understanding key drivers in a business area and working in partnership with stakeholders to measurably improve service delivery. Practical knowledge of engagement philosophies and leading complex negotiations. 6 Job specific skills and competencies The post holder is expected to demonstrate: The ability to develop effective, business driven strategies, solutions and service delivery models. Strategic leadership across multiple service areas, driving continuous improvement, efficiency, and quality to ensure they collectively deliver value, meet organisational priorities, and achieve positive outcomes for communities. An ability to assess competing business needs and requirements from multiple sources, evaluating and producing recommended options for future delivery. High functioning and demonstrable leadership & managerial skills. Exemplary programme & project management skills and track record of successful delivery. Strong written and verbal communication skills and ability to tailor
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OFFICIAL 5 communications depending on the audience. Highly developed and adaptable relationship, influencing and negotiation skills. Strong and effective team working and team building skills. Strong business focus with the proven ability to give the customer a voice and exceed customer expectations. Proven management and motivational skills. Experience of managing budgets. 7 Organisational Behaviours The post holder is expected to display the following behaviours: Communication - Communicates in a way that is clear, open, honest and constructive; shares, listens and responds to information, options, ideas and instructions. Customer Focus - Recognises customer service as part of everyone’s job; takes into account customer needs and expectations; strives to meet expectations where possible, manages expectations where this is not possible; is proactive in improving the service. Professionalism - Maintains the standards expected by the service and the organisation at all times; remembers that they are representing the Council. Respect - Behaves in a way that demonstrates respect for people, property and policy. Creative/Innovative Thinking - Looks for creative ways to continuously improve the service. Engagement - Understands the importance of employee commitment; creates a positive atmosphere, which motivates people to contribute to the task at hand. Future Focussed - Looks to the future of the organisation and its contribution to the Renfrewshire community; focuses on sustainability; has a business focus; is commercially aware – understands that everything has a cost and is able to make best use of all resources; understands how the organisation operates both formally and informally; demonstrates awareness of political sensitivity. Team Leadership – Provide active leadership to the team, service and organisation; demonstrates organisational values, is transparent in their approach, ethical, encourages trust and respect, is self-aware and self-regulates their behaviour. Equality & Diversity – To actively commit to the Council’s equality and diversity vision statement and associated policies that ‘promote fairness and equality and celebrate diversity, in dealing with colleagues, clients and service users.
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OFFICIAL 6 8 Requirements of the Job The post holder needs to hold as a minimum: Relevant degree or professional qualification and/or Member of Professional Institution/Association. 9 Development The post holder must have undertaken or be committed to undertaking the following within a specified period: Continuous professional development in line with the requirements of membership of a registered professional body. Adherence to the Council’s commitment to health and safety, supporting employee attendance, equal opportunities, data protection, information security, financial management and compliance with all relevant policies. This description is indicative of the nature and level of responsibilities associated with this job. It is not exhaustive, and the jobholder will be required to undertake other duties and responsibilities commensurate with the grade or as the chief executive may direct. A flexible approach in the discharge of duties is essential. Areas of responsibility identified are subject to change as part of the on-going review and improvement of the organisation and performance of the Council.