Agenda Document Pack - Finance, Resources and Customer Services Policy Board - 20/11/2025
Renfrewshire Council · 20 November 2025
Back to Finance, Resources and Customer Services Policy Board — 20 November 2025 and its agenda
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13/11/2025 Notice of Meeting and Agenda Finance, Resources and Customer Services Policy Board Date Time Venue Thursday, 20 November 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 James MacLaren: Councillor Sam Mullin: Councillor Iain Nicolson: Councillor Jim Paterson: Further Information - online meetings only This meeting is on-line only but is a meeting which is open to members of the public by prior arrangement. A copy of the agenda and reports for this meeting will be available for inspection prior to the meeting at the Customer Service Centre, Renfrewshire House, Cotton Street, Paisley and online at http://renfrewshire.cmis.uk.com/renfrewshire/CouncilandBoards.aspx For further information, please email democratic-services@renfrewshire.gov.uk Webcasting of Meeting This meeting will be filmed for live or subsequent broadcast via the Council’s internet site – at the start of the meeting the Convener will confirm if all or part of the meeting is being filmed. To find the webcast please navigate to https://renfrewshire.public-i.tv/core/portal/home MARK CONAGHAN Head of Corporate Governance Page 1 of 442
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13/11/2025 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 11 September 2025. 7 - 10 2 Revenue and Capital Budget Monitoring 2025/26 at 19 September 2025 Report by the Director of Finance & Resources. 11 - 24 3 Revenue and Capital Budget Monitoring – Council Overview as at 19 September 2025 Report by the Director of Finance & Resources. 25 - 38 4 Business Services Performance Report Report by the Director of Finance & Resources. 39 - 52 5 Customer Services Performance Report Report by the Director of Finance & Resources. 53 - 58 6 Civic Hospitality Report by the Director of Director of Finance & Resources. 59 - 62 7 Finance and Resources Service Update Report by the Director of Finance & Resources. 63 - 74 8 Local Government Terms and Conditions of Employment Report by the Director of Finance & Resources. 75 - 82 9 Revised Health and Safety Policies Report by the Director of Finance & Resources. 83 - 102 Page 2 of 442
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13/11/2025 10 Annual progress report on the Council’s People Strategy ‘Our People Our Future 2021–2026’ Report by the Director of Finance & Resources. 103 - 120 11 People Strategy 2021-2026 – Council Workforce Demographics and People Metrics (1 April to 30 September 2025) Report by Director of Finance & Resources. 121 - 134 12 Facilities and Property Services - Service Update Report Report by the Director of Environment, Housing & Infrastructure. 135 - 146 13 Building Services – Business Plan Update Report by the Director of Environment, Housing & Infrastructure. 147 - 158 14 Finance & Resources Service Improvement Plan 2025/28 Mid-Year Update Report by the Director of Finance & Resources. 159 - 194 15 Chief Executive’s Service Improvement Plan 2025/26 Mid- Year Monitoring Report Report by the Chief Executive. 195 - 248 16 Environment, Housing & Infrastructure - Service Improvement Plan 2025/28 Mid-Year Monitoring Report Report by the Director of Environment, Housing & Infrastructure. 249 - 278 17 Chief Executive’s Service – Mid-year Health and Safety Report Report by the Chief Executive. 279 - 292 18 Environment, Housing and Infrastructure (EHI) Health, Safety and Wellbeing Plan 2025 – 2028: Mid-year (6 month) Update Report by the Director of Environment, Housing & Infrastructure. 293 - 306 19 Annual Procurement Report for the period 1 April 2024 to 31 March 2025 Report by the Director of Finance & Resources. 307 - 350 Page 3 of 442
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13/11/2025 20 Contract Authorisation Report for Thistle Primary School Main Works Contract Joint report by the Director of Finance & Resources and the Director of Environment, Housing & Infrastructure. 351 - 358 21 Contract Authorisation Report for Erskine Library – Hire of Modular Building (RC-CPU-25-134) Joint report by the Director of Finance & Resources and the Director of Environment, Housing & Infrastructure. 359 - 364 22 Contract Authorisation Report for the Design, supply and installation of Lagoon Active Play (RC-CPU-25-139) Joint report by the Director of Finance & Resources and the Director of Environment, Housing & Infrastructure. 365 - 372 23 Contract Authorisation Report for Vehicle and Plant Hire with Operatives (RC-CPU-24-322) Joint report by the Director of Finance & Resources and the Director of Environment, Housing & Infrastructure. 373 - 376 24 Contract Authorisation Report for Maintenance and Refurbishment of Tenanted Properties (RC-CPU-24-208) Joint report by the Director of Finance & Resources and the Director of Environment, Housing & Infrastructure. 377 - 382 25 Contract Authorisation Report for Phase 2 Housing Management System Consultancy (Ref: RC-CPU-25-125) Joint report by the Director of Finance & Resources and the Director of Environment, Housing & Infrastructure. 383 - 388 26 Contract Authorisation Report for Processing & Recycling of Gully Waste (RC-CPU-25-086) Joint report by the Director of Finance & Resources and the Director of Environment, Housing & Infrastructure. 389 - 394 27 Contract Authorisation Report for Measured Term Contract for Provision of Scaffolding and Associated Works (RC-CPU-25-046) Joint report by the Director of Finance & Resources and the Director of Environment, Housing & Infrastructure. 395 - 400 Page 4 of 442
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13/11/2025 28 Contract Authorisation Report for Council Wide Laundry Maintenance (RC-CPU-25-103) Joint report by the Director of Finance & Resources and the Director of Environment, Housing & Infrastructure. 401 - 406 29 Contract Authorisation Report for External Works – Ferguslie Green Line – Belltrees (RC-CPU-25-006) Joint report by the Chief Executive and the Director of Finance & Resources. 407 - 412 30 Contract Authorisation Report for Delivery of Workshops, Surgeries and Expert Help to support Business Gateway (RC-CPU-25-124) Joint report by the Chief Executive and the Director of Finance & Resources. 413 - 418 31 Contract Authorisation Report for Erskine Civic Plaza (RC-CPU-25-007) Joint report by the Chief Executive and the Director of Finance & Resources. 419 - 424 32 Contract Authorisation Report for Software Asset Management as a Service (SAMaaS) (RC-CPU-25-041) Report by the Director of Finance & Resources. 425 - 430 33 Contract Authorisation Report for Microsoft Enterprise Agreement ( RC-CPU-25-104) Report by the Director of Finance & Resources. 431 - 436 34 Contract Authorisation Report for Provision of a Professional Independent Advocacy Service for Adults (RC-CPU-25-063) Joint report by the Director of Finance & Resources and the Chief Officer, Renfrewshire Health and Social Care Partnership. 437 - 442 Exempt Item Exempt documents are no longer available in print format. You will require to click on this link and log in to access the documents. Please note that access to exempt documents is now restricted. Page 5 of 442
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13/11/2025 EXCLUSION OF PRESS AND PUBLIC The Board may by resolution exclude the press and public from the meeting during consideration of the following items of business as it is likely, in view of the nature of the business to be transacted, that if members of the press and public are present, there could be disclosure to them of exempt information as defined in paragraphs 6 & 14 of Part I of Schedule 7A of the Local Government (Scotland) Act, 1973. 35 Business Services Accounts for Write Off Report by the Director of Finance & Resources. Page 6 of 442
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Minute of Meeting Joint Consultative Board (Non-Teaching) Date Time Venue Thursday, 11 September 2025 15:00 Via Teams Platform, Present Councillor Audrey Doig, Councillor Chris Gilmour, Councillor Lisa-Marie Hughes, Councillor Sam Mullin. Representing Trades Unions A Canning (GMB); B Fallon, C Goodhall, S Hicks and M McIntyre (all UNISON); and G Cochrane (UNITE). In Attendance L Cameron, Interim Head of Health & Social Care (Paisley), RHSCP; C Dalrymple, Head of Facilities & Property Services (Environment, Infrastructure & Housing); R Laouadi, HR Manager; S Fanning, Strategic Lead Partner (Health & Safety); J Barron, Committee Services Officer and D Cunningham, Committee Services & Licensing Officer (all Finance & Resources). Item 1 Page 7 of 442
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Appointment of Chairperson In accordance with the terms of the constitution of the Joint Consultative Board (Non- Teaching), which stated that the Chair of the Board should alternate between the management-side and the trade unions it was proposed and agreed that S Hicks (UNISON) Chair this meeting of the JCB (Non-Teaching). DECIDED: That S Hicks chair the meeting. 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 Airle-Nicolson; and M Ferguson (UNISON). Declaration 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 Mullin indicated that he had a connection to items 1, 2 and 3 of the agenda by reason of his membership of the union GMB. However, he indicated that he had applied the objective test and did not consider he had an interest to declare. Councillor Hughes indicated that she had a connection to items 1, 2 and 3 of the agenda by reason of her membership of the union Unison. However, she indicated that she had applied the objective test and did not consider she had an interest to declare. 1 Health Safety & Wellbeing There was submitted a report by the Director of Finance & Resources relative to developments in relation to health, safety and wellbeing achievements of the Council since the last meeting of this Board in June 2025. Page 8 of 442
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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 nine grievances as at September 2025, one more case than at the previous meeting of this Board in June 2025. DECIDED: That the report be noted. 3 Agency Workers There was submitted a report by the Director of Finance & Resources relative to the number of agency staff employed within the Council as at July 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 20 November 2025 via the Teams platform Page 9 of 442
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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: Revenue and Capital Budget Monitoring 2025/26 at 19 September 2025 ___________________________________________________________________ 1. Summary 1.1 At the close of reporting Period 6 on 19 September 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 £0.513m (0.5%) against the revised budget for the year. 1.2 The projected capital outturn at 31 March 2026 for projects reporting to the Finance, Resources and Customer Services Policy Board is a break-even position. 1.3 This is summarised over the relevant services in the table below and further analysis is provided in the report and appendices. Revised Annual Budget £000 Projected Outturn £000 Budget Variance (Adv)/Fav £000 Budget Variance % Revenue Finance and Resources 50.513 50.443 0.070 0.1% Environment, Housing and Infrastructure 28.163 28,633 (0.470) (1.7%) Chief Executive's Service (Estates) 0.683 0.796 (0.113) (16.5%) Miscellaneous 18.114 18.114 0 0% Total 97.473 97,986 (0.513) (0.5%) Capital Finance, Resources and Customer Services Policy Board 9.662 9.662 0 0% Item 2 Page 11 of 442
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OFFICIAL 2. Recommendations 2.1 Members are requested to: a) Note the projected Revenue outturn overspend position of £0.513m; b) Note the projected Capital outturn break-even position; and c) Note the budget adjustments detailed at section 6. 3. Revenue Budget Projection – overspend of £0.513m 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. The impact of any change on this projection will be updated at each board cycle until the close of reporting Period 10. Budget holders are obliged to seek mitigating action to minimise significant budget variances. 4. Objective Analysis – Significant Variances 4.1 Environment, Housing and Infrastructure - £0.470m overspend The Public Building Repairs budget is currently forecasting an overspend of £0.486m. This position arises despite the Council allocating additional funding to the service in the 2025/26 financial year. The overspend is primarily driven by continued inflationary pressures and rising costs, which have impacted the service over the last number of years The position continues to be closely monitored by management, with work ongoing to understand the underlying cost drivers. 4.2 Chief Executive’s Service (Estates) - £0.113m 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. Page 12 of 442
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OFFICIAL 5. Subjective Analysis – Significant Variances 5.1 Employee Costs - £1.223m underspend Environment, Housing and Infrastructure is projecting an underspend of £1.113m, which reflects current high staff turnover and recruitment challenges. This position is being managed and will continue to be monitored for the remainder of the year. 5.2 Premises Related - £1.475m 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. 5.3 Transfer Payments - £0.552m underspend This budget consists predominantly of apprenticeship levy associated with employee costs, and is therefore connected to the staffing underspend detailed above. 6. Revenue Budget Virements 6.1. Under the Council’s financial regulations, Directors and their nominated officers, in consultation with the Director of Finance and Resources, have certain delegated authority to transfer sums between subjective budget headings within a service division to enable budget management throughout the financial year. This is known as budget virement. 6.2. Transfers between divisions of the same service / department in excess of £100,000, and transfers between services / departments must be authorised by the respective service Director and the Director of Finance and Resources for submission to the relevant policy board for approval. The budget adjustments processed since the previous report to board reflect the allocation of centrally held budgets already approved or within delegation, and therefore material adjustments are reported here for noting only. Page 13 of 442
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OFFICIAL Objective Heading Subjective Heading Amount (£m) Reason Miscellaneous Employees (20.844) Allocation to services of funding for 25/26 pay inflation and increase in employer NI Finance & Resources Employees 1.381 Allocation of funding for 25/26 pay inflation Environment, Housing & Infrastructure Employees 0.868 Allocation of funding for 25/26 pay inflation 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 £9.662m. 7.2 The in-year Capital budget is forecast to break even by 31 March 2026, however, this will be monitored as the projects progress. Further details of the programme can be found in the Capital Monitoring report at Appendix 2. 7.3 There have been no budget movements since the last report. Implications of the Report 1. Financial The projected budget outturn position for Finance, Resources and Customer Services’ Revenue budget is an overspend of £0.513m (0.5%) at 31 March 2026. Income and expenditure will continue to be monitored closely for the rest of the financial year, with steps being taken as far as possible to mitigate any overspends. The projected outturn position for Finance, Resources and Customer Services’ Capital budget is break-even, after the adjustments outlined at section 7. 2. HR & Organisational Development While staffing budgets form a significant proportion of the Council’s revenue budgets, there are no direct implications arising from the recommendations in this report. 3. Community/Council Planning Community Plan Our Renfrewshire is thriving The Council’s revenue and capital spend ensures that its facilities are fit for purpose and safe for the community, to maximise accessibility. Our Renfrewshire is well Our Renfrewshire is fair Our Renfrewshire is safe Page 14 of 442
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OFFICIAL 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. 8. Health & Safety The capital expenditure noted in this report will result in lifecycle maintenance improvements to existing properties and replacement of ICT assets, which may in some cases improve health and safety measures. 9. Procurement While Procurement is an important consideration prior to the Council incurring any revenue or capital spend, there are no direct implications arising from the recommendations in this report. 10. Risk The potential financial risk that the Council will overspend its approved revenue budgets for the year is managed at a Council-wide level by the Chief Executive and Directors. Page 15 of 442
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OFFICIAL 11. Privacy Impact There are no direct implications arising from the recommendations in this report. 12. Cosla Policy Position N/a 13. Children’s Rights There are no direct implications arising from the recommendations in this report. 14. Climate Change The Council aims to reduce its carbon and other emissions to net zero by 2030, however there are no direct implications arising from the recommendations in this report. List of Background Papers • Revenue Budget and Council Tax 2025/26, Council 27 February 2025 • The Capital Investment Programme 2025/26 to 2029/30, Council 27 February 2025 Author: Valerie Howie and Lisa Dickie, Finance Business Partners; Alison Burns, Corporate Finance Manager; and Linsey McGregor, Capital Accountant. Page 16 of 442
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Appendix 1 OFFICIAL RENFREWSHIRE COUNCIL REVENUE BUDGET MONITORING STATEMENT 2025/26 1 April 2025 to 19 September 2025 POLICY BOARD: FINANCE, RESOURCES & CUSTOMER SERVICES Objective Summary Annual Budget at Period 3 Budget Adjustments Revised Annual Budget at Period 6 Projected Outturn Budget Variance (Adverse) or Favourable Previous Projected Outturn Variance Movement £000 £000 £000 £000 £000 % £000 £000 Finance and Resources 49,123 1,390 50,513 50,443 70 0.1% (69) 139 Environment, Housing and Infrastructure 27,201 962 28,163 28,633 (470) (1.7%) (540) 70 Chief Executive's Service (Estates) 526 156 683 796 (113) (16.5%) (74) (39) Miscellaneous 38,958 (20,844) 18,114 18,114 0 0.0% 0 0 NET EXPENDITURE 115,808 (18,336) 97,473 97,986 (513) (0.5%) (683) 170 Subjective Summary Annual Budget at Period 3 Budget Adjustments Revised Annual Budget at Period 6 Projected Outturn Budget Variance (Adverse) or Favourable Previous Projected Outturn Variance Movement £000 £000 £000 £000 £000 % £000 £000 Employees 107,004 (16,371) 90,633 89,410 1,223 1.3% 837 386 Premises Related 11,142 (183) 10,959 12,434 (1,475) (13.5%) (1,486) 11 Transport Related 2,352 25 2,377 2,457 (80) (3.4%) (61) (19) Supplies and Services 26,073 (1,331) 24,742 24,887 (145) (0.6%) (94) (51) Third Party Payments 1,868 0 1,868 1,860 8 0.4% 9 (1) Transfer Payments 46,618 653 47,271 46,719 552 1.2% 20 532 Support Services 690 170 860 909 (49) (5.7%) 2 (51) Depreciation and Impairment Losses 14,732 177 14,909 14,909 0 0.0% 0 0 GROSS EXPENDITURE 210,479 (16,861) 193,619 193,585 34 0.0% (773) 807 Income (94,671) (1,475) (96,146) (95,599) (547) (0.6%) 90 (637) NET EXPENDITURE 115,808 (18,336) 97,473 97,986 (513) (0.5%) (683) 170 Page 17 of 442
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Appendix 1 OFFICIAL RENFREWSHIRE COUNCIL REVENUE BUDGET MONITORING STATEMENT 2025/26 1 April 2025 to 19 September 2025 POLICY BOARD: FINANCE, RESOURCES & CUSTOMER SERVICES Objective Summary Annual Budget at Period 3 Budget Adjustments Revised Annual Budget at Period 6 Projected Outturn Budget Variance (Adverse) or Favourable Previous Projected Outturn Variance Movement £000 £000 £000 £000 £000 % £000 £000 Finance and Resources Directorate (859) 23 (836) (821) (15) (1.8%) (9) (6) Audit Services 615 25 640 603 37 5.8% 10 27 Corporate Governance 3,441 111 3,552 3,512 40 1.1% 3 37 Digital, Transformation & Customer Services 24,730 656 25,386 25,390 (4) 0.0% (64) 60 Finance and Procurement 5,000 137 5,137 5,133 4 0.1% 2 2 Business Services 7,194 345 7,539 7,535 4 0.1% 3 1 People & Organisational Development 2,274 93 2,367 2,348 19 0.8% 5 14 Social care (non-delegated) 818 0 818 832 (14) (1.7%) (18) 4 Council and Externally Funded Schemes 5,910 0 5,910 5,911 (1) 0.0% (1) 0 NET EXPENDITURE 49,123 1,390 50,513 50,443 70 0.1% (69) 139 Page 18 of 442
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Appendix 1 OFFICIAL RENFREWSHIRE COUNCIL REVENUE BUDGET MONITORING STATEMENT 2025/26 1 April 2025 to 19 September 2025 POLICY BOARD: FINANCE, RESOURCES & CUSTOMER SERVICES - FINANCE & RESOURCES Subjective Summary Annual Budget at Period 3 Budget Adjustments Revised Annual Budget at Period 6 Projected Outturn Budget Variance (Adverse) or Favourable Previous Projected Outturn Variance Movement £000 £000 £000 £000 £000 % £000 £000 Employees 37,604 1,409 39,013 39,068 (55) (0.1%) (276) 221 Premises Related 2,441 306 2,747 2,772 (25) (0.9%) (27) 2 Transport Related 249 25 274 264 10 3.6% 17 (7) Supplies and Services 11,756 (75) 11,681 11,731 (50) (0.4%) 46 (96) Third Party Payments 1,868 0 1,868 1,860 8 0.4% 9 (1) Transfer Payments 46,154 9 46,163 45,641 522 1.1% 7 515 Support Services 409 (9) 400 392 8 2.0% 9 (1) Depreciation and Impairment Losses 0 0 0 0 0 0.0% 0 0 GROSS EXPENDITURE 100,481 1,665 102,146 101,728 418 0.4% (215) 633 Income (51,358) (275) (51,633) (51,285) (348) (0.7%) 146 (494) NET EXPENDITURE 49,123 1,390 50,513 50,443 70 0.1% (69) 139 Page 19 of 442
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Appendix 1 OFFICIAL Objective Summary Annual Budget at Period 3 Budget Adjustments Revised Annual Budget at Projected Outturn Previous Projected Outturn Movement £000 £000 £000 £000 £000 % £000 £000 Building Services 155 18 173 173 0 0.0% 0 0 Public Building Repairs 6,514 106 6,620 7,106 (486) (7.3%) (500) 14 Soft Facilities Management Services 20,478 748 21,226 21,210 16 0.1% (40) 56 Property Services 54 90 144 144 0 0.0% 0 0 NET EXPENDITURE 27,201 962 28,163 28,633 (470) (1.7%) (540) 70 Subjective Summary Annual Budget at Period 3 Budget Adjustments Revised Annual Budget at Projected Outturn Previous Projected Outturn Movement £000 £000 £000 £000 £000 % £000 £000 Employees 33,935 691 34,626 33,348 1,278 3.7% 1,113 165 Premises Related 4,478 73 4,551 6,001 (1,450) (31.9%) (1,459) 9 Transport Related 1,812 0 1,812 1,902 (90) (5.0%) (78) (12) Supplies and Services 12,349 0 12,349 12,379 (30) (0.2%) (115) 85 Third Party Payments 0 0 0 0 0 0.0% 0 0 Transfer Payments 162 5 167 137 30 18.0% 13 17 Support Services 1,240 116 1,356 1,413 (57) (4.2%) (7) (50) Depreciation and Impairment Losses 1,500 177 1,677 1,677 0 0.0% 0 0 GROSS EXPENDITURE 55,476 1,062 56,538 56,857 (319) (0.6%) (533) 214 Income (28,275) (100) (28,375) (28,224) (151) (0.5%) (7) (144) NET EXPENDITURE 27,201 962 28,163 28,633 (470) (1.7%) (540) 70 Budget Variance (Adverse) or Favourable REVENUE BUDGET MONITORING STATEMENT 2025/26 1 April 2025 to 19 September 2025 POLICY BOARD : FINANCE, RESOURCES & CUSTOMER SERVICES - ENVIRONMENT, HOUSING AND INFRASTRUCTURE RENFREWSHIRE COUNCIL POLICY BOARD: FINANCE, RESOURCES & CUSTOMER SERVICES - ENVIRONMENT, HOUSING AND INFRASTRUCTURE Budget Variance (Adverse) or Favourable Page 20 of 442
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Appendix 1 OFFICIAL RENFREWSHIRE COUNCIL REVENUE BUDGET MONITORING STATEMENT 2025/26 1 April 2025 to 19 September 2025 POLICY BOARD: FINANCE, RESOURCES & CUSTOMER SERVICES - CHIEF EXECUTIVE'S SERVICE (ESTATES) Subjective Summary Annual Budget at Period 3 Budget Adjustments Revised Annual Budget at Period 6 Projected Outturn Budget Variance (Adverse) or Favourable Previous Projected Outturn Variance Movement £000 £000 £000 £000 £000 % £000 £000 Employees 0 0 0 0 0 0.0% 0 0 Premises Related 1,285 94 1,379 1,379 0 0.0% 0 0 Transport Related 0 0 0 0 0 0.0% 0 0 Supplies and Services 4 0 4 69 (65) (1625.0%) (25) (40) Third Party Payments 0 0 0 0 0 0.0% 0 0 Transfer Payments 66 0 66 66 0 0.0% 0 0 Support Services 441 62 503 503 0 0.0% 0 0 GROSS EXPENDITURE 1,796 156 1,952 2,017 (65) (3.3%) (25) (40) Income (1,270) 0 (1,269) (1,221) (48) (3.8%) (49) 1 NET EXPENDITURE 526 156 683 796 (113) (16.5%) (74) (39) Page 21 of 442
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Appendix 1 OFFICIAL RENFREWSHIRE COUNCIL REVENUE BUDGET MONITORING STATEMENT 2025/26 1 April 2025 to 19 September 2025 POLICY BOARD: FINANCE, RESOURCES & CUSTOMER SERVICES - MISCELLANEOUS Subjective Summary Annual Budget at Period 3 Budget Adjustments Revised Annual Budget at Period 6 Projected Outturn Budget Variance (Adverse) or Favourable Previous Projected Outturn Variance Movement £000 £000 £000 £000 £000 % £000 £000 Employees 35,465 (18,471) 16,994 16,994 0 0.0% 0 0 Premises Related 2,938 (656) 2,282 2,282 0 0.0% 0 0 Transport Related 291 0 291 291 0 0.0% 0 0 Supplies and Services 1,964 (1,256) 708 708 0 0.0% 0 0 Third Party Payments 0 0 0 0 0 0.0% 0 0 Transfer Payments 236 639 875 875 0 0.0% 0 0 Support Services (1,400) 1 (1,399) (1,399) 0 0.0% 0 0 Depreciation and Impairment Losses 13,232 0 13,232 13,232 0 0.0% 0 0 GROSS EXPENDITURE 52,726 (19,743) 32,983 32,983 0 0.0% 0 0 Income (13,768) (1,101) (14,869) (14,869) 0 0.0% 0 0 NET EXPENDITURE 38,958 (20,844) 18,114 18,114 0 0.0% 0 0 Page 22 of 442
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Appendix 2 OFFICIAL Prior Years Approved Budget Revised Projected Total Approved Projected Expenditure Budget Adjustments Budget Outturn Budget Outurn Project Title to 31/03/2025 2025-26 since previous 2025-26 2025-26 to 31-Mar-30 to 31-Mar-30 Board report £000 £000 £000 £000 £000 £000 £000 CORPORATE PROJECTS ICT Infrastructure Maintenance & Renewal Programme 0 1,269 0 1,269 1,269 0 0% 4,469 4,469 0 0% Lifecycle Capital Maintenance (LCM) Fund 0 6,650 0 6,650 6,650 0 0% 22,583 22,583 0 0% Artificial Pitch Upgrades 1,315 1,186 0 1,186 1,186 0 0% 2,501 2,501 0 0% Digital Infrastructure Provision 1,907 29 0 29 29 0 0% 1,936 1,936 0 0% Commnunity Empowerment Fund 684 266 0 266 266 0 0% 951 951 0 0% Villages Improvement Fund 349 201 0 201 201 0 0% 550 550 0 0% Greenspaces and Parks 0 60 0 60 60 0 0% 60 60 0 0% Retail Improvement Fund 149 1 0 1 1 0 0% 150 150 0 0% TOTAL FINANCE, RESOURCES & CUSTOMER SERVICES BOARD 4,404 9,662 0 9,662 9,662 0 0% 33,200 33,200 0 0% RENFREWSHIRE COUNCIL CAPITAL INVESTMENT STRATEGY - NON-HOUSING SERVICES 1st April to 19th September 2025 POLICY BOARD: FINANCE, RESOURCES & CUSTOMER SERVICES Current Year 2025-26 Full Programme - All years Budget Variance (Adverse) or Favourable Budget Variance (Adverse) or Favourable CAPITAL Page 23 of 442
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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: Revenue and Capital Budget Monitoring – Council Overview as at 19 September 2025 __________________________________________________________________ 1. Summary of Financial Position 1.1 At the close of reporting Period 6 on 19 September 2025, the projected revenue outturn position at 31 March 2026 for Council services is an overspend position of £0.859m (0.2%) against the revised budget for the year. Adult Services (HSCP) is projecting an overspend of £5.482m (4.9%), resulting in a combined projected overspend of £6.341m (1.1%). 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) 456.434 457.293 (0.859) (0.445) Adult Services (HSCP) 111.791 117.273 (5.482) (5.969) Housing Revenue Account (HRA) 0 0 0 0 Total 568.225 574.566 (6.341) (6.414) Capital Variance % General Fund Services 118.774 118.774 0 0.0% Housing Revenue Account (HRA) 46.546 46.546 0 0.0% Total 165.320 165.320 0 0.0% Item 3 Page 25 of 442
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OFFICIAL 2. Recommendations 2.1 Members are requested to: a) Note the projected Revenue outturn overspend position of £6.341m; b) Note the projected Capital outturn break-even position; and c) Note the prudential indicators detailed in section 7 of the report. _________________________________________________________ 3. Revenue Budget Projection – overspend of £6.341m by 31 March 2026 3.1 The projected overspend of £6.341m across all services includes £5.482m for Adult Services (HSCP), leaving a forecast overspend of £0.859m 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 - £0.154m overspend This projected overspend includes £1.243m 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 £0.807m 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 Costs, due to increased janitorial costs across the school estate. These overspends are partly offset by underspends projected in: Third Party Payments mainly due to the number of fostering and kinship arrangements being less than previously predicted; in teaching and non-teaching costs within Early Learning & Childcare and Additional Support for Learning; and a projected over-recovery of income (£0.647m) in Early Learning & Childcare relating to cross-boundary charges, and in Children & Families across a number of headings. Page 26 of 442
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OFFICIAL 4.2 Infrastructure, Land & Environment - £0.252m overspend The projected overspend arises from two main areas of the service, being Waste Services and Social Transport. Within Refuse Collection employee costs are impacting the overspend, with contract inflation in Waste Disposal also creating pressures. In Social Transport, the pressure arises from the need to hire agency staff to cover for long-term sickness absence and vacancies. The service is actively working with HR to effectively manage this within the team. 4.3 Finance, Resources & Customer Services - £0.513m overspend The anticipated overspend is mainly driven by Public Building Repairs (£0.486m), 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 - £5.482m 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. There is also a forecast overspend within Learning Difficulties in relation to Adult Care Placements driven by increases in client needs, and therefore service demand. 4.5 Housing Revenue Account (HRA) - break even The HRA is projected to break-even overall in 2025/26. Demand for repairs to HRA premises, including void properties, is still currently expected to be managed within the revised budget levels. 5. Capital Budget Projection – Housing Services Programme 5.1 The HRA Capital Investment Programme 2025/26 to 2029/30 was approved by the Council on 27 February 2025. For 2025/26, the approved capital budget totalled £52.836m. The current revised programme totals £46.546m, a decrease of £6.290m, 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. Page 27 of 442
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OFFICIAL 5.2 Capital expenditure to 19 September 2025 amounted to £8.728m, representing 19% of available resources, compared to 33% for the same period in 2024/25. This is as a result of planned council house new build not anticipated to commence until later in the financial year. 5.3 15% of expected capital income has been received to date, compared to 16% for the equivalent period in 2024/25. This indicator is dependent on the timing of asset disposals, and on the receipt of grants. 5.4 The projected outturn position, after budget changes, is for the Housing Services Programme to break even (see Appendix 2). However, inflationary impacts of delays to work and related cost estimates are still ongoing and may result in this forecast being revised at a future date. 6. Capital Monitoring: Non-Housing Services Programme 6.1 The General Services Capital Investment Programme 2025/26 to 2029/30 was approved by Council on 27 February 2025. For 2025/26, the approved capital budget totalled £118.199m. The current revised programme totals £118.774m (an increase of £0.575m) resulting mainly from the net effect of: • budget increases of £4.500m, mainly as result of additional funding approved at the September Council meeting for Paisley Museum, and grant funded from Scottish government (£0.396m); and • budget carried forward from 2025/26 into 2026/27 of (£4.000m); 6.2 Capital expenditure to 19 September 2025 totals £43.794m, representing 37% of the available resources, compared to 28% for the equivalent period in 2024/25. 6.3 Capital income totalling £23.901m has been received to 19 September 2025. This represents 61% of the total anticipated income, compared to 31% for the equivalent period in 2024/25. This is due to receiving City Deal Grant of £13.7m in 2025/26. 6.4 The projected outturn position after these budget changes is to break even (see Appendix 2). However, the full impact of inflation on capital costs on each project is not yet determined, with increased costs through inflation and compliance expected to increase the risk of overspends across the capital programme. Page 28 of 442
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OFFICIAL 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. 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 524 522 Housing 173 156 Total 697 678 Page 29 of 442
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OFFICIAL 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 (IFRS16) 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. 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 602 556 Other Long-Term Liabilities 95 122 Total 697 678 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 IFRS16 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 632 583 Other Long-Term Liabilities 95 123 Total 727 706 Page 30 of 442
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OFFICIAL 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 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 £0.833m for 2025/26. The current revised programme totals £1.100m (an increase of £0.267m) which reflects net budget increase approved by the Communities and Housing Policy Board on 13 May 2025. 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 £6.341m (1.1%) 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. Page 31 of 442
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OFFICIAL 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. 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. Page 32 of 442
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OFFICIAL 7. Equality & Human Rights While new areas of spend may impact on particular groups, any such impact would be assessed prior to the spend being incurred, therefore there are no direct implications arising from the recommendations in this report. 8. Health & Safety There are no direct implications arising from the recommendations in this report. 9. Procurement While Procurement is an important consideration prior to the Council incurring any revenue or capital spend, there are no direct implications arising from the recommendations in this report. 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 Page 33 of 442
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OFFICIAL • 2025/26 Delegated Health and Social Care Budget, Renfrewshire Integration Joint Board 21 March 2025 ___________________________________________________________________ Author: Alison Burns, Corporate Finance Manager Linsey McGregor, Accountant (Capital) Page 34 of 442
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Appendix 1 OFFICIAL RENFREWSHIRE COUNCIL REVENUE BUDGET MONITORING STATEMENT 2025/26 1 April 2025 to 19 September 2025 POLICY BOARD: FINANCE, RESOURCES & CUSTOMER SERVICES - OVERVIEW Policy Board - Objective Summary Annual Budget at Period 3 Budget Adjustments Revised Annual Budget at Period 6 Projected Outturn Budget Variance (Adverse) or Favourable Previous Projected Outturn Variance Movement £000 £000 £000 £000 £000 % £000 £000 Communities and Housing Services 12,841 2,428 15,269 15,269 0 0.0% 0 0 Education and Children's Services 275,236 2,953 278,189 278,343 (154) (0.1%) (970) 816 Infrastructure, Land and Environment 38,817 900 39,717 39,969 (252) (0.6%) (290) 38 Finance, Resources and Customer Services 115,808 (18,336) 97,473 97,986 (513) (0.5%) (683) 170 Adult Services 111,791 0 111,791 117,273 (5,482) (4.9%) (5,924) 442 Planning 778 79 857 842 15 1.8% 22 (7) Economy and Regeneration 3,000 172 3,172 3,150 22 0.7% 18 4 Chief Executive's Service 21,478 279 21,757 21,734 23 0.1% 4 19 GENERAL SERVICES NET EXPENDITURE 579,749 (11,525) 568,225 574,566 (6,341) (1.1%) (7,823) 1,482 Housing Revenue Account (HRA) 0 0 0 0 0 0.0% 0 0 NET EXPENDITURE 579,749 (11,525) 568,225 574,566 (6,341) (1.1%) (7,823) 1,482 Page 35 of 442
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Appendix 1 OFFICIAL RENFREWSHIRE COUNCIL REVENUE BUDGET MONITORING STATEMENT 2025/26 1 April 2025 to 19 September 2025 POLICY BOARD: FINANCE, RESOURCES & CUSTOMER SERVICES - OVERVIEW Subjective Summary Annual Budget at Period 3 Budget Adjustments Revised Annual Budget at Period 6 Total Projected Outturn Budget Variance (Adverse) or Favourable Previous Projected Outturn Variance Movement £000 £000 £000 £000 £000 % £000 £000 Employees 396,188 (3,326) 392,862 389,723 3,139 0.8% 2,351 788 Premises Related 52,024 4,076 56,100 58,155 (2,055) (3.7%) (2,770) 715 Transport Related 18,834 337 19,171 20,072 (901) (4.7%) (1,331) 430 Supplies and Services 102,121 (4,681) 97,440 98,034 (594) (0.6%) (955) 361 Third Party Payments 98,157 (648) 97,509 102,507 (4,998) (5.1%) (5,777) 779 Transfer Payments 101,788 (721) 101,067 102,094 (1,027) (1.0%) (1,186) 159 Support Services 6,105 353 6,458 6,606 (148) (2.3%) (21) (127) Depreciation and Impairment Losses 35,799 1,369 37,168 37,183 (15) 0.0% 0 -15 GROSS EXPENDITURE 811,016 (3,242) 807,775 814,374 (6,599) (0.8%) (9,689) 3,090 Income (231,267) (8,283) (239,550) (239,808) 258 0.1% 1,866 (1,608) NET EXPENDITURE 579,749 (11,525) 568,225 574,566 (6,341) (1.1%) (7,823) 1,482 Page 36 of 442
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Appendix 2 OFFICIAL 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 57,194 (4,000) 53,194 53,194 0 0% 201,371 201,371 0 0% TOTAL 51,019 57,194 (4,000) 53,194 53,194 0 0% 201,371 201,371 0 0% COMMUNITIES, HOUSING & PLANNING Housing (HRA) 57,731 52,836 (6,290) 46,546 46,546 0 0% 350,163 350,163 0 0% Housing (PSHG) 0 833 267 1,100 1,100 0 0% 4,700 4,700 0 0% TOTAL 57,731 53,669 (6,023) 47,646 47,646 0 0% 354,863 354,863 0 0% INFRASTRUCTURE, LAND & ENVIRONMENT Environment & Infrastructure 4,451 16,650 408 17,058 17,058 0 0% 90,186 90,186 0 0% TOTAL 4,451 16,650 408 17,058 17,058 0 0% 90,186 90,186 0 0% ECONOMY & REGENERATION Economy and Development 98,353 14,683 4,167 18,850 18,850 0 0% 124,087 124,087 0 0% TOTAL 98,353 14,683 4,167 18,850 18,850 0 0% 124,087 124,087 0 0% FINANCE, RESOURCES & CUSTOMER SERVICES Corporate Projects 4,404 9,662 0 9,662 9,662 0 0% 33,200 33,200 0 0% TOTAL 4,404 9,662 0 9,662 9,662 0 0% 33,200 33,200 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 3,013 0 3,013 3,013 0 0% 28,805 28,805 0 0% Chief Executives 169,252 16,122 0 16,122 16,122 0 0% 229,198 229,198 0 0% TOTAL 194,654 19,135 0 19,135 19,135 0 0% 258,003 258,003 0 0% TOTAL ALL BOARDS 410,612 171,868 (5,448) 166,420 166,420 0 0.0% 1,062,877 1,062,877 0 0% MADE UP OF: Non-Housing Programme 352,881 118,199 575 118,774 118,774 0 0% 708,014 708,014 0 0% Housing Programme (HRA) 57,731 52,836 (6,290) 46,546 46,546 0 0% 350,163 350,163 0 0% Housing Programme (PSHG) 0 833 267 1,100 1,100 0 0% 4,700 4,700 0 0% PROGRAMME TOTAL 410,612 171,868 (5,448) 166,420 166,420 0 0.0% 1,062,877 1,062,877 0 0% Budget Variance (Adverse) or Favourable Budget Variance (Adverse) or Favourable RENFREWSHIRE COUNCIL CAPITAL INVESTMENT STRATEGY - NON-HOUSING SERVICES 1st April to 19th September 2025 POLICY BOARD: FINANCE, RESOURCES & CUSTOMER SERVICES Current Year 2025-26 Full Programme - All years Page 37 of 442
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Appendix 2 OFFICIAL 2025/26 Housing Non Housing PSHG Total Services Services Programme A. RESOURCES AVAILABLE TO FUND CAPITAL PROGRAMME £'000 £'000 £'000 £'000 1. Prudential Borrowing 36,037 57,440 93,477 2a General Capital Grant 12,248 750 12,998 2b. Specific Capital Grant 5,000 2,518 7,518 3. Usable Capital Receipts 575 24,176 24,751 4. Contribution From Current Revenue (CFCR) 4,934 22,392 350 27,676 5 Total Resource Availability 46,546 118,774 1,100 166,420 B. CAPITAL PROGRAMME 6. Resources Available 46,546 118,774 1,100 166,420 7. Current Programme 46,546 100% 118,774 100% 1,100 100% 166,420 100% C. ACTUAL EXPENDITURE VS PROJECTED 8. Resource Availability 46,546 118,774 1,100 166,420 9. Cash Spent at 19 September 2025 8,728 19% 43,794 37% 337 31% 52,859 32% 10. Cash to be Spent by 31 March 2026 37,818 74,980 763 113,561 D. ACTUAL RECEIPTS VS PROJECTED 11. Current Programme (total receipts expected) 5,575 38,942 750 45,267 12. Actual Cash Received at 19 September 2025 824 15% 23,901 61% 400 53% 25,125 56% 13. Receipts to be received by 31 March 2026 4,751 15,041 350 20,142 RENFREWSHIRE COUNCIL 2025/26 CAPITAL BUDGETS MONITORING SUMMARY REPORT TO 19TH SEPTEMBER 2025 Page 38 of 442
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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: 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 September 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 September 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 £112,963,623. 3.1.3 The sums collected to date for 2025/26 are £66,938,381 which is 59.26% of the billable sum (59.18% last year). This represents an increase of 0.08% in cash collection as a proportion of net charges billed compared with the same position for 2024/25. Item 4 Page 39 of 442
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OFFICIAL 3.1.4 The Council Tax Reduction (CTR) awarded is £15,099,868, amounting to 11.79% of the billable sum, which is 0.01% more 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 September 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 £115,422,447. 3.2.3 Cash receipts to date amount to £62,939,952 which is 54.53% of the sum billed. This is a decrease in cash collection as a proportion of net charges billed of 1.93% compared with the same position for 2024/25. 3.2.4 The reduction in collection performance can be attributed to the timing of Direct Debit payments created in late September 2025. On a like for like basis collection is up on the equivalent position in 2024/25 by 0.77%. 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 September 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 40 of 442
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OFFICIAL 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 5 Week Reporting Period 07 August 2025 to 10 September 2025 Year to date position Annual Target New Claims – processing time (no. of days) 16 days 17 days 20 days New Claims - % processed within 14 days of all information received 98% 96% 92% Changes in Circumstance – processing time (no. of days) 4 days 4 days 7 days 4.3 Speed of Processing – Council Tax Reduction (CTR) 4.3.1 The majority of new applications for CTR relate to customers claiming Universal Credit (UC). Due to the DWP’s UC claim mechanism, the service can’t begin processing such applications until 28 days has elapsed. The processing target therefore appears inflated but has been set at a challenging 35 days. 4.3.2 Delayed CTR awards do not negatively impact on customers to the extent they would with housing benefit claims, but the service nevertheless endeavours to process these as quickly as possible. 4.3.3 As detailed in Table 2 below, processing speed for CTR New Claims is within target for the period. 4.3.4 Processing of CTR Changes in Circumstance (CIC) is well within target for the reporting period. Page 41 of 442
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OFFICIAL Table 2 – Council Tax Reduction Performance Summary Performance measure 5 Week Reporting Period 07 August 2025 to 10 September 2025 Year to date position Annual Target New Claims – processing time (no. of days) 27 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 12th October 2025 the total of LA Errors was above the lower threshold at 0.52% of all HB expenditure which, if the position was maintained for the remainder of the financial year, would result in the Council receiving 40% 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 £106,000 for 2025/26. Page 42 of 442
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OFFICIAL 4.4.6 The service strives to minimise LA Errors and is closely tracking progress in this area. The position is currently improving with progress made from the position reported at the September board (effective 21/07/25) we were at 0.61% with a projected loss of £195k. 4.4.7 It should be noted that it is just beyond the mid-point in the financial year and the value of HB expenditure, which is key to the LA Error calculation, increases over the year. 4.4.8 As stated above, 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 split provided to the Council by Scottish Government. 4.5.3 The DHP budget has been calculated to include the full Scottish Government estimate of the amount of funding required to fully mitigate the effect of both the Benefit Cap and the Bedroom Tax. These estimates include a 20% reserve allocation, which will be paid in May 2026, if required. 4.5.4 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 43 of 442
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OFFICIAL 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 30 September 2025 Volume of DHP applications received 4,465 applications Volume of DHP decisions made 4,266 decisions Number of DHP awards 4,119 awards Average processing time (target 29 days) 12 days Total amount committed/paid £2,879,341 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 49.7% of the total budget for the SWF by the end of September 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. Page 44 of 442
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OFFICIAL 4.6.5 As highlighted in previous reports, the Scottish Welfare Fund budget is under significant pressure, with almost half of the whole year budget spent at the halfway point in the year officers are monitoring spend very closely to ensure funds are sufficient. 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 September 2025 Number of Crisis Grant applications received 4,409 Number of Crisis Grant Awards 2,913 Total amount paid for Crisis Grants £350,066.56 Average Processing time year to date (2 working days target) 2 days Average Processing time within September 2 days Number of Community Care Grant applications received 1,205 Number of Community Care Grant Awards 769 Total amount paid for Community Care Grant £597,384.82 Average processing time year to date (15 working days target) 8 days Average processing time within September 8 days Total amount paid/committed from the fund £947,451.38 Page 45 of 442
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OFFICIAL Measure 1 April 2025 to 28 September 2025 Budget from Council 2025/26 £600,000.00 Initial Budget provided by Scottish Government £1,252,119.00 Remaining Top-up Budget provided by Scottish Government December 2024 £52,503.70 Total Budget £1,904,622.70 Page 46 of 442
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OFFICIAL _____________________________________________________________ Implications of the Report 1. Financial - The level of collection of Local Taxation continues to provide funding for the delivery of Council services throughout Renfrewshire. The benefits which are administered by the Service and have a statutory basis are managed in accordance with those requirements. 2. HR & Organisational Development – None. 3. Community/Council Planning – • Our Renfrewshire is fair - An effective Benefits service is vital to the quality of life of many of our citizens as it provides vital support for low income households to sustain tenancies and meet their rent obligations. • Working together to improve outcomes - An efficient and effective billing and administrative process for the collection of local taxes is vital for ensuring the recovery of income to the Council to support the provision of local services. This is supported by a range of payment opportunities for the public, including electronic and digital payments (e.g. Direct Debit, Website and Telephone). • Working together to improve outcomes – Efficient and effective customer service is vital to ensuring that citizens have equality of access to Council services, whether this is digitally, by telephone or face to face. 4. Legal – the benefits which are administered by the Service and have a statutory basis are managed in accordance with those requirements 5. Property/Assets – None. 6. Information Technology – None. 7. Equality & Human Rights - The recommendations contained within this report in relation to performance updates has been considered in relation to its impact on equalities and human rights. No negative impacts on equality groups or potential for infringement of individuals’ human rights have been identified arising from the recommendations contained in the report because it is for consideration of performance only. 8. Health & Safety – None. 9. Procurement – None. 10. Risk – None. 11. Privacy Impact – None. 12.. Climate Risk – None. Page 47 of 442
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OFFICIAL 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 48 of 442
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OFFICIAL Appendix 1 RENFREWSHIRE COUNCIL REVENUES COLLECTION STATEMENT AS AT 28 SEPTEMBER 2025 COUNCIL TAX 2024/25 2025/26 £m £m Projected Yield 110.304 122.243 Gross Charges 115.471 128.063 Less rebates 13.618 15.100 Net Charges Billed 101.853 112.964 Cash Collected 96.137 66.938 Rebate Grant 13.618 15.100 109.755 82.038 Cash collected as % of Net Charges 94.39% 59.26% Income as % of Projected Yield 99.50% 67.11% NON DOMESTIC RATES 2024/25 2025/26 £m £m Projected Yield 110.978 113.114 Gross Charges 142.711 145.150 Less reliefs 29.468 29.727 Net Charges Billed 113.243 115.422 Cash Collected 113.724 62.940 Cash collected as % of Net Charges 100.43% 54.53% Cash collected as % of Projected Yield 102.47% 55.64% Page 49 of 442
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OFFICIAL Appendix 2 REVISIONS Where a claimant disputes a benefits decision in the first instance, they can request for it to be looked at again. This is known as a Revision. The process involves a Senior Benefit Assessor reviewing the decision thoroughly to decide whether the decision should stand. Target 28 days Result last report May 25: 12 days Jun’ 25: 16 days Jul’ 25: 19 days Result Last 3 months Jul’ 25: 19 days Aug’ 25: 22 days Sep’ 25: 13 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 – September 2025 95% 94% Accuracy – 2025/26 95% 96% Comment:- The position for September is slightly below target but within for 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) July: 4 days August: 62 days September: 5 days Average (12 months to date) 29 days Average Appeals Completed (12 th t d t ) 4 Appeals per month Comment:- Appeals volumes are very low, which is expected due to reducing Housing Benefit caseload, the August figure reflects 1 complex appeal which took just slightly longer than target to resolve. Page 50 of 442
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OFFICIAL Appendix 3 HOUSING BENEFIT OVERPAYMENTS The service is responsible for raising overpayments where Housing Benefit has been paid in error. If these have resulted from errors made by claimants, the cost is partially funded by the DWP. The service attempts to recover both newly raised and historic debts from claimants or landlords as appropriate and the position is developing well towards the annual target. Overpayments raised 2025/26 £563,727 Overpayments raised and recovered in year £244,946 % Recovery for above (Target 50%) 43.45% All recovery in year £608,704 All recovery vs raised in year (Target 120%) 107.98% All recovery vs all debt (Target 16.50%) 8.21% Total debt outstanding at end of reporting period £6,804,708 Page 51 of 442
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1 OFFICIAL ___________________________________________________________________ To: Finance, Resources and Customer Services Policy Board On: 20 November 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 September 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 September 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 5 Page 53 of 442
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2 OFFICIAL 3.2 Contact Centre Performance 3.2.1 High level monthly summary – for the month of September, the contact centre received 18,965 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 September Performance Year to Date 90% calls answered 2025 18,965 98% 98% 2024 20,212 98% 97% 3.2.2 The call centre achieved the primary target of answering over 90% of calls received. 3.2.3 The secondary target is to respond to 70% of all calls within 40 seconds. Table 2 – Customer Service Unit – Secondary Target (call handling) Secondary target Year September Performance Year to Date 70% calls in 40 seconds 2025 75% 72% 2024 76% 70% 3.2.4 The contact centre achieved the secondary target of answering 70% of calls within 40 seconds for the month and the year to date. The total call volume is lower than the same period last year in line with the pattern we continue to see since the introduction of the Digital Advisor. 3.2.5 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 3,831 applications for Free School Meals and Clothing Grants and paid £649,950 in clothing grants to 4,892 children. Applications are slighty lower than the same period last year, where we processed 4,126 applications and paid £686,640 for 5,145 children however Page 54 of 442
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3 OFFICIAL it is expected that the winter clothing payment will result in a slight increase in applications in the coming period. 3.2.6 In addition to the calls outlined above, customers also contact the Council using e-mail as their preferred channel. Since the new contact system was implemented, this has given greater visibility to the volumes handled through this route. The e-mails received in the last three months for each service are outlined in table 3 below. Table 3 – E-mail contact volumes Service July 2025 August 2025 September 2025 Blue Badge 445 315 360 General Enquiry 982 867 892 Environmental 79 33 28 Free School Meals / Clothing Grants 786 258 174 Housing Repairs 1330 1193 1320 Licensing 580 436 422 Mybins 667 537 438 Roads and Lighting Faults 79 67 85 Garden Waste 174 61 45 Total e-mails handled 5,122 3,767 3,764 3.3 Face to face provision 3.3.1 The Customer Service Centre offers face to face support to customers by appointment where this is required. 3.3.2 Table 4 below shows the volume of customers who received face to face support during the month of September 2025. Table 4 – Face to Face Customer Volumes Service Total Customers Birth Registration 84 Marriage Registration 88 Licensing 57 TOTAL 229 Page 55 of 442
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4 OFFICIAL 4. Digital Service Provision 4.1 Digital Advisor (Millie) For the month of September, the Digital Advisor received 20,298 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 September 2025 20,298 64% 36% Year to Date 137,053 63% 37% The top 5 reasons for transfers, which account for 70% of all transferred calls are. • Housing Repairs 22% • Automated Payments 21% • Recycling 15% • Council Tax 7% • Gas Safety 5% The percentage of calls deflected and transferred to Advisors remains in line with previous months. 3.4 Digital Services 3.4.1 The Council continues to see a high level of requests processed through the online platform, with an additional 12,530 customers registered in the last year. The total number of registered users on the MyAccount platform is now 121,146. 3.4.2 Since the start of the financial year, 184,310 online transactions have been completed, which is 74,916 higher than the same period last year. This increase continues recent trends following the introduction of the digital advisor, which is now offering customers the option to transact online if they prefer. Page 56 of 442
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5 OFFICIAL ___________________________________________________________________ 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 442
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6 OFFICIAL 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 442
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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: Civic Hospitality __________________________________________________________________ 1. Summary 1.1 The following requests for civic hospitality have been received for the financial years 2025/26 and 2026/27. a) Correspondence had been received from Loud and Proud Music school in relation to their reopening of their refurbished music school following on from a devastating fire which closed the premises for a significant time. This newly renovated School will once again provide a space for young people, musicians and creative practitioners from across Renfrewshire. Following consultation with the Provost, it was agreed to provide a contribution of £750 towards the cost of a buffet lunch and welcome drinks at the Loud and Proud music school premises for approximately 60 people on Thursday 20th November and the Head of Corporate Governance used his delegated authority to approve the request and made the necessary arrangements. b) Correspondence has been received from the organisers of the Reclaim the Night march suggesting the possibility of civic hospitality in the form of tea/coffee and cake for 120 people to accompany this event on Thursday 27th November in Paisley Town Hall. Reclaim the Night is an annual event which calls for action to end violence against women and gender-based violence. Following consultation with the Provost, it is proposed that the Board agree to provide a contribution of £500 towards the cost of 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. Item 6 Page 59 of 442
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OFFICIAL c) Correspondence has been received from Sma’ Shot Cottages in relation to their 40th anniversary celebrations, suggesting the possibility of civic hospitality in the form of a buffet lunch on Wednesday 28th January 2026 for approximately 70 people. Following consultation with the Provost, it was agreed to provide the hospitality as detailed above at the Sma’ Shot Suites at the cost of approximately £2000 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 Fèis Phàislig group in relation to a concert they are holding on Saturday 7th February 2026 in Paisley Town Hall. This aim of this concert is to unite cultural and community partners from across Scotland in showcasing and highlighting the importance of Scotland’s Gaelic heritage and culture whilst showcasing the talent fostered here in Renfrewshire. Fèis Phàislig have suggested the possibility of a civic reception in the form of a finger buffet and welcome drinks to accompany this concert for approximately 100 people. Following consultation with the Provost, it is proposed the Board agree to provide hospitality as detailed above at the cost of approximately £2000 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 the Johnstone Wheelers Cycling Club in relation to their centenary celebrations, suggesting the possibility of a contribution towards their anniversary event which is a dinner for approximately 180 people being held in Johnstone Town Hall on Saturday 14th November 2026. Following consultation with the Provost, it is proposed that the Board agree to provide a contribution of £3000 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. f) Renfrewshire will hold their annual Memory Tree event for those affected by bereavement by suicide on Thursday 22nd January to allow friends and family of those lost to suicide to come together and commemorate their loved ones. It is proposed that tea/coffee and biscuits be provided after this annual event for approximately 50 people at Paisley Abbey. Following consultation with the Provost, it is proposed that the Board agree to provide civic hospitality as detailed above at the cost of approximately £300 and that it be delegated to the Director of Finance & Resources in consultation with the Provost to make the necessary arrangements. Page 60 of 442
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OFFICIAL g) Jane Haining, a Scottish woman who risked her life to save children in World War II and ultimately lost her life at the Auschwitz-Birkenau Concentration Camp is being honoured by Unison Renfrewshire on Tuesday 27th January 2026. Jane has a proud connection to Renfrewshire working for J & P Coats for 10 years before leaving to become a missionary for the Church of Scotland in Budapest. Unison and the Provost’s office have been working together to try and produce an educational tool, which may be used in Schools during or on the run up to the annual Holocaust Memorial Day and it is anticipated that this will form part of Unison Renfrewshire’s event, to go alongside that, civic hospitality in the form of a drinks and canapes reception was suggested following this event for approximately 200 people at Coats Memorial Church. Following consultation with the Provost, it is proposed that the Board agree to provide civic hospitality as detailed above at the cost of approximately £2,600 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 £2,700. The budget provision for 2026/27 has not yet been determined. 2. Recommendations 2.1 That the Board agrees to: (a) provide the hospitality as detailed above for Reclaim the Night, Sma Shot Cottages, Fèis Phàislig, Johnstone Wheelers, the Memory Tree event and the Jane Haining Memorial event 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 reception for Loud and Proud Music School. Implications of the Report 1. Financial – The costs of the request from civic hospitality will be met from the 2025/26 and 2026/27 budget provision. 2. HR & Organisational Development – None. 3. Community/Council Planning – Civic receptions provide recognition of the contributions made by individuals and organisations to the fabric of life in Renfrewshire. 4. Legal - None. 5. Property/Assets - None. Page 61 of 442
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OFFICIAL 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. 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 Loud and Proud Music School. (b) Background Paper 2 – Email correspondence in relation to Reclaim the Night (c) Background Paper 3 – Email correspondence in relation to Sma’ Shot Cottages (d) Background Paper 4 – Email correspondence in relation to the Fèis Phàislig concert (e) Background Paper 5 – Email correspondence Johnstone Wheelers The foregoing background papers will be retained within Finance & Resources for inspection by the public for the prescribed period of four years from the date of the meeting. The contact officer within the service is Donna Gallagher, Member Services Officer (Telephone – 0141 487 1115, e-mail – donna.gallagher- pt@renfrewshire.gov.uk Author: Donna Gallagher – Member Services Officer. Tel: 0141 487 1115 E-mail donna.gallagher-pt@renfrewshire.gov.uk Page 62 of 442
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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. Item 7 Page 63 of 442
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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. Page 64 of 442
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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. Page 65 of 442
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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. Page 66 of 442
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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 Page 67 of 442
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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 Page 68 of 442
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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. Page 69 of 442
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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. Page 70 of 442
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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 Page 71 of 442
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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. Page 72 of 442
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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. Page 73 of 442
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OFFICIAL ___________________________________________________________________ To: Finance, Resources & Customer Services Policy Board On: 20 November 2025 ___________________________________________________________________ Report by: Report by the Director of Finance & Resources ___________________________________________________________________ Heading: Local Government Terms and Conditions of Employment ___________________________________________________________________ 1. Summary 1.1 For the past 18 months, Council Officers have been engaged in discussions and negotiations with Unison, Unite, and GMB Trade Unions to agree proposed changes to the terms and conditions of employment for Local Government Employees. These negotiations have focused on modernising outdated arrangements, addressing longstanding concerns, and delivering a sustainable, fair, and inclusive package of conditions that reflects the evolving needs of all employee groups and the communities we serve. 1.2 The proposals, impacting around 6,500 employees, were developed following extensive discussions with Unison, Unite, and GMB Trade Unions. They were designed to promote workforce wellbeing, ensure the continued delivery of high- quality services, and maintain the Council’s competitiveness in attracting and retaining talent within a changing public sector landscape. The approach was fully aligned with the Council’s People Strategy and supports long-term sustainability and organisational priorities. 1.3 Members will recall receiving a series of progress reports on these negotiations over the past year, with the most recent updates presented for noting in September of this year. At that time, Members were advised of the status of discussions with the Trade Unions, that officers were prepared to implement the proposals promptly should the ballot return an acceptance, and that formal negotiations would conclude if the ballot returned a rejection, as all reasonable efforts to reach agreement had been made. Members were also advised they would receive a final update at the 20 November Policy Board detailing the ballot outcome and the Council’s intended next steps. Item 8 Page 75 of 442
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OFFICIAL 1.4 As noted in the update report to Members In early September, a revised and final offer was made to the Trade Unions, reflecting a significant shift in the Council’s position in response to feedback in key areas. The offer was built on years of investment in our people, shaped by the People Strategy and supported by strong partnership working with Trade Unions. 1.5 At the time of writing, Trade Unions were in the process of arranging ballots to be conducted. Council officers believed that this final offer presented a progressive and sustainable package that if agreed, would mark a major step forward in modernising our employment framework for years to come, embedding consistency, flexibility, inclusion, and positioning the Council as a leader in balanced workforce reform. 1.6 As part of our commitment to open and inclusive communication, Council officers delivered a comprehensive communications campaign to ensure our people fully understood the proposals. This included a series of Rentalk sessions where employees could hear detailed information about the offer, in-person sessions within services were held for front line employees, and individual letters were sent directly to all c.6500 of the Council’s workforce setting out the offer and the associated impact on them. A dedicated mailbox was available for enquiries, supported by regularly updated FAQs, and updates were shared widely across the organisation. These measures ensured employees had multiple opportunities to access information and seek clarification ahead of the ballots. 1.7 Trade unions conducted their ballots between September and October. The Council has now received the formal results, which are as follows: 1.8 As Members will note, all three Trade Unions have unanimously rejected the Council’s offer. As a result, the formal negotiation process has ended, and no further changes will be made to the current offer. While formal negotiations have concluded, Officers will hold a debrief with Trade Union colleagues in the coming weeks to understand the reasons behind the outcome. This will help identify whether concerns relate to specific elements of the offer, rather than the overall package. If there is clear scope for meaningful progress on these areas, options for future engagement may be considered. Further discussions will only proceed where there is a realistic prospect of reaching an agreement. In such circumstances, Officers will submit reports to Members for their consideration 1.8 Members are therefore asked to approve the standard public holidays attached at Appendix 1 for 2026. Trade Union Turnout Accept (%) Reject (%) Unison 34% 26% 74% Unite 57% 22% 78% GMB 65% 8% 92% Page 76 of 442
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OFFICIAL __________________________________________________________________ 2 Recommendations 2.1 Elected Members are asked to: • Note the summary of the Council’s offer to the Trade Unions to modernise the terms and conditions of employment, as outlined in section 3 of this report. • Note that all reasonable efforts have been made by the Council to secure agreement on a revised package of terms and conditions. • Note formal negotiations with Unison, Unite, and GMB Trade Unions on the Council’s current offer have now concluded. • Note the ballot results from each Trade Union, detailed in section 1.6 of this report, confirms that all three unions have rejected the Council’s offer. • Note Communications will be issued to employees outlining the results. • Approve the standard public holidays for 2026. ___________________________________________________________________ 3 Summary of the offer presented to the Trade Unions 3.1 Following extensive discussions, negotiations, and feedback from the Trade Unions, the summary below was presented to Trade Union colleagues for ballot: 3.2 Public Holidays –The Council proposed converting four public holidays into annual leave, rather than the original planned six. This change would not reduce leave entitlement for employees. Instead, it was 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 was 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 was based on actual earnings and reflects a fair and practical method of application. 3.3 Annual leave - The Council 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 offer ensured that every employee would gain earlier access to enhanced leave entitlements. These changes responded directly 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. The Council also addressed the impact of removing the legacy festive closure arrangements by enhancing annual leave entitlements ensuring no employee was disadvantaged by this change. This reinforced the Council’s commitment to consistency, wellbeing, and fair employment practices, and based on benchmarking with other local authorities, would have positioned the Council as having amongst the most progressive leave entitlements in Scotland. Page 77 of 442
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OFFICIAL 3.4 Standardising the approach to carrying forward annual leave from one year to the next - The Council proposed to introduce a more flexible approach to annual leave carry-forward. All employees would have been 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 would have been able to be carried forward with appropriate approval. To support wellbeing and ensure leave is used regularly, quarterly reminders would have been issued through Business World, and managers will actively encourage staff to take their leave throughout the year. 3.5 Recognising NHS Employment as Continuous Service - To improve recruitment from the health sector, the Council planned 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. This could have been introduced locally through a policy update. Aligning with wider public sector practices would have helped attract skilled candidates and ensure a more consistent and equitable approach across public service roles. 3.6 Day of No Work Requirement - The Council proposed ending 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 would have helped ensure vital support remains available, particularly for vulnerable residents. Following discussions with Trade Unions, the Council confirmed that no employee will be disadvantaged by this change. Any impact would have be recognised through adjustments to annual leave provisions, ensuring fairness across the workforce. Employees would still have been able to request leave during the festive period, and guidance would have been developed to support consistent and equitable decision-making. 3.7 Flexible Working Hours Scheme (Flexitime) - The Council’s Flexible Working Hours Scheme, introduced over two decades ago, has enabled office-based and hybrid employees to adjust start and finish times and accrue flexi leave. However, as working practices have evolved, particularly with the rise of hybrid working, the scheme now benefits only part of the workforce, creating an imbalance for frontline staff who often lack similar flexibility. To address this, the Council, in agreement with Trade Unions, committed to modernising the scheme to ensure a fairer and more consistent experience for all employees. The intention was to replace the current scheme with a new, inclusive model that upholds the principles of flexibility, trust, and work-life balance. This approach would have continued to support flexible working patterns and guarantee that any additional hours worked are returned. Importantly, the Council and Trade Unions agreed to work collaboratively to design and agree on the new framework, ensuring it reflected the diverse needs of the workforce and promotes equity across all roles and services. Page 78 of 442
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OFFICIAL 3.8 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. The Council therefore agreed with the Trade Unions to carry out a joint review of the current redeployment and salary conservation arrangements. This work would have focused on developing a fairer, more inclusive model that reflects the realities of service change and supports employees through transition. The review would have explored options such as direct matching, retraining, and flexible support, with a shared commitment to minimising any negative impact on employees. Salary conservation support would be managed on a case-by-case basis to better reflect individual circumstances and sector best practice. 3.9 Overtime Working - Overtime remains an important tool for enabling the Council to respond to fluctuating service demands, urgent priorities, and short-term pressures. It provides operational flexibility and helps reduce reliance on temporary staffing. However, it must be managed carefully to control costs and safeguard employee wellbeing. Rather than changing existing overtime rates, the Council proposed introducing a refreshed policy to ensure consistency and fairness in how overtime is applied across services. Following constructive discussions with Trade Unions, a joint commitment was made to develop a new Overtime Policy. This would include regular monitoring of overtime patterns to identify where recurring use indicates the need for more sustainable staffing solutions. The Council also agreed to work with managers to explore converting persistent overtime into permanent roles where appropriate. Through better planning and collaborative oversight, the aim was to ensure overtime remains a responsible, equitable, and well-governed aspect of workforce management. 3.10 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 proposed a revised approach that sets notice periods according to job level rather than pay cycle. The Council therefore proposed that employees in roles up to grade 9 would have given four weeks’ notice, while those in senior positions, grades 10–16, would have provided eight weeks. This change was intended to support smoother workforce transitions and align with wider public sector practice. Flexibility would have remained, allowing earlier release dates where operationally feasible and agreed with managers. Page 79 of 442
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OFFICIAL 3.11 Temporary Employees - At the request of Trade Unions, the Council agreed to carry out a focused review of temporary contracts that have been in place for two years or more. This exercise would have involved 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 agreed to consider converting temporary posts into permanent positions, if suitable. While any changes would have depended on available resources and service priorities, this review would have reflected a shared commitment to improving job stability and promoting fair work. By working in partnership with Trade Unions, the Council hoped to strengthen workforce planning and ensure that long-term temporary employees are treated equitably. ___________________________________________________________________ Implications of the Report 1. Financial – The terms and conditions changes proposed within the report would, if formally agreed, would have incurred both additional costs and will generate recurring savings. One-off costs relating to compensation payments would have required to be funded from reserve balances if agreed. The precise detail of costs and savings incurred would have be outlined in a future report to Members, however an overall marginal recurring saving would have been 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 was 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 was 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. 5. Property/Assets – None 6. Information Technology – These proposed changes to terms and conditions would have required a substantial reconfiguration of the Council’s ERP system (Business World), alongside a significant commitment of internal resources to support delivery. 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. Page 80 of 442
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OFFICIAL If required following implementation, the actual impact of the recommendations and the mitigating actions will be reviewed and monitored, and the results of any reassessment will be published on the Council’s website. 8. Health & Safety – None. 9. Procurement – None 10. Risk – 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 81 of 442
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OFFICIAL APPENDIX 1 – 2026 Public Holidays for Local Government Employees Holiday 2026 New Year Thursday 1 January 2026 Friday 2 January 2026 Monday 5 January 2026 Good Friday Friday 3 April 2026 Easter Monday Monday 6 April 2026 May Day Monday 4 May 2026 Spring Bank Holiday Monday 25 May 2026 Fair Holiday Monday 3 August 2026 Autumn Holiday Friday 25 September 2026 Monday 28 September 2026 Christmas Friday 25 December 2026 Monday 28 December 2026 Day of no work requirement Thursday 31 December 2026 Non-teaching staff in schools Children’s Services issue a separate list of school holidays for term time employees. Page 82 of 442
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HS/02/10/477 Page 1 OFFICIAL To: Finance, Resources and Customer Services Policy Board On: 20 November 2025 Report by: Director of Finance and Resources Heading: Revised Health and Safety Policies 1. Summary 1.1 The Health and Safety at Work Act 1974 and the Management of Health and Safety at Work Regulations 1999 (as amended) place a legal duty on the Council to ensure, so far as is reasonably practicable, the health, safety, and welfare of its employees and others who may be affected by its work activities. 1.2 The purpose of this report is to seek Member approval for the implementation of the revised Corporate and Finance and Resources Health and Safety Policies attached. These policies ensure the Council meets its statutory health and safety obligations and contribute to the creation of a safe, inclusive, and supportive working environment. They are aligned with the ambitions of the People Strategy, reflect the Council’s Values, and support the delivery of Best Value outcomes across services. 1.3 Consultation has taken place with Trade Unions, Services, and the Trauma- Informed Team. Feedback from these stakeholders has informed the development of the revised policies, which have been modernised in line with best practice, employment legislation, and the Council’s values. 1.4 Subject to Member approval, Officers will work with services to implement the policies, supported by a package of training and guidance. Implementation will be communicated clearly to all managers and employees through established internal channels, ensuring awareness, understanding, and consistent application across the organisation. Item 9 Page 83 of 442
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HS/02/10/477 Page 2 OFFICIAL 2. Recommendations 2.1 Members are asked to: • Approve the revised Corporatel Health and Safety Policy (Appendix 1). • Approve the revised Finance and Resources Health and Safety Policy (Appendix 2). 3. Revised Corporate and Finance and Resources Health and Safety Polices 3.1. The Corporate Health and Safety Policy (Appendix 1) continues to champion a leadership-driven approach to health and safety, reinforcing our commitment to a safe, resilient, and well-managed organisation. This policy aligns with the strategic ambitions of the People Strategy and the Council and Community Plans and supports Directors in their governance role by promoting service-level accountability and continuous improvement in health and safety performance. 3.2 Key Points for Elected Members to note are: • Strategic Alignment and Continuous Improvement - The revised policy reflects the Council’s ongoing commitment to continuous improvement, in line with the Health and Safety Executive’s guidance Managing for Health and Safety (HSG65). This ensures our approach remains evidence-based and aligned with national standards. • Clarity and Stability in Roles and Responsibilities - There are no significant changes to individual roles or responsibilities. The existing framework continues to provide clarity and assurance around accountability for health and safety at all levels of the organisation. • Language Reflecting System Maturity - The updated language reflects the maturity of our health and safety systems, with a stronger emphasis on leadership, ownership, and the integration of health and safety into everyday service delivery. • Trauma-Informed Approach - The revised policy language demonstrates the Council’s commitment to embedding trauma-informed principles across our policies, ensuring that wellbeing and psychological safety are central to our organisational culture. 3.3 The Finance and Resources Health and Safety Policy (Appendix 2) - has been fully refreshed to align with the structure, tone, and intent of the Council’s revised Health and Safety Policy. This alignment promotes consistency across services and reinforces the Council’s commitment to a cohesive and strategic approach to health and safety governance. Page 84 of 442
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HS/02/10/477 Page 3 OFFICIAL 3.4 Key Points for Elected Members to note are: • Service-Specific Risk Focus - The revised policy is shaped around the distinct operational risks within the Finance and Resources Service. This targeted approach ensures that health and safety measures are both relevant and effective, tailored to the specific challenges faced by the Service. • Alignment with Council-Wide Strategy - The revised policy fully supports the priorities outlined in the Corporate’s Health and Safety Plan, ensuring that service-level actions contribute directly to broader organisational goals and statutory obligations. • Consistency and Assurance - By adopting the style and principles of the Corporate Health and Safety Policy, the Finance and Resources Service policy demonstrates its commitment to continuous improvement, visible leadership, and a mature safety culture, key areas for elected member oversight and assurance. 4 Next Steps 4.1 Following approval by the board, Officers will collaborate with services across the Council to ensure effective implementation through: • Training and Awareness - The policies will be rolled out alongside tailored training for managers and awareness sessions for staff, ensuring clarity and confidence in their application. • Communications and Engagement - Targeted communications campaigns will reinforce key messages within the policies, promoting a shared understanding and commitment to health and safety. • Monitoring and Continuous Feedback - Ongoing monitoring and feedback mechanisms will be in place to ensure the policies remain responsive, effective, and aligned with operational needs. Implications of the Report 1. Financial - Continuing to improve health and safety performance will reduce accidents/occupational ill health/claims and associated costs. 2. People & Organisational Development - This report supports the Council’s commitment to the health, safety, and wellbeing of employees. 3. Community/Council Planning – This report and plan supports the objectives contained within the Community and Council plans. 4. Legal - The Council will continue to comply with current health and safety legislation. 5. Property/Assets - Having a robust health and safety management system in place and an effective risk control system can reduce the risk of property damage and potential loss of premises which could be caused by fire for example. 6. Information Technology - Not applicable. Page 85 of 442
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HS/02/10/477 Page 2 OFFICIAL 7. Equality & Human Rights The Recommendations contained within this report have been assessed in relation to their impact on equalities and human rights. No negative impacts on equality groups or potential for infringement of individuals’ human rights have been identified arising from the recommendations contained in the report as it is for noting only. If required following implementation, the actual impact of the recommendations and the mitigating actions will be reviewed and monitored, and the results of the assessment will be published on the Council’s website. 8. Health & Safety - This report supports and demonstrates the Council’s commitment to ensuring effective health and safety management. 9. Procurement - Finance and Resources, People & Organisational Development Health and Safety Section has a valuable input to the Council’s procurement system. 10. Risk - This report supports the overarching management of risk within the Council. 11. Privacy Impact - Not applicable. 12. Climate Risk – Good health and safety practices support environmental controls. 13. Children’s Rights – Not applicable 14. Cosla Policy Position - Not applicable. _______________________________________________________ List of Background Papers None ________________________________________________________________ Author: Steven Fanning, Strategic Health and Safety Manager Page 86 of 442
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1 OFFICIAL Issue Number: 2 Issue Date: 11/25 Review Date: 11/28 This document is available in alternative formats on request. Corporate Health and Safety Policy For all Council Employees Page 87 of 442
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2 OFFICIAL Contents Page Number 1. Purpose and Scope 3 2. Our Commitment and How We Deliver This 3 3. Leadership Responsibilities, Advice and Accountability 4 4. Embedding Our Culture of Health and Safety 5 5. Managing Health and Safety Information 7 6. Equality and Human Rights Impact Assessment. 8 7. Policy Review and Continuous Improvement 8 Page 88 of 442
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3 OFFICIAL 1. Purpose & Scope 1.1 The Council is committed to protecting the health, safety, and welfare of all individuals impacted its activities. This commitment reflects our legal, moral, and organisational responsibility to prevent harm, promote wellbeing, and create a safe and supportive environment. We recognise that safeguarding people is fundamental to delivering high-quality services and maintaining public trust. Our approach is proactive and collaborative, focusing on prevention, continuous improvement, and learning from experience to ensure that employees, service users, contractors, and visitors feel safe, respected, and supported at all times. 1.2 This policy applies to: • All Council employees. • Contractors, consultants, and volunteers. • Anyone representing the Council while undertaking Council-related duties 1.3 The policy replaces previous versions and aligns with statutory requirements under the Health and Safety at Work etc. Act 1974, the Management of Health and Safety at Work Regulations 1999 (as amended), and other relevant legislation. It also reflects wider responsibilities under frameworks such as the Mental Health (Care and Treatment) (Scotland) Act 2003, the Road Traffic Act 1988, and the Education (Scotland) Act. 2 Our Commitment 2.1 Health, safety, and wellbeing are central to the Council’s ambition to be a values-driven, learning organisation. We will: • Take all reasonably practicable steps to safeguard health, safety, and welfare. • Respond constructively to incidents and near misses. • Promote continuous improvement and organisational resilience. • Recognise the impact of stress, trauma, and adverse events on wellbeing and act with compassion, fairness, and organisational learning. 2.2 This policy supports our People Strategy vision and contributes to Best Value by creating a safe, inclusive, and resilient working environment. It is underpinned by the Corporate Health and Safety Strategy and associated plans, providing strong governance, clear accountability, and consistent standards. 2.3 How We Deliver This 2.4 We will achieve our commitment by: 1. Building a Positive Safety Culture by encouraging active participation and shared responsibility. 2. Ensuring Legal Compliance by meeting all statutory obligations as a minimum standard. 3. Applying a Systematic Approach, including: Page 89 of 442
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4 OFFICIAL a. Maintaining safe systems of work and equipment. b. Managing substances safely, considering biological and chemical risks. c. Providing clear information, training, and supervision. d. Ensuring safe access and exit from all Council workplaces. e. Supporting physical and psychological wellbeing with appropriate welfare facilities. 4. Managing Risk by identifying, assessing, and controlling risks wherever reasonably practicable. 5. Allocating Resources by providing the funding and support needed to meet policy requirements. 6. Setting and Reviewing Objectives by establishing measurable goals and tracking progress. 7. Driving Continuous Improvement by monitoring performance and learning from experience. 8. Consulting and Engaging by working in partnership with safety representatives and employees to ensure inclusive decision-making. 3. Leadership Responsibilities, Advice and Accountability 3.1 The Director of Finance and Resources (FARS) holds overall responsibility for ensuring competent health and safety advice is available. This is delivered through: • Corporate Health and Safety Team provides expert guidance, supports governance and compliance, leads the Corporate Health and Safety Strategy, conducts audits and inspections, and manages risk data. Their active involvement in strategic and operational planning is essential to protect the Council from legal, reputational, and financial risks and to foster a psychologically safe and resilient culture. • Occupational Health Service who proactively identifies and manages health risks, supports employee wellbeing, and ensures legal compliance through early intervention, health surveillance, and professional advice. 3.2 The Chief Executive has Strategic Leadership responsibilities and holds overall accountability for health, safety, and wellbeing. Responsibilities include: • Establishing clear structures for policy implementation. • Ensuring adequate resourcing and expert support. • Promoting a positive safety culture through visible leadership. • Monitoring performance using KPIs and data analysis. • Empowering Health and Safety Advisers to halt unsafe activities immediately. 3.3 Directors have Operational Leadership responsibilities and are accountable for health and safety within their Service by: • Maintaining Service-specific health and safety policies. • Allocating resources for effective implementation. • Embedding robust systems aligned with corporate standards. • Reviewing performance regularly and reporting progress. • Demonstrating visible leadership and engaging managers in health and safety responsibilities. Page 90 of 442
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5 OFFICIAL 3.4 Employees have Individual Responsibilities and must: • Take reasonable care for their own and others’ safety. • Follow procedures and use PPE correctly. • Report incidents and raise concerns promptly. • Engage with wellbeing support when appropriate. 3.5 Service Health and Safety Coordinators act as internal champions by: • Coordinating health and safety activities within their Service. • Representing their Service on corporate committees. • Promoting open dialogue and positive culture. • Reviewing data and KPIs to support improvement. 3.6 Recognised Trade Union Safety Representatives will: • Conduct regular workplace inspections. • Access statutory health and safety documentation. • Participate in committees to ensure employee perspectives inform decision-making. 3.7 To support the Council’s leadership responsibilities, the Council’s Health and Safety Team will: • Implement the Corporate Health and Safety Strategy with clear priorities, KPIs, and measurable actions. • Conduct audits and inspections to ensure compliance and improvement. • Maintain a corporate health and safety system for monitoring risks, sharing good practice, and learning from incidents. • Provide adequate resources to enable effective delivery of health and safety responsibilities. 4. Embedding our Culture of Health and Safety 4.1 Our commitment to health, safety and wellbeing is not just about meeting legal requirements, it’s about building a culture where our people feel safe, supported, and valued. This section sets out how we put that commitment into action across the Council, embedding it into everyday practice at every level. These arrangements are guided by the Health and Safety Executive’s Plan – Do – Check – Act model and are delivered through both Corporate and Service level Health and Safety Plans. They are designed to ensure consistency, accountability, and continuous improvement across all Services. 4.2 Embedding a Positive Safety Culture - A strong safety culture is the foundation of a healthy organisation. It is shaped by leadership behaviours, shared values, and the everyday actions of our workforce. The Council is committed to: • Visible Leadership: Senior leaders and managers are expected to model safe behaviours and champion wellbeing. • Collaboration: Services are encouraged to work together, share learning, and adopt best practice. • Clear Communication: Health, safety and wellbeing messages must be timely, accessible, and understood by all. Page 91 of 442
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6 OFFICIAL • Employee Voice: Staff are supported to participate in health and safety discussions and contribute to decision-making. • Competence and Confidence: Health, safety and wellbeing are embedded into recruitment, induction, and ongoing training to ensure staff feel equipped and supported in their roles. 4.3 This culture is not static, it must be nurtured, challenged, and continuously improved. 4.4 Leadership in Action - Leadership is central to creating safe and resilient workplaces. The Council promotes Visual Felt Leadership Commitment (VFLC), where leaders are not only supportive in principle but actively involved in practice. This includes: • Regular site visits and direct engagement with staff. • Participation in inspections, training, and health and safety committees. • Recognising and celebrating positive behaviours and improvements. • Consistently reinforcing the importance of health and safety in all communications. • Addressing breaches fairly and proportionately, with a focus on learning and prevention. 4.5 Training and Competence - Training is a key part of maintaining a safe and capable workforce. All new employees receive a Service-specific induction and access to e-learning. Services are responsible for: • Ensuring training is delivered effectively and tailored to role requirements. • Keeping accurate records and refreshing mandatory training on time. • Making training records available for audit in line with the Council’s data retention policy. 4.6 The Corporate Health and Safety Team can provide bespoke training to meet specific needs. 4.7 Raising Concerns - A culture of openness and trust is essential. Employees are encouraged to raise health, safety or welfare concerns without fear. In most cases, concerns should be raised with a line manager or supervisor. Where the issue is serious or urgent, employees, managers or Safety Representatives should contact the Corporate Health and Safety Team. All concerns will be treated seriously and respectfully, with a focus on resolution, learning, and improvement. 4.8 Planning and Oversight - Each Service must develop an annual Health and Safety Plan, setting out clear objectives, KPIs and timescales. These plans are developed in collaboration with the Corporate Health and Safety Team and monitored by Service Health and Safety Planning Groups. These groups: • Identify and prioritise actions based on risk and service needs. • Monitor progress and report regularly to senior management. • Promote shared responsibility and inclusive decision-making. Page 92 of 442
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7 OFFICIAL 4.9 Services must also submit bi-annual reports evaluating performance and identifying areas for improvement. 4.10 Emergency Preparedness - Services must ensure robust arrangements are in place for: • Fire safety and evacuation procedures. • First aid provision. • Security and welfare. • Mental health and wellbeing, including access to Mental Health First Aiders. 4.11 Support and guidance are available from the Corporate Health and Safety Team. 4.12 Monitoring and Continuous Improvement - Monitoring is essential to ensure policies and plans are applied consistently and effectively. This includes: • Audits: Conducted by the Corporate Health and Safety Team on a three- year cycle, tailored to each Service’s risk profile. • Inspections: Regular joint inspections by management and Trade Union Safety Representatives, with findings used to inform planning. • Data-Informed Planning: Using data on accidents, incidents and ill-health to guide decisions and reduce risk, particularly in relation to serious incidents, lost time, and work-related illness. 4.13 Incident Reporting and Investigation - All accidents, incidents and near misses must be reported and investigated by the relevant line manager. Investigations should focus on identifying root causes and actions to prevent recurrence. Reports must be submitted via the Business World system. The Corporate Health and Safety Team may carry out further investigations and is responsible for reporting to the Health and Safety Executive where required. 4.14 Property Compliance - Services managing domestic and non-domestic properties must ensure statutory compliance before any works are carried out. Records must be maintained and available for audit and inspection. 4.15 Contractor Safety - All contracted work must be risk assessed, regardless of value. Only contractors who meet the Council’s safety standards should be engaged. Services are responsible for monitoring contractor safety throughout the contract, particularly for high-risk activities. Any concerns must be addressed promptly, with coordination between the commissioning officer and site lead. 5 Managing Health and Safety Information 5.1 The Council is committed to handling all health, safety and wellbeing information with care, ensuring it is managed lawfully, securely, and in a way that respects the privacy and dignity of individuals. • Information relating to accidents, incidents, or near misses is recorded and stored securely within the Business World system by both Services Page 93 of 442
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8 OFFICIAL and the Corporate Health and Safety Team. Access is restricted to those with a legitimate need to know. • Health and safety records, including training logs, incident reports, and investigation outcomes, are retained in line with legal and regulatory requirements. These records are essential for demonstrating compliance, supporting learning, and informing future risk management. • All data is processed in accordance with the UK General Data Protection Regulation (UK GDPR), the Data Protection Act 2018, and the Council’s Data Retention Schedule. This includes both paper and electronic records. • The Council ensures that all data processing is lawful, fair, and transparent, and that individuals’ rights to privacy and data protection are upheld at all times. 6 Equality and Human Rights Impact Assessment 6.1 This policy has been assessed in line with the Council’s responsibilities under the Equality Act 2010 and the Public Sector Equality Duty. It supports our commitment to fairness, inclusion, and the protection of human rights by ensuring that health, safety and wellbeing arrangements are accessible, equitable, and responsive to the diverse needs of our workforce and service users. 7 Policy Review and Continuous Improvement 7.1 The Corporate Health and Safety Team is responsible for monitoring the effectiveness of this policy and ensuring it remains up to date and fit for purpose. • This policy will be reviewed every three years, or sooner if required by changes in legislation, best practice, organisational learning, or operational need. • Any revisions will be developed in consultation with recognised trade unions and relevant stakeholders to ensure transparency and shared ownership. • Supporting documentation and associated procedures will also be reviewed and updated as necessary to reflect changes in practice and ensure alignment with the Council’s strategic priorities. Page 94 of 442
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1 OFFICIAL Issue Number: 2 Issue Date: 11/25 Review Date: 11/28 This document is available in alternative formats on request. Finance and Resources Health and Safety Policy For All Service Employees Page 95 of 442
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2 OFFICIAL Contents Page Number 1. Purpose and Scope 3 2. Our Commitment and How We Deliver This 3 3. Leadership Responsibilities, Advice and Accountability 4 4. Embedding Our Culture of Health and Safety Across the Service 5 5. Managing Health and Safety Information 7 6. Equality and Human Rights Impact Assessment. 7 7. Policy Review and Continuous Improvement 7 Page 96 of 442
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3 OFFICIAL 1 Purpose and Scope 1.1 The Finance and Resources Service (hereafter referred to as ‘The Service’) is committed to protecting the health and safety of all individuals impacted by its activities. This reflects our legal, moral, and organisational responsibility to prevent harm, promote wellbeing, and create a safe and supportive environment. 1.2 This policy applies to: • All employees within the Service. • Contractors, consultants, and volunteers. • Anyone representing the Council while undertaking Council-related duties. 1.3 This policy replaces previous versions and aligns with statutory requirements under the Health and Safety at Work etc. Act 1974, the Management of Health and Safety at Work Regulations 1999 (as amended), and other relevant legislation. It also reflects wider responsibilities under frameworks such as the Mental Health (Care and Treatment) (Scotland) Act 2003, the Road Traffic Act 1988, and the Education (Scotland) Act. 2 Our Commitment 2.1 Health and Safety is central to the service’s ambition to be a values-driven, learning organisation. We will: • Take all reasonably practicable steps to safeguard the health and safety of our people. • Respond constructively to incidents and near misses. • Promote continuous improvement and organisational resilience. • Recognise the impact of stress, trauma, and adverse events on wellbeing and act with compassion, fairness, and learning. 2.2 This policy aligns with the Council’s Corporate Health and Safety Plan, supports the People Strategy, and contributes to Best Value by fostering a safe, inclusive, and resilient working environment across the Service. It is underpinned by the Corporate Health and Safety Strategy and its associated plans. 2.3 How We Deliver This 2.4 We will achieve our commitment by: • Building a positive safety culture through active participation and shared responsibility. • Ensuring legal compliance by meeting all statutory obligations. • Applying a systematic approach, including: o Safe systems of work and equipment. o Safe management of substances. o Clear information, training, and supervision. o Safe access and exit from workplaces. o Support for physical and psychological wellbeing. • Managing risk through identification, assessment, and control. Page 97 of 442
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4 OFFICIAL • Allocating resources to meet policy requirements. • Setting and reviewing objectives with measurable goals. • Driving continuous improvement through performance monitoring. • Consulting and engaging with employees and safety representatives. 3 Leadership Responsibilities, Advice and Accountability 3.1 The Director holds overall responsibility for health and safety within the Service. Responsibilities include: • Establishing clear and effective structures for policy implementation, ensuring that health and safety policies and guidance are integrated into everyday practice. • Ensuring appropriate resourcing and access to expert support, so that teams are empowered with the right tools, knowledge and guidance to maintain a safe, healthy and thriving work environment. • Promoting a positive safety culture through visible leadership, by actively engaging with employees, modelling safe behaviours, and reinforcing the importance of wellbeing in all aspects of service delivery. • Monitoring and reporting performance using KPIs and data analysis, to drive continuous improvement, identify trends, and ensure accountability in delivering high standards of health and safety. • Empowering Health and Safety Advisers to be champions of wellbeing, taking decisive action to prevent harm and foster a culture of care. 3.2 Heads of Service are accountable for health and safety within their areas by: • Maintaining service-specific policies, ensuring they are up-to-date, relevant, and aligned with overarching corporate standards. • Allocating appropriate divisional resources, including staffing, training, and equipment, to support safe and healthy working environments. • Embedding robust systems aligned with corporate standards. • Reviewing performance and reporting progress. • Demonstrating visible leadership so that safety practices are consistent, effective, and integrated into daily operations. • Reviewing performance and reporting progress, using data and feedback to drive continuous improvement and demonstrate accountability. • Demonstrating visible leadership, by actively promoting safety and wellbeing, engaging with teams, and modelling best practice 3.3 All Employees must: • Take reasonable care for their own and others’ safety, by being mindful of risks and acting responsibly in all work activities. • Follow procedures and use PPE correctly ensuring that safety measures are respected, and equipment is used as intended to prevent harm. • Report incidents and raise concerns, contributing to a proactive safety culture where issues are addressed early and transparently. • Engage with wellbeing support, making use of available resources to maintain their physical and mental health, and encouraging others to do the same. Page 98 of 442
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5 OFFICIAL 3.4 The Service Health and Safety Coordinator acts as an internal champion by: • Coordinating health and safety activities, ensuring that initiatives are well-organised, timely, and aligned with both service needs and corporate expectations. • Representing the service on corporate working groups/council boards contributing service-level insights and helping shape organisation-wide health and safety strategies. • Promoting open dialogue encouraging honest and constructive conversations around safety and wellbeing to build trust and continuous improvement. • Reviewing data and KPIs using evidence to identify trends, support decision-making, and drive performance across the Service. 3.5 Trade Union Safety Representatives will: • Conduct regular inspections helping to identify risks early and ensuring that working conditions meet health and safety standards. • Access statutory documentation to stay informed and supporting the Council’s Health and Safety team to ensure that legal requirements are being met across the Service. • Participate in committees contributing valuable insights and representing employee interests in discussions around safety and wellbeing. 4. Embedding our Culture of Health and Safety Across the Service 4.1 Working Together, we are committed to creating a safe, supportive, and healthy working environment for all. Our approach is guided by the Health and Safety Executive’s Plan–Do–Check–Act model and delivered through both corporate and service-level plans. These arrangements ensure consistency, accountability, and continuous improvement across our team. 4.2 Planning and Priorities - central to this approach is the Service’s Health and Safety Planning Group, which leads on key priorities that underpin a safe and resilient workplace. These include maintaining fire safety and evacuation protocols, ensuring adequate first aid coverage, strengthening site security, and providing appropriate welfare facilities. The Group also promotes employee wellbeing through access to Mental Health First Aiders and trauma-informed training for managers and staff. 4.3 Managing Risk Proactively - to support these priorities, the Group maintains strong and proactive risk management practices that reflects the complexity of Finance and Resources operations. Targeted measures are in place to address physical, psychological, and operational challenges, such as safe working practices, lone working arrangements, occupational driving, and public event safety. These efforts aim to minimise harm, build staff resilience, and drive continuous improvement across Finance and Resources. 4.4 Promoting a Positive Safety Culture - a positive safety culture is embedded through everyday leadership, teamwork, and open communication. Managers are expected to lead by example, employees are encouraged to share ideas Page 99 of 442
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6 OFFICIAL and concerns, and health, safety, and wellbeing are integrated into daily practices such as induction, training, and development. Together, we create an environment where people feel safe, informed, and confident. 4.5 Leadership in Action - Effective leadership is key to sustaining this culture. Managers are actively involved in engaging with employees, supporting inspections and training, promoting positive behaviours, and reinforcing the importance of health and safety in everyday conversations. Issues are addressed fairly, with a focus on accountability, learning, and prevention. 4.6 Training and Competence - Training underpins a safe and competent workforce. All new employees receive a Service-specific induction and access to e-learning. Each division is responsible for delivering role-relevant training, maintaining accurate records, and ensuring mandatory training is refreshed as required. Records must be retained and available for audit in line with the Council’s data retention policy. Where specific needs arise, the Corporate Health and Safety Team can provide bespoke training to support managers. 4.7 Raising Concerns - we encourage a culture of openness and trust, where employees feel confident to raise health or safety concerns. These should typically be raised with a line manager or supervisor, but serious or urgent issues can be escalated to the Corporate Health and Safety Team. All concerns are treated respectfully, with a focus on resolution and improvement. 4.8 Oversight and Governance - our annual Health and Safety Plan sets out clear responsibilities, objectives, KPIs, and timelines, developed in collaboration with the Corporate Health and Safety Team. Progress is overseen by the Service’s Health and Safety Planning Group, which prioritises actions based on service- specific risks, monitors delivery, and reports to senior leadership and relevant Council policy boards. The Group also promotes shared ownership and inclusive decision-making. 4.9 Emergency Preparedness - robust emergency arrangements are in place to protect employees and service users. These include fire safety and evacuation procedures, first aid provision, site security and welfare measures, and mental health support through access to trained Mental Health First Aiders and psychological safety resources. 4.10 Monitoring and Continuous Improvement - we ensure our health and safety policies are consistently applied and improved through regular monitoring. This includes audits by the Corporate Health and Safety Team every three years, joint inspections by managers and Trade Union Safety Representatives, and data-informed planning using accident, incident, and ill-health data to guide decisions and reduce risk. 4.11 Incident Reporting and Investigation - all accidents, incidents, and near misses must be reported and investigated by the relevant line manager. Investigations focus on identifying root causes and preventing recurrence. Reports are submitted via Business World, and the Corporate Health and Safety Team may carry out further investigations and report to the Health and Safety Executive where required. 4.12 Contractor Safety - all contracted work must be risk assessed, regardless of value. Only contractors who meet Council safety standards should be engaged. Page 100 of 442
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7 OFFICIAL The Service is responsible for monitoring contractor safety throughout the contract, especially for high-risk activities. Any concerns must be addressed promptly, with coordination between the commissioning officer and site lead. 5 Managing Health and Safety Information 5.1 The Service will handle all health and safety information with care, ensuring it is managed lawfully, securely, and with respect for individual privacy. Information relating to accidents, incidents, and near misses is recorded in the Business World system, with access limited to those who need it for legitimate purposes. Health and safety records, including training logs, incident reports, and investigation outcomes are retained in line with legal and regulatory requirements. All data, whether paper or electronic, is processed in accordance with UK GDPR, the Data Protection Act 2018, and the Council’s Data Retention Schedule. The service is committed to ensuring that data handling is lawful, fair, and transparent, and that staff privacy is protected at all times. 6 Equality and Human Rights Impact Assessment 6.1 This policy has been assessed in line with the Council’s responsibilities under the Equality Act 2010 and the Public Sector Equality Duty. It supports our commitment to fairness, inclusion, and the protection of human rights by ensuring that health, safety and wellbeing arrangements are accessible, equitable, and responsive to the diverse needs of our workforce and service users. 7 Policy Review and Continuous Improvement 7.1 The Corporate Health and Safety Team is responsible for monitoring the effectiveness of this policy and ensuring it remains up to date and fit for purpose. • This policy will be reviewed every three years, or sooner if required by changes in legislation, best practice, organisational learning, or operational need. • Any revisions will be developed in consultation with recognised trade unions and relevant stakeholders to ensure transparency and shared ownership. • Supporting documentation and associated procedures will also be reviewed and updated as necessary to reflect changes in practice and ensure alignment with the Council’s strategic priorities. Page 101 of 442
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1 OFFICIAL ___________________________________________________________________ To: Finance, Resources and Customer Services Policy Board On: 20 November 2025 ___________________________________________________________________ Report by: Director of Finance and Resources ___________________________________________________________________ Heading: Annual progress report on the Council’s People Strategy ‘Our People Our Future 2021–2026’ ___________________________________________________________________ 1. Summary 1.1 The Council’s People Strategy was approved by the Finance, Resources and Customer Services Policy Board on March 2021, with ongoing progress reports regularly submitted to members for scrutiny and oversight. Since its approval, the Council has made strong progress in delivering the agreed actions set out under each priority of the strategy, all in line with the agreed timescales. 1.2 Annual progress reports are presented to members for noting and scrutiny. The most recent, approved in November 2024, detailed delivery against Year 3–4 priorities and set out the workforce planning priorities for the period. 1.3 The purpose of this report is therefore to provide members with an update on the progress made within the last 12 months. Appendix 1 of this report provides a key summary of progress made across the key priority areas, with approximately 90% of the way towards implementing the strategy in full. Progress reports continue to be provided to all the Trade Unions for information and discussion as part of our six weekly Joint Trade Union Liaison Meetings. 1.4 Work is underway to develop a refreshed People Strategy that will shape the Council’s workforce agenda for the next three to five years, with approval by members planned for mid-2027, as outlined in the recommendations section. Item 10 Page 103 of 442
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2 OFFICIAL 1.5 In May 2025, the Accounts Commission published its findings on the Council’s Best Value Report, prepared by Audit Scotland. While the auditors identified areas for improvement, the overall assessment highlighted no significant concerns. Notably, the report commended our commitment to leadership development and the positive working culture we have fostered here in Renfrewshire, which are key outcomes of our People Strategy. These commitments are outlined in detail in Appendix 1, which highlights key progress against our priorities. 2. Recommendations 2.1 Members are asked to: • Note the progress achieved over the past 12 months in delivering the Council’s People Strategy, ‘Our People, Our Future 2021–2026’. • Note that the next progress report will be submitted for scrutiny in April 2026. • Approve an 18-month extension to the current People Strategy (2021– 2026) to ensure its planned review is fully aligned with the vision and key priorities of the new Council Plan, which is scheduled for implementation in 2027. 3 Background 3.1 As highlighted in previous reports to members, the Council has undergone significant transformation in recent years and continues to adapt to both immediate and long-term financial and national policy challenges. To support this, the People Strategy 2021–2026, approved in March 2021, set out a clear approach for delivering key workforce priorities throughout ongoing change and reform programmes. The strategy established three strategic outcomes, each underpinned by a framework of activities for delivery across its lifecycle. 3.2 Since its launch, the People Strategy has been central to creating a resilient, capable, and future-ready workforce. Over the past four years, it has delivered substantial progress across a wide range of priorities. We have strengthened leadership and skills capabilities, launched best practice and award-winning HR policies, promoted health, safety and wellbeing as our number one priority, and introduced innovative ways of working beyond the pandemic. 3.3 Building on this, our internal communications have been enhanced through a range of digital platforms, making it easier for our people to stay informed and connected. Equality, diversity and inclusion have been embedded across the organisation, while workforce planning has been reinforced to meet future needs. The strategy has also accelerated digital skills and technology adoption, supported talent attraction and retention, and improved the overall workplace experience. Page 104 of 442
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3 OFFICIAL 3.4 To ensure continuity and capability, succession planning and comprehensive learning and development initiatives have been implemented. These efforts have been complemented by targeted actions to strengthen organisational culture and values, including values-based recognition programmes, culture workshops, engagement sessions, and leadership development aligned to our core principles. 3.5 Employee voice has been amplified through surveys and focus groups, while inclusive practices and diversity networks promote equality and belonging. Internal campaigns such as Living Our Values have reinforced key messages, and induction and onboarding programmes ensure new employees are introduced to our culture from day one. Wellbeing initiatives and community projects further connect our values to wider societal impact, embedding a culture that empowers and engages our workforce. 3.6 Finally, agile and flexible working practices are now firmly embedded, and sustainability and social responsibility have become integral to how we operate. These combined efforts have resulted in increased participation in development programmes, greater workforce adaptability, and successful adoption of new communication channels. Collectively, these achievements position the Council to meet current challenges with confidence and adapt effectively to future demands. 4. People Strategy Progress 4.1 Appendix 1 provides members with a summary of key progress made with the following priorities: • Priority 1 - Improving our Employee Experience to Evolve our Culture; • Priority 2 - Workforce Planning to Support Service Redesigns; and • Priority 3 - Equality, Diversity and Inclusion. 4.2 These updates demonstrate evidence of the strong progress achieved in delivering the People Strategy and the positive impact on our workforce and organisational culture. They also highlight areas where work continues to ensure full implementation by 2026. The learning and insights gained from delivering these priorities will be used to shape the refreshed People Strategy for 2027–32. 4.3 This will ensure the new strategy builds on what has worked well, addresses areas for improvement, and remains aligned with the Council Plan. Our focus will always be on creating a resilient, sustainable inclusive, and future-ready workforce. ___________________________________________________________________ Implications of the Report 1. Financial – The People Strategy is supporting the Council’s ongoing financial sustainability which is dependent on the ability of the Council to transform and modernise services. Page 105 of 442
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4 OFFICIAL 2. HR & Organisational Development – As outlined in the report. 3. Community Planning – None. 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. If required following implementation, the actual impact of the recommendations and the mitigating actions will be reviewed and monitored, and the results of the assessment will be published on the Council’s website. 8. Health & Safety – None. 9. Procurement – None. 10. Risk – None. 11. Privacy Impact – None. 12. Climate Risk – None. 13. Children’s Rights – None. 14. Cosla Policy Position – None. _______________________________________________________________ List of Background Papers None ___________________________________________________________________ Author: Eddie Simpson, Strategic Lead OD Partner Finance and Resources Page 106 of 442
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1 OFFICIAL Appendix 1 – Progress on key priorities PRIORITY 1 – Improving our employee experience to evolve our culture Living Our Values and Strengthening Organisational Culture In October 2025, we celebrated World Values Day by promoting our values training and publishing an article that highlighted employees nominated by peers or customers for demonstrating fairness, helpfulness, collaboration, and a commitment to learning. Building on this momentum, we continue to equip managers and leaders to act as visible role models through training designed to help them bring our values to life and strengthen engagement and communication within their teams. To reinforce this culture, we regularly share updates showcasing individuals who exemplify these values and those who have recognised them, while ensuring training remains accessible to everyone. So far, approximately 6,490 employees, (75.6% of the Council’s workforce), have completed the modules, and this sustained focus helps colleagues feel valued, supported, and productive through ongoing team meetings and one-to-one performance discussions. As part of the recent Best Value review, the Council’s Cultural Assurance Model, developed in partnership with the Improvement Service, was highlighted by the Accounts Commission as an innovative approach to measuring and improving organisational culture. The model uses a structured self-assessment across key areas including leadership behaviours, employee engagement, values alignment, communication, and continuous improvement, all critical elements that shape how effectively we work together and deliver services. Our assessment showed strong alignment with our organisational values and commitment to collaboration, while also identifying improvement opportunities around communication and leadership visibility, which we are addressing through targeted actions. The Commission welcomed the model’s development, encouraged us to embed it within our improvement cycle, and recommended sharing it more widely, reflecting its value as an example of good practice in the sector. Further evidence of our commitment to values was highlighted earlier this year when the Council featured prominently in an HM Inspection of Education report on services across Scotland. Inspectors praised the quality of education in Renfrewshire schools, reflecting positively not only on what we offer pupils but also on our reputation as a great place to work. Our Council value “We value learning” was clearly demonstrated through the inspection’s recognition of the work led by the central team, supported by schools, to “grow our own” and invest in employee development. Similarly, “We value collaboration” was evident in how our education teams share best practice, both within local school clusters and across subject networks. Page 107 of 442
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2 OFFICIAL Empowering Employees and Driving Innovation In response to feedback from the Employee Engagement Survey and actions identified through the Cultural Assurance Model, the Council has developed a new Employee Suggestion Scheme to encourage innovation, engagement, and continuous improvement. The scheme provides a structured process for employees to share ideas that improve efficiency, enhance wellbeing, and deliver Best Value. Submissions can cover a range of themes, including service improvement, technology, collaboration, and employee experience. This initiative reflects our commitment to creating a culture where colleagues feel valued, listened to, and empowered to contribute to positive change. The scheme will operate through Business World, allowing employees to submit ideas easily and track progress. All suggestions will be acknowledged, assessed against clear criteria, and feedback provided within eight weeks. Approved ideas will be recognised through our employee benefits Vivup platform, with outstanding contributions eligible for additional rewards. An annual review will monitor the number and impact of suggestions, share success stories, and identify areas for development. The scheme is scheduled to launch in early 2026, supported by a communications plan and engagement with services to ensure strong participation. Supporting Health, Wellbeing and Inclusion Our Health and Wellbeing Plan, approved by Members in February 2024, sets out the Council’s vision to create a safe, healthy, and inclusive workplace, recognising that our people have diverse life experiences and needs that influence their physical, mental, social, and financial wellbeing. Since its approval, we’ve taken a holistic approach to wellbeing, supporting services not only in managing absence but also in preventing issues and promoting positive health. Absence data has helped us identify areas where targeted interventions, such as psychological and musculoskeletal support, can make the biggest impact. To deliver on this vision, we’ve introduced a range of tailored initiatives, including: • Expanding mental health support by increasing the number of trained Mental Health First Aiders (MHFAs) and deploying them where they’re needed most. Our current network of 91 MHFAs plays a vital role in creating opportunities for staff to talk openly about mental health and access support, and this will grow further with 24 additional First Aiders scheduled for training in November 2025. We’ve also introduced mental health awareness training and ‘Wellbeing Conversations’ e-learning across all services to embed a culture of openness. • Enhancing Occupational Health services with physiotherapy and Cognitive Behavioural Therapy (CBT), alongside stress risk assessment training for managers to help identify and address issues early. Page 108 of 442
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3 OFFICIAL • Normalising financial wellbeing conversations by providing access to Advice Works, employee benefits, and savings schemes. This includes Safer Gambling awareness delivered in partnership with RCA Trust, with additional training for MHFAs via an iLearn module to ensure informed support. • Prioritising frontline colleagues by tailoring interventions to meet service-specific needs and ensuring support is accessible where it matters most. We’ve also strengthened our approach by using workforce data to understand common challenges such as anxiety and stress, and by promoting a culture where wellbeing is part of everyday conversations. Financial wellbeing remains a priority. In August 2025, we marked National Financial Awareness Day with events including Rentalks on the Strathclyde Pension Fund, our most popular session to date, and sessions on Credit Unions, supported by the Renfrewshire Affordable Credit Alliance and Advice Works. Earlier in March 2025, we launched our Employee Benefits platform, giving colleagues access to over 800 discounts from leading retailers, plus support for wellbeing, flexible working, and caring responsibilities. Looking ahead, we will continue to empower our people to take responsibility for their own wellbeing through self-care interventions and awareness campaigns, develop managers as wellbeing leaders, and use people analytics and feedback to measure the impact of interventions and evolve our wellbeing culture. This approach ensures colleagues feel valued, supported, and productive through regular team meetings, one-to-one performance discussions, and a workplace culture that prioritises health, safety, and inclusion. The Council is committed to maximising the value and impact of its health and wellbeing provision. We continue to closely monitor the performance and utilisation of the Occupational Health contract to ensure it delivers high-quality outcomes and remains aligned with workforce needs. This includes detailed analysis of service data to confirm we are achieving the best return on investment, while maintaining the flexibility to scale provision up or down as organisational requirements change. In parallel, officers are undertaking a review of the Counselling contract, with all options under consideration ahead of a re-tendering exercise. A new contract is scheduled for implementation in Spring 2026, ensuring continuity of support and enhanced wellbeing outcomes for employees. Supporting Carers, Menopause and Breastfeeding Supporting and retaining people with caring responsibilities is one of our key HR Policy objectives. Members will recall we were awarded the highest accreditation by Carer Positive as an ‘exemplary employer’ recognising enhanced paid leave provisions and offering bespoke support provision, using the ‘Carer Passport’ tool and the Carers Connected Forum, where working carers come together to support each other, share experiences and support the Council’s Wellbeing Agenda. Carers Week in June 2025 was our annual campaign of activities, raising awareness about the vital role unpaid Page 109 of 442
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4 OFFICIAL working carers play in supporting family members and friends. The campaign was launched by Provost Lorraine Cameron and included a RenTalks session and sessions held in collaboration with our partners in the Renfrewshire Carers Centre. Our partner, Carers UK provided access to their digital resources, that supports the wellbeing of our working carers. 'Care for a Cuppa' events continue to be popular, with sessions run virtually to allow colleagues to connect in a safe, supportive and friendly environment to share experiences. We achieved recognition as finalists for the Carers UK awards held on 16th October 2025 in the Transformational Employer category. This award recognises a Transformational Employer who is an ambassador for carers internally and embeds the lived experience of carers in everything that they do. In November 2024, the Council was recognised nationally at the Carer Positive 10-Year Anniversary Awards, winning the award for Best Organisation for Carer Identification. This award reflects the Council’s commitment to supporting employees with caring responsibilities through initiatives such as the Carers Register, Carers Passport, and awareness campaigns. These measures, alongside policies like paid carers leave and wellbeing support, align with the People Strategy priorities of promoting inclusion, supporting wellbeing, and creating a positive employee experience.” We are providing a range of supports to women experiencing menopause, raising awareness of what menopause is, and encouraging open and confident discussions for those who wish to participate. In October 2025, we hosted a RenTalks session on lifestyle medicine for menopause, alongside other sessions during the year on topics such as Buying Additional Annual Leave and Holistic Wellbeing. To provide ongoing peer support, we established the Supporting Menopause Forum, similar to the network available for working carers. Our forum, ‘Let’s Pause’, launched in April 2025, offers monthly virtual sessions where colleagues can connect and share experiences in a supportive, relaxed, and friendly setting. Currently, 76 employees are members of the forum, and we will continue to promote and encourage participation and membership to ensure everyone who wishes to engage has access to this valuable resource. We are currently working towards national accreditation as an accredited employer for menopause, reinforcing our commitment to creating an inclusive and supportive workplace. This accreditation will bring significant benefits, including external recognition for best practice, enhanced credibility, and reassurance for colleagues that we meet high standards in supporting wellbeing. We are proud to be an accredited Breastfeeding Friendly Scotland Employer. In collaboration with our NHS Scotland partners, we developed new training and guidance to help managers and colleagues provide the best possible support for women who are breastfeeding. This training, along with other resources, was promoted during World Breastfeeding Week in early August 2025. To create an inclusive and supportive environment, we launched a dedicated Breastfeeding Friendly Scotland course on our iLearn platform. This training offers practical guidance on supporting employees who are breastfeeding, in line with national policy and best practice. We encourage all managers to complete this course and champion a culture of inclusion and respect. These measures also align with our New Ways of Working, ensuring support for employees working in hybrid or remote locations. We will continue to promote and encourage participation in this training and membership of related support networks, helping to embed a workplace culture that values inclusion and wellbeing. Page 110 of 442
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5 OFFICIAL Listening to Our Workforce The Council’s Employee Engagement Forums, launched in late 2024, are helping to build stronger two-way communication across the organisation. These forums give employees a space to share ideas, raise concerns, and contribute to service improvements in a meaningful way. They now exist in every service, ensuring representation and engagement across the Council. While still in their early stages, the forums are already being adapted by some services to better suit local needs, by expanding the number of forums within their service or tailoring their format. Importantly, they are providing valuable input to the Council’s Workforce Planning Group, offering insights and views from across the workforce to help shape the planning agenda. This makes them a key source of intelligence for future workforce strategies. As they continue to evolve, we’re confident they’ll become an integral part of how we listen to and involve our workforce in shaping the future of our organisation. In September 2024, the Council launched the ‘Improving Our Workplace’ employee engagement survey as part of our People Strategy, supported by Trade Unions and Services. The survey achieved a response rate of nearly 2,000 employees (22.9%), providing valuable insight from across all services. Results were encouraging, with high levels of job satisfaction, strong relationships with line managers, and most employees feeling clear about their roles and expectations. Many respondents also recognised that the Council lives its values, with 71% saying they would recommend the Council as a great place to work. While the feedback was largely positive, the survey also highlighted opportunities to strengthen awareness of the Council Plan and decision-making processes, and to further enhance wellbeing support. In response, a Council-wide action plan and service-specific plans have been developed, supported by employee engagement forums, and we are now progressing these actions in line with agreed timelines. Members will receive the first annual progress report on these actions in February 2026. Celebrating Excellence Throughout this year, our people have delivered service excellence in a number of areas that have received recognition by external bodies, for example, the Association for Public Sector Excellence (APSE). Earlier this year our Waste and Neighbourhood Services teams achieved national recognition at the APSE Striving for Excellence Awards in May 2025. The team secured a Gold Award in the Waste and Recycling category and a Silver Award for the Play Park Renewal Programme. The Council also achieved national recognition at the APSE Service Awards in September 2025, winning the prestigious ‘Council of the Year in Service Delivery’ award. This is the highest accolade in the UK for excellence in frontline services and reflects the outstanding work of our teams across the organisation. The Council was also shortlisted in seven categories, including workforce initiatives, health and wellbeing, community projects, and innovation, demonstrating the breadth of our commitment to delivering high-quality, inclusive, and innovative services. Page 111 of 442
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6 OFFICIAL PRIORITY 2 - Workforce Planning to support service redesigns Developing Our People Our planned programme of learning and development for employees and managers continues to be maximised by our people. Our programmes align to our organisational values and are designed to build capability, confidence, and resilience at every level. Our programmes focus on equipping our people with the skills to deliver excellent services, lead through change, foster an inclusive culture, and support their wellbeing, growth and development, ensuring collectively we are prepared for both current and future challenges. To support the Council’s cultural change journey and new ways of working, we’ve launched a range of training programmes on topics such as Managing Virtual Teams, Business Continuity, and Coaching. These programmes continue to be promoted and rolled out across the organisation, alongside other key initiatives including Purchase to Pay (P2P), Prevent, Information Classification, and additional Council priorities delivered in collaboration with subject matter experts. Following a review of the leadership development programmes delivered in partnership with SOLACE and our in-house CMI-accredited pathways, feedback from participants has informed the next stage of our leadership development journey. A new programme is now being designed to support leaders at every level, from frontline supervisors to the Chief Executive. This refreshed approach will be needs-based, practical, and flexible, supported by a suite of resources and self-directed learning tools that allow participants to learn at their own pace while focusing on strategic priorities. The proposed model will be presented to the Corporate Management Team in the coming weeks, with a view to piloting and rolling out the programme in early 2026. The Council recently hosted the CMI Celebrating Success event at Paisley Town Hall to recognise our people who have completed our Chartered Management Institute-accredited management development programmes. The event celebrated the achievements of 137 learners over the past four years, with several earning double qualifications across CMI Levels 2, 3, and 5. In total, 569 colleagues have gained CMI qualifications through our in-house programmes, reflecting our commitment to developing confident, skilled leaders who can drive high performance and continuous improvement across the organisation. Embedding a Learning Culture Learning at Work Week 2025 provided an excellent opportunity to bring our People Strategy to life and reinforce learning as a core organisational value. Throughout the week, we showcased key initiatives such as our Health and Wellbeing Plan and New Ways of Working approaches. Each day featured a diverse programme, including mental health and financial wellbeing resources, free learning opportunities, and creative workshops. We also introduced AI training through Page 112 of 442
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7 OFFICIAL Copilot Chat, enabling colleagues to explore innovative tools that support smarter working. The week was not only about learning, it demonstrated how continuous development underpins wellbeing, growth, and future ways of working. RenTalks remained highly popular, offering sessions on topics such as financial wellbeing, managing money worries, employee benefits, and energy advice. In addition, we promoted lifelong learning opportunities to encourage skill development, including Digital Drop-in sessions at Renfrewshire libraries, adult literacy programmes, language learning, and OpenLearn, the Open University’s free learning platform. Strategic Workforce Planning The Council’s Workforce Planning Group continues to drive initiatives that supports the People Strategy agreed priorities and outcomes. Workforce planning training has been rolled out to managers across all services, strengthening capability and embedding a consistent approach to planning for future workforce needs. The group is taking forward recommendations from the Best Value audit on workforce innovation, embedding these within Service Improvement Plans for each service. Actions include introducing performance indicators for skills, development and performance monitoring, maintaining service delivery through greater workforce flexibility, and improving succession planning for critical roles. In addition, the group is focusing on strategic actions such as aligning workforce planning with financial sustainability, enhancing talent pipelines, and using workforce data to inform decisions on recruitment, retention, and skills development. These measures will ensure the Council continues to have the right people, in the right roles, at the right time to deliver Best Value and high-quality services for our communities. Members will be aware that, as part of the Council’s People Strategy update, workforce demographics and key people metrics are provided twice per year to support transparency and informed decision-making. The information provided to members provide a clear picture of the size, structure, and trends within our current workforce. Regular reporting of this nature is essential because it enables members to understand the data in context, scrutinise performance against agreed priorities, and hold the organisation to account for progress. These metrics inform decisions on workforce planning, recruitment, retention, absence management, and training, helping us to manage risks and allocate resources effectively. They also highlight emerging challenges, such as succession planning and skills gaps, and identify opportunities to strengthen resilience and improve service delivery. By continuing to review and challenge this information, members play a vital role in driving improvement and ensuring the Council remains responsive to future demands. The next report will be presented to members in November 2026 and will include quarter-by-quarter comparisons and targeted interventions to address areas requiring improvement. We are currently reviewing our induction and onboarding processes to make them more streamlined, consistent, and inclusive. A key part of this work is the development of a new managers’ induction module, which is being aligned with the wider Onboarding Project. Feedback gathered from across the Council has shaped the redesign, and the module is on track to launch before the end of 2025. The new resource will act as a one-stop shop of bite-sized learning for both Page 113 of 442
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8 OFFICIAL new and existing managers, covering essential topics such as system access from a manager’s perspective, managing absence, health and safety responsibilities, and supporting staff development. This approach will not only make it easier for managers to access the information they need but will also help build confidence, improve consistency in management practices, and strengthen leadership capability across the organisation. Ultimately, this investment will support better employee experiences and contribute to delivering high-quality services for our communities. Modernising People Practices Following an update to Members in November 2024 on Terms and Conditions negotiations with the Trade Unions, which could not be agreed at that time, Council officers again in June 2025 presented revised proposals to modernise the legacy arrangements which have remained unchanged since 2009. The revised package aimed to create a fairer, more flexible, and financially sustainable framework aligned with the Council’s People Strategy. Key elements included the conversion of public holidays to annual leave, improvements to annual leave entitlements, changes to the festive closure arrangements, modernisation of flexitime arrangements, recognition of NHS service, and a refreshed approach to overtime, redeployment, and notice periods. The proposals were designed to support workforce wellbeing, enhance service continuity, and maintain competitiveness in the labour market. Following feedback from the Trade Unions, the proposals were once again enhanced and a final offer was made in early September, reflecting significant movement from the Council’s original position. Despite this, union ballots have now concluded, and all three Trade Unions, Unison, Unite, and GMB have rejected the proposals. As a result, the formal negotiation process has ended, and no further changes will be made to the current offer. While formal negotiations have concluded, officers will hold a debrief with Trade Union colleagues to understand the reasons behind the outcome. This will help identify whether concerns relate to specific elements rather than the overall package. If there is clear scope for meaningful progress on these areas, options for future engagement may be considered. Any further discussions would only proceed if there is a realistic prospect of agreement. As part of our HR Policy Review Plan, we have continued to modernise and strengthen HR policies to ensure they are inclusive, accessible, and aligned with best practice and employment legislation. This work is central to creating a positive and supportive workplace culture, embedding our values, and promoting equality, diversity, and wellbeing across the organisation. Since the last update to members, we have successfully reviewed and implemented three key policies: the Parenting Leave and Pay Policy, the Respect at Work Policy, and the Equality, Diversity and Inclusion Policy. These updates demonstrate our commitment to fairness, flexibility, and creating a safe and respectful working environment for all employees. We will continue to deliver our ambitious programme of policy review to ensure our framework remains modern, inclusive, and responsive to the needs of our workforce, supporting the People Strategy priorities of building capability, fostering engagement, and enabling cultural change. Page 114 of 442
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9 OFFICIAL For almost three decades, our approach to employee recognition has remained largely unchanged, relying on traditional retirement and staff awards. Feedback from employees and benchmarking shows it’s time for a more inclusive and meaningful approach. A new Reward and Recognition Scheme is currently in development and is planned to be presented to Members for approval in early 2026. This modernised approach will replace the legacy 2003 Retirement Award Scheme and the Annual Staff Awards programme, which has not run since before the pandemic. The scheme is being designed to reflect our organisational values and support a culture of appreciation, continuous improvement, and employee engagement. It will introduce flexible recognition options, including peer-to-peer acknowledgements, formal service awards, long-service milestones, and an annual awards celebration to recognise outstanding contributions across the organisation. This initiative goes beyond traditional awards, it aims to create a workplace where employees feel proud, connected, and inspired to deliver the best outcomes for our communities. It also reinforces our commitment to fairness, inclusivity, and living our values in everyday practice. Enabling Transformation and Inclusion The Council’s Digital Strategy 2025–2030, approved by Members in April 2025, sets out a bold vision for transforming how we work and deliver services. It aims to create a modern, connected organisation that uses technology and data to improve outcomes for colleagues and communities. The strategy focuses on four key objectives: building digital capability for staff and residents, driving corporate transformation, making data a critical asset and preparing for the future. Delivery is structured around six strategic themes developed through consultation with senior leaders, and progress will be reviewed in 2027/28 to ensure alignment with new opportunities. Since approval, we’ve begun implementing targeted actions, including expanding digital skills training for colleagues to support confidence and capability, introducing new collaboration tools to improve communication and break down operational silos, developing a corporate data framework to ensure consistent standards and enable better insights and piloting automation and AI solutions in key service areas to improve efficiency and customer experience. This integrated approach ensures digital transformation is not just about technology, it’s about people, culture, and smarter ways of working. AI assessment is currently underway to help us to better understand how AI solutions can potentially create capacity and improve how we delivery services to the communities. By embedding these principles, we will deliver services that are more accessible, efficient, and responsive to the needs of our communities. Since its launch in February 2024, the Council’s new iLearn platform has delivered a step-change in how our people access and experience learning and development. With a modern, intuitive design and over 500 courses, iLearn offers flexibility and choice for employees to learn at a time and on a device that suits them, whether on desktop, laptop, tablet, or smartphone. The upgrade has improved flexibility and accessibility, enabling a wider range of employees to complete both mandatory and non-mandatory learning. The impact has been significant: 6,583 employees have logged in and completed 52,872 courses to date, demonstrating strong engagement and a culture of continuous learning. Importantly, iLearn is not static, it is continuously developed and enhanced to improve user experience, ensuring the platform remains Page 115 of 442
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10 OFFICIAL relevant, responsive, and aligned to the evolving needs of our workforce. It is now a cornerstone of our approach to workforce development, equipping colleagues with the skills they need to deliver excellent services for our communities. The Council also has 30 Digital Champions, who provide peer support and build digital confidence and enablement across the workforce. In September 2025, the Council and its partners delivered a highly successful Employability Month, led by the Renfrewshire Local Employability Partnership (RLEP). The programme featured a series of events designed to connect residents with job opportunities, training, and skills development. Highlights included sector-specific recruitment fairs, careers advice sessions, and workshops on self-employment and public sector careers, with major employers such as WH Malcolm, Scottish Leather Group, and Thermo Fisher taking part. This initiative directly supports the Council Plan priorities of inclusive economic growth and reducing inequalities, by helping residents access sustainable employment and skills pathways. It also aligns with the People Strategy priority of building a skilled, adaptable workforce, ensuring that both current and future workforce needs are met. Over the past year, more than 1,900 residents have been supported into work, education, or training through the Council’s employability services. This programme demonstrates the value of partnership working in creating opportunities for local people and delivering better outcomes for our communities. The Council continues to prioritise compliance with mandatory training requirements to ensure a skilled, informed, and compliant workforce. All employees are required to complete a core set of modules via the iLearn platform, including Equality, Diversity and Inclusion, Living Our Values, Data Protection, Information Governance, and Cyber Security. Additional modules such as Display Screen Equipment and Prevent Duty are required for specific roles, while managers and senior officers complete training on Risk Management and Governance responsibilities. To strengthen compliance, in 2025 the Council introduced automated alerts through Business World and email reminders, ensuring employees are notified when training is due or overdue. Since implementation, over 3,500 mandatory course completions have been recorded, demonstrating significant progress. By ensuring all employees have the knowledge and skills required for their roles, we are reinforcing high standards of governance, safety, and service delivery, while supporting an engaged and confident workforce that is equipped to deliver better outcomes for our communities. A separate report scheduled for presentation to members in November 2025 outlines that mandatory training completion rates have now increased to 71%, up from 58% in June 2025. Agreed plans are in place to support Teaching colleagues to complete mandatory training during scheduled in-service days. PRIORITY 3 - Equality, Diversity, and Inclusion Driving Inclusion from Policy to Practice We have continued to make strong progress across the three outcomes set out in the Council’s Equality, Diversity and Inclusion (EDI) Plan, approved by members in February 2024. The plan focuses on: (1) Immediate Priorities – delivering the fundamentals of inclusion; (2) Next Steps – embedding inclusion more deeply across services; and (3) Sector-Leading Page 116 of 442
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11 OFFICIAL Inclusion – positioning Renfrewshire as the best place for people to work. The following section highlights the key achievements delivered to date. • All HR&OD policies are equality impact assessed prior to approval and are written using a friendly and inclusive language and tone. Earlier this year, the Council implemented a revised Respect at Work Policy and Equality, Diversity and Inclusion Policy, with refreshed training for employees and managers due to be rolled out before the end of the year. • The Council is embedding our economic development employability programmes throughout our recruitment processes ensuring barriers faced by employees and interns are removed, creating parity. Recently the Corporate Management Team approved guaranteeing an interview to any care-experienced candidate who meets the essential criteria for the role they are applying for. As part of the commitment to #KeepThePromise, the Council has created a Care Experienced Staff Network. This group is for those who are Care Experienced both directly and indirectly, who work in Renfrewshire, where group members can input and share learned experiences and advice. These are ways the Council is demonstrating our commitment to supporting care experienced people into work. • Equality, Diversity and Inclusion Awareness is now one of the Council’s mandatory training modules and all employees are being supported and encouraged to complete the training, whether that be online or via face to face/toolbox talks. 76.4% of our workforce have completed their training to date. • Work is ongoing with our partner Inclusive Employer to re-establish Employee Equality Forums, focusing on Race and Disability. This will ensure people from minority backgrounds/underrepresented groups have their voices heard, feel represented and included and any barriers throughout the employee journey are removed. • Communications were sent to the workforce throughout November 2024 to encourage employees to update their personal equality monitoring information currently held by the Council. This will enable the Council under its statutory duty to ensure the most up to date information is held and policies/strategies, etc are meeting the needs of our people. Further communications will be sent during November 2025. • We have refreshed our successful Lead to Succeed management development programme by embedding a new module on Equality, Diversity and Inclusion. This ensures our managers clearly understand their responsibilities and act as role models for EDI across the Council. Page 117 of 442
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12 OFFICIAL • In April 2025, the Council published its statutory bi-annual Equality Mainstreaming and Outcomes Report. This report demonstrates how we are meeting our legal duties under the Equality Act 2010 and advancing equality across all services. It provides an update on progress against our published Equality Outcomes, highlights key achievements, and sets out the actions we are taking to further embed equality, diversity, and inclusion in everything we do. The report also reinforces our commitment to transparency and continuous improvement in creating a fair and inclusive organisation. • As reported in June 2025, the Council has made significant progress in closing the gender pay gap, with the latest figures showing a gap of 0.52% in favour of female employees, compared to 4.59% in favour of males in 2018. This improvement reflects targeted actions including a revised pay and grading model, expanded leadership development opportunities, family-friendly policies, and initiatives to support progression for women in lower grades while encouraging male applicants for traditionally female-dominated roles. This achievement demonstrates our ongoing commitment to fairness and equality across the workforce and aligns with our People & Organisational Development strategy, which prioritises inclusive leadership, equal access to opportunities, and a culture where everyone can thrive. • The Council has appointed a new Equalities Development Officer to lead and coordinate our approach to equality, diversity, and inclusion (EDI). This strategic role will provide expert advice to senior leaders and elected members, ensure compliance with equalities legislation, and drive delivery of our Equality Outcomes. The post will lead on developing and implementing policies and action plans, strengthen Equality Impact Assessment processes, and build strong engagement with services, partners, and communities. This appointment reflects our commitment to embedding EDI principles across the organisation and ensuring our services are fair, inclusive, and accessible to all. • In October 2025, the Council launched a public consultation to help shape the next phase of our Equality Outcomes for 2025–2029. This engagement included online surveys and community events, ensuring that the voices of residents, employees, and community groups informed our priorities. This approach reflects our commitment to transparency, collaboration, and continuous improvement in advancing equality, diversity, and inclusion across all services. The next stage will involve analysing the feedback received and using it to finalise the new Equality Outcomes, which will be presented to members for approval in early 2026, alongside an updated action plan to deliver measurable progress over the next four years. Page 118 of 442
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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: People Strategy 2021-2026 – Council Workforce Demographics and People Metrics (1 April to 30 September 2025). ___________________________________________________________________ 1. Summary 1.1 This report provides Members with a strategic overview of the Council’s workforce demographics and key people metrics for the first two quarters of the 2025/26 financial year (April to September). It builds on previous analysis and delivers clear insights to support evidence-based decision-making, strengthen workforce planning, and drive continuous improvement. 1.2 This update offers Members a mid-year perspective on progress and emerging workforce trends. It consolidates data from the first two quarters of this year to present a clear and comprehensive picture of current workforce dynamics and, where available, compares performance against the same period in the previous financial year. 1.3 This report also highlights the critical role of people metrics in supporting evidence-based decisions. A clear understanding of workforce dynamics is essential for aligning resources with future service priorities and achieving sustainable outcomes. Managers have access to real-time workforce data through the Council’s Business World ERP system, enabling timely and well- informed operational decisions. 1.4 Compared with the same period in 2024/25, the overall workforce position remains broadly stable, with only minor variations in key metrics which are discussed within the context of the update. Item 11 Page 121 of 442
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OFFICIAL 1.5 Equality, Diversity and Inclusion monitoring data, along with Health and Safety metrics are reported separately to the relevant boards and are therefore not included in this update. ___________________________________________________________________ 2 Recommendations 2.1 Members are asked to note: • The contents of this report. • This report will be reported bi-annually for monitoring purposes. • The next report will be submitted on 11 June 2026. This will detail quarter by quarter comparison data, with targeted interventions to drive improvements where necessary. ___________________________________________________________________ 3 Background 3.1 Workforce data is a vital tool for guiding performance decisions, enabling effective planning, resource allocation, and support for employee development and wellbeing. It also helps identify areas of high demand to align skills with priorities and improve efficiency. Regular analysis reinforces the Council’s commitment to equality, diversity, and inclusion by informing initiatives that promote a supportive and inclusive workplace. 3.2 The diagram below provides Members with a snapshot of the Council’s workforce profile as of 30 September 2025. 3.3 Of the Council’s 8,542 employees, around 70% live within the Renfrewshire area. The majority hold permanent contracts, with an average length of service of 10 years. Page 122 of 442
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OFFICIAL This level of stability reflects the strength of our organisational culture and values, which help retain a loyal, experienced, and engaged workforce while providing opportunities for development and career progression. Such continuity enhances the Council’s reputation as an employer of choice. 3.4 The data, consistent with previous reports to Members, shows that our workforce remains predominantly female, with an average age of around 45 years. Notably, 39% of employees are aged 50 or above, highlighting an ageing workforce. This presents succession planning challenges in retaining key knowledge and skills but also creates opportunities to attract new talent and broaden our skills base in emerging disciplines. These dynamics will be central to ensuring the Council remains competitive in the recruitment market and continues to adapt proactively to future service needs. 3.5 As reported in June 2025, the Council achieved a historic milestone by closing the gender pay gap for the first time in its history. The latest figures show a gap of 0.52% in favour of female employees, compared to 4.59% in favour of males in 2018. This positions the Council among the most progressive local authorities in Scotland on gender pay equality, a success that was publicly recognised as a significant achievement. This outcome reflects targeted actions, supported and agreed by Members of this board, including a revised pay and grading model, expanded leadership development opportunities, family-friendly policies, and initiatives to support progression for women in lower grades while encouraging male applicants for roles traditionally dominated by women. It demonstrates our ongoing commitment to fairness and equality and is fully aligned with our People & Organisational Development Strategy, which prioritises inclusive leadership, equal access to opportunities, and a culture where everyone can thrive. 3.6 The Council continues to maintain a balanced workforce, with almost 40% of employees working part-time. To promote health and wellbeing and foster a family-friendly, inclusive culture, employees benefit from a wide range of flexible working arrangements, both formal and informal, that continue to evolve to meet organisational needs and improve work-life balance. Turnover levels referenced in this report and in our annual reports are broadly in line with sector norms for Scottish local authorities, as outlined in workforce planning guidance published by the Improvement Service. It is important to note that turnover rates can vary across job roles and service areas, with some services experiencing higher levels than others. Overall, current turnover trends are considered healthy, supporting a balance between retaining experience and introducing new skills. 3.7 The Council’s retention rate for the reporting period ending 30 September 2025 is approximately 95%. During this time, 447 employees joined the organisation and 411 left, with the main reasons for leaving being career progression and normal age retirement. When compared to the same reporting period in 2024/25, the Council’s retention rate has remained broadly the same. Page 123 of 442
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OFFICIAL Ongoing monitoring of this data is essential to understanding why employees leave, enabling us to listen to the workforce and apply insights that improve the overall workplace experience. 4 Employee Relations (Absence, Disciplines, Grievances, Overtime and Training) 4.1 Absence 4.2 As required by Scottish Council reporting standards, absence is measured as the number of workdays lost per full-time equivalent (FTE) employee. The table below shows quarterly absence levels by service area. Overall, Environmental Services, Housing & Infrastructure, and the Renfrewshire Health and Social Care Partnership continue to report absence rates above the Council’s internal targets. 4.3 The table shows absence days lost per full-time equivalent (FTE) employee across Council services for Quarters 1 and 2 of this year. Members will note that absence in Quarter 2 is 0.22 days lower than Quarter 1, indicating a slight improvement. When compared to the same quarters in 2024/25, absence has also reduced, by 0.27 days in Quarter 1 and 0.03 days in Quarter 2 indicating a modest improvement. 4.4 From 1 April to 30 September 2025, the Council lost 41,286.41 FTE days due to absence. While Environmental Services, Housing & Infrastructure, and the Renfrewshire Health and Social Care Partnership have higher-than-average absence rates, the largest number of actual days lost occurred in Children’s Services (16,513.76 days). This reflects the fact that Children’s Services accounts for approximately 48% of the Council’s overall workforce. 4.5 The table below shows the quarterly breakdown of FTE absence days lost across Council services for Quarters 1 and 2 of this year. When compared to the same quarters in 2024/25, total absence days have decreased slightly, by 1,915.64 days in Quarter 1 and 257.90 days in Quarter 2, indicating a modest improvement. Service Q1 Ending 30 June 2025 Q2 Ending 30 September 2025 Chief Executive's 1.06 2.17 Children's Services 2.81 2.04 Environment, Housing & Infrastructure 3.25 3.32 Finance & Resources 2.06 2.51 Renfrewshire Health & Social Care Partnership 4.74 5.11 Total Absence Days Lost Per FTE Employee 3.00 2.78 FTE Absence Days Lost Per FTE Employee Page 124 of 442
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OFFICIAL 4.6 During the reporting period, the four main causes of sickness absence once again, in order of frequency, were: 1. Psychological. 2. Musculoskeletal and Joint Disorders. 3. Stomach/Bowel/Blood and Metabolic Disorders and; 4. Respiratory. These causes of absence align with national trends. 4.7 To support employees in staying at work or returning after absence, the Council provides a range of support services, including early referral to Occupational Health and access to the Employee Assistance Programme. During the reporting period, 2,021 appointments were arranged with our Occupational Health provider, People Asset Management Ltd (PAM), and 154 appointments were delivered by our Employee Assistance provider, Time for Talking (TFT). When compared to the same reporting period in 2024/25, 1877 appointments were arranged with our PAM, an increase of 144, and 167 appointments were delivered by TFT, a decrease of 13. 4.8 Officers have maximised the use of all available appointments and provisions through both contracts, which has enabled further investment in targeted support for known hotspot areas within services, particularly for absences related to musculoskeletal issues, mental health, cognitive behavioural therapy (CBT), and cancer. These services play a key role in promoting wellbeing, enabling earlier interventions, and helping reduce the risk of prolonged absence. 4.9 Members will recall approving the Health and Wellbeing Plan in February 2024, which aims to create a safe, healthy, and inclusive workplace by focusing on prevention, early intervention, and support for attendance at work. Through the plan, Officers are actively working with Mental Health First Aiders (MHFAs) across services to provide a safe space for employees to discuss mental health concerns and access specialist support, including financial and psychological wellbeing. Since the last progress report, mental health support has been expanded with 91 trained MHFAs in place and a further 24 scheduled for training in November 2025. We have also introduced mental health awareness training and wellbeing e-learning across all services. Service Q1 Ending 30 June 2025 Q2 Ending 30 September 2025 Chief Executive's 233.31 469.89 Children's Services 9561.87 6951.89 Environment, Housing & Infrastructure 5991.74 6195.91 Finance & Resources 1754.10 2131.26 Renfrewshire Health & Social Care Partnership 3879.08 4117.36 Grand Total 21420.10 19866.31 FTE Absence Days Lost Page 125 of 442
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OFFICIAL Occupational Health provision has been enhanced with physiotherapy and Cognitive Behavioural Therapy (CBT), alongside stress risk assessment training for managers to help identify and address issues early. In the coming months, an engagement event will be held with MHFAs to review usage and better understand the issues being raised. 4.10 Council officers have partnered with subject matter experts to deliver a series of successful Rentalks on topics such as Supporting Menopause, Raising Our Teens, Learning for Life, Carer’s Rights, Men’s Mental Health, Gambling Awareness, Budgeting Skills, Women’s Health, Insights to CBT, Mastering Work-Life Balance, Discussing HRT, Breastfeeding, Support for Carers, Strathclyde Pension Fund, and Accessibility for Digital Content. All Rentalks are recorded and made available through the Council’s learn platform to maximise accessibility. In addition, the content from these sessions is being adapted into toolbox talks for managers to deliver to frontline teams who do not have easy access to Rentalks, ensuring key wellbeing messages reach all employees. 4.11 During the reporting period, 11 wellbeing sessions were delivered to frontline employees in Environment, Housing and Infrastructure and the Renfrewshire Health and Social Care Partnership. These sessions covered key RenTalk topics as detailed in 4.10 above, offered practical advice, and signposted employees to further support where needed. To ensure wider accessibility, all RenTalks are recorded and available on the Council’s iLearn platform, and the content is being adapted into toolbox talks for managers to share with frontline teams who do not have easy access to online sessions, ensuring key wellbeing messages reach all employees. 4.12 We have also strengthened our approach through additional initiatives that promote health and inclusion. Breastfeeding Friendly Scotland awareness training is now available on iLearn following the Council’s accreditation as a Breastfeeding Friendly employer, equipping teams with the knowledge and tools to support breastfeeding parents confidently. In September, Scotwest Credit Union delivered financial wellbeing sessions at Underwood Road Depot and ran an advice campaign at Renfrewshire House. The Council’s Menopause Champion has also launched Let’s Pause, a monthly forum providing a supportive space for employees experiencing menopause to share experiences and connect with others in a relaxed setting. 4.13 The direct salary cost of statutory and occupational sick pay for absences between 1 April and 30 September 2025 is approximately £6.7 million. Members should note that these are not additional costs to the Council, as they are already budgeted for, but do not include any additional costs for cover such as overtime or employer on costs. Of this total, £5.6 million (83.5%) relates to employees on long-term absence (28 calendar days or more). Page 126 of 442
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OFFICIAL 4.14 The table below details absence costs by Council service for Quarters 1 and 2, totalling approximately £6.7 million. Children’s Services incurs the highest cost, reflecting both the greatest number of days lost and its proportion of around 48% of the Council’s workforce. When compared to the same period in 2024/25, the cost of absence was £6.4m, meaning an increase of approximately £300,000 year to year. Children's Services accounted for the highest share of this cost. 4.15 To provide Members with a truer picture of the overall cost of absence, future reports will be developed to include overtime and other related expenditure incurred to cover absences. This will give Members a greater visibility of the financial impact absence has to the Council. 4.16 Our data indicates that absences continue to be influenced by extended NHS treatment times, medical interventions, and delays in obtaining specialist reports. To help reduce long-term sickness absence, we maintain regular engagement with our Occupational Health provider, PAM, to expedite the receipt of reports from employees’ GPs and NHS specialists. 4.17 A new officer Absence Performance Board has been established, chaired by the Director of Environment, Housing & Infrastructure, with senior representation from all Council services. The Board’s remit is to identify and implement corporate and service-level actions to improve absence performance across the organisation. 4.18 To progress this work, four dedicated workstreams have been created: Training and Culture, Policy and Processes, Data and Targets, and Health and Wellbeing Supports. Each workstream is led by cross-Council representatives and is developing detailed plans to address key challenges, including strengthening management capability, improving policy alignment, enhancing data visibility, and expanding proactive health and wellbeing interventions. Service Q1 Ending 30 June 2025 Q2 Ending 30 September 2025 Chief Executive's £40,969.15 £87,051.69 Children's Services £1,780,056.86 £1,365,556.06 Environment, Housing & Infrastructure £762,925.16 £848,153.61 Finance & Resources £234,501.14 £311,586.55 Renfrewshire Health & Social Care Partnership £598,488.57 £655,180.96 Grand Total £3,416,940.88 £3,267,528.87 Absence Cost Page 127 of 442
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OFFICIAL 4.19 In early January, the Board will launch the ‘2026 Year of Wellbeing’ campaign, introducing a structured programme of support, expectations, and action. Officers will lead targeted initiatives designed to deliver visible improvements and measurable outcomes, tackling the root causes of absence and strengthening workforce resilience. This campaign is a strategic intervention to improve attendance across all services. By doing so, we will not only support our workforce but also ensure the delivery of better, more consistent services to our communities. 4.20 Overtime Working 4.21 Overtime continue to play an essential role in maintaining the Council’s ability to deliver critical services and meet the needs of our communities. It provides flexibility to respond to ad-hoc service demands, seasonal peaks, short-term projects such as event planning, and emergency situations requiring specialist skills, while avoiding the costs associated with permanent recruitment. When managed effectively through robust workforce planning, overtime can still deliver operational flexibility while mitigating risks such as employee fatigue and increased resourcing costs. 4.22 The table below sets out the level of overtime worked across the Council and the associated costs for the period 1 April to 30 September 2025. Overtime categories, in line with conditions of service, include plain time, time and a half, and double time. The number of overtime hours claimed in Quarter 2 has decreased compared to Quarter 1, with a similar trend observed across all services. This modest reduction reflects the efforts being made within services to actively manage overtime through improved workforce planning and resource allocation. 4.23 The direct salary cost of overtime for this period is approximately £2.97 million. Environmental, Housing & Infrastructure and the Renfrewshire Health and Social Care Partnership account for the highest levels of overtime claims. This reflects the operational demands of these services, which frequently require additional staffing to maintain essential service delivery, respond to unplanned events or emergencies, and meet statutory obligations. When compared to the same period in 2024/25, the cost of overtime £3.3 million, meaning a decrease of approximately £330,000 year to year. Service Hours Amount Hours Amount Chief Executive's 192.00 £5,701.33 146.50 £4,332.66 Children's Services 10855.32 £237,254.50 7307.53 £166,855.95 Environment, Housing & Infrastructure 43543.91 £982,767.61 38830.11 £891,469.14 Finance & Resources 3098.78 £68,082.08 2757.76 £62,763.19 Renfrewshire Health & Social Care Partnership 14841.84 £277,901.95 14091.01 £276,278.84 Grand Total 72531.85 £1,571,707.47 63132.91 £1,401,699.78 Overtime Working Q1 Ending 30 June 2025 Q2 Ending 30 September 2025 Page 128 of 442
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OFFICIAL 4.24 Our analysis shows that approximately 64% of overtime hours claimed are attributable to factors such as covering holiday absences, meeting increased workload demands, filling vacancies, and providing sickness absence cover. 4.25 It is important for Members to note that overtime costs being presented in this context does not always mean employees are working beyond contracted hours. In some cases, an employee’s rostered shift may fall on a public holiday. In such circumstances, the employee works their normal contracted hours but, under the terms and conditions of service, is entitled to claim an enhanced rate of pay because the shift occurs on a public holiday. Furthermore, recent national pay awards have contributed to an increase in the overall cost of overtime. 4.26 The People and OD team are continuing to explore different ways with services to help reduce the costs generated by overtime through workforce planning. In addition, we are undertaking an exercise to clearly distinguish between avoidable and unavoidable overtime costs, as outlined in paragraph 4.25 above. This analysis will give Members a clearer and more accurate understanding of the nature of overtime working and associated costs, helping to highlight where costs are genuinely unavoidable and where efficiencies can be achieved. 4.27 Disciplinary Investigations 4.28 The table below shows the number of live disciplinary investigations being progressed under the Council’s Disciplinary Policy by service for each quarter within the period 1 April to 30 September 2025. During this period, there was a maximum of 49 cases active at any one time, representing 0.49% of the Council’s overall workforce. Of these, 13 cases (26%) across both quarters required a precautionary suspension. When compared to the same reporting period in 2024/25, a maximum of 50 disciplinary investigations were active at any one time, an increase of 1 year to year. 4.29 All disciplinary cases are managed and progressed as promptly as possible in line with Council policy. Members will recall that a revised Disciplinary Policy was approved in June 2024, providing a robust framework to ensure cases are managed fairly, consistently, and efficiently. The People & OD team will continue to work closely with services and trade union colleagues to reduce the number of live cases and ensure timely resolution. Page 129 of 442
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OFFICIAL 4.30 Grievance Cases 4.31 The table below shows the number of live grievance cases by service for each quarter within the period 1 April 2025 to 30 September 2025. During this time, there was a maximum of 15 cases being progressed, representing 0.18% of the Council’s overall workforce. When compared to the same reporting period in 2024/25, a maximum of 16 grievances were active at any one time, a decrease of 1 year to year. As with the disciplinary process, all grievances are fully investigated in strict confidence and handled in accordance with the Council’s fair, inclusive, and consistent procedures. 4.32 When appropriate, the Council uses its ACAS-trained and accredited mediators to support the grievance process through early intervention approaches. Mediation offers informal solutions to issues that might otherwise escalate into formal grievance or disciplinary proceedings. In addition to the cases reported below, our mediators successfully resolved three matters informally, preventing these from progressing to formal grievance processes and mitigating potential disruption. 4.33 Mandatory Training 4.34 Members will recognise that learning is one of the Council’s core values. Developing our workforce is a central focus of the Council’s People Strategy, which aims to create a collaborative and supportive learning culture. Continuous development is essential to the Council’s long-term success and to delivering best value outcomes. Service Q1 Ending 30 June 2025 Q2 Ending 30 September 2025 Chief Executive's 0 0 Children's Services 13 15 Environment, Housing & Infrastructure 26 23 Finance & Resources 3 3 Renfrewshire Health & Social Care Partnership 7 6 Grand Total 49 47 Disciplinary Investigations Service Q1 Ending 30 June 2025 Q2 Ending 30 September 2025 Chief Executive's 0 0 Children's Services 5 3 Environment, Housing & Infrastructure 6 9 Finance & Resources 0 1 Renfrewshire Health & Social Care Partnership 3 2 Grand Total 14 15 Grievance Cases Page 130 of 442
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OFFICIAL By investing in training, we strengthen employee performance, ensure consistency in the quality of work, and enhance job satisfaction. This commitment also improves retention, reduces risk, supports compliance, and fosters innovation and adaptability, all while maintaining the Council’s reputation as an employer of choice. 4.35 The Council requires all employees to complete five mandatory training courses, as outlined in the table below. The table shows completion rates by service for each course as of 30 September 2025. Overall, the Council has an average completion rate of 73%, up from 58% reported to Members in June 2025, with the Chief Executive’s Service, Finance and Resources, and the Health and Social Care Partnership achieving higher rates. These results reflect focused efforts within services to prioritise completion of mandatory training. All services are actively implementing targeted actions to accelerate progress and ensure that completion rates continue to rise across the organisation. 4.36 In addition, the Council requires employees who use the ICT network to complete three mandatory courses, as shown in the table below. The table also highlights completion rates by service for each course as of 30 September 2025. Overall, the Council’s average completion rate for these courses is 69%, up from 55% reported to Members in June 2025, with the Chief Executive’s Service, Finance and Resources, and the Health and Social Care Partnership once again achieving higher completion rates. 4.37 Regular reports on mandatory training performance are subject to thorough review by each Service Senior Management Team and the Council’s Corporate Management Team, ensuring robust oversight, accountability, and a clear focus on driving improvement. To continue improving completion rates in the year ahead, a series of targeted initiatives has been agreed and is being progressed, including: • Providing teachers in Children’s Services with protected time and space to complete mandatory training via in-service days. • Delivering newly adapted mandatory training content through toolbox talks for frontline employees. Course Name CE CS EH&I FARS RHSCP COUNCIL Equality Diversity and Inclusion Awareness 96% 71% 73% 99% 94% 77% Information Governance Annual Refresher 2024 80% 50% 59% 83% 72% 59% Intro to Data Protection 94% 68% 72% 99% 94% 76% Introduction to Freedom of Information (FOI) 95% 65% 72% 98% 93% 74% Living Our Values 95% 69% 73% 99% 94% 77% Average for all course across Service 92% 64% 70% 96% 90% 73% Mandatory Course Completions for ALL Employees Course Name CE CS EH&I FARS RHSCP COUNCIL Display Screen Awareness DSE 91% 50% 82% 96% 86% 65% Information Security Awareness 95% 61% 86% 99% 95% 74% RenTalks: How to spot a phish 86% 57% 77% 89% 83% 67% Average for all course across Service 90% 56% 81% 95% 88% 69% Mandatory Course Completions for NETWORKED Employees Page 131 of 442
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OFFICIAL • Introducing reminders and alerts in Business World for courses that are expiring, expired, or incomplete to support self-managed compliance. • Expanding mandatory training modules to include Corporate Induction, Prevent Duty Awareness, Risk Management, and Managers’ Induction. 4.38 New mandatory training performance indicators have now been integrated within all Service Improvement Plans, enabling members to monitor and scrutinise progress through their respective Council Policy Boards. 5 Next Steps 5.1 This report will continue to evolve for members, providing performance data comparisons quarter by quarter for scrutiny. Officers will include additional workforce information in the next report, covering job evaluations, ill-health retirals, voluntary redundancy, and voluntary early retirement. This will provide Members with a fuller picture of workforce changes and their impact. It will also support the Council to better utilise resources in the areas where our performance requires to improve. ___________________________________________________________________ Implications of the Report 1. Financial – The Council’s costs in relation to workforce planning are detailed throughout this report and are met within existing service and Council budget lines. Council Officers will continue to monitor data and take appropriate actions to improve performance levels. 2. HR & Organisational Development – People and Organisational Development Practitioners will continue to work with service managers and consult with the Trade Unions to improve performance. 3. Community/Council Planning – None as the report is for noting 4. Legal - Effective workforce planning can ensure legal compliance. 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 noting only. If required following implementation, the actual impact of the recommendations and the mitigating actions will be reviewed and monitored, and the results Page 132 of 442
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OFFICIAL of the assessment will be published on the Council’s website. 8. Health & Safety - Effective workforce planning can ensure legal compliance and support the well-being of our people. 9. Procurement – None. 10. Risk - Without a continued effective focus on workforce planning, there is a risk that may impact on the Council both financially and in terms of service delivery. 11. Privacy Impact - None. 12. Climate Risk - None. 13. Children’s Rights - None. 14. Cosla Policy Position – None. _______________________________________________________ List of Background Papers - None ___________________________________________________________________ Authors: Steven Fanning, steven.fanning@renfrewshire.gov.uk Andrew Brown, andrew.brown@renfrewshire.gov.uk Page 133 of 442
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PUBLIC To: Finance, Resources and Customer Services Policy Board On: 20 November 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 September 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. 3 Operational Update Hard Facilities Management (Hard FM) 3.1 Public Buildings – Capital Projects 3.1.1 As part of on-going improvements for sports/activities across the learning estate, Officers are currently exploring the provision for additional MUGAs and upgrades to red blaes pitches, within a number of primary schools. These works will be discussed with Children’s Services and undertaken on a priority basis as the budget allows. 3.1.2 A Net Zero Collaboration Group has been set up to with our colleagues in the Sustainability team, Hub West Scotland and other local authorities to share knowledge and best practice. Officers will play a key role and contribute to buildings and the Council’s route towards net zero. Item 12 Page 135 of 442
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PUBLIC 3.1.3 Waterproofing/ramp works continue at Renfrewshire House, with expected completion revised to late November 2025. 3.2 Public Buildings - Lifecycle Replacement works 3.2.1 The Summer recess was a busy period for Facilities and Property Services to undertake work whilst the schools are closed. In addition, improvement works, including the accessible toilets have been completed at St Fillan’s PS and Houston PS. The table below highlights some work that has recently been completed. 2025/26 (New Works) Site Work Required St Margaret’s PS Pot-holes/tarmac Auchenlodment PS Pot-holes/tarmac Lochwinnoch PS Tarmac/painting/water proofing and pedestrian barrier Renfrewshire House Painting/CCTV Renfrew HS Tarmac Castlehead HS Flooring upgrade Mile End Centre Front Fence repaired and rear fencing replaced Brediland PS (Annex) Tarmac Houston PS Lining works Bishopton PS Lining works St John Ogilvie PS Accessible Painting works Lochfield PS Accessible grab rails Bargarran PS Life floor replacement Bushes PS Tarmac Records Store Fire rating works and alarm panel Gallowhill PS Tarmac Williamsburgh PS Sunken gulley Heriot PS Painting Kilbarchan PS Cracked sky light repair Paisley Library Lift works Kirklandneuk PS Scaffolding and unit replacement Paisley Town Hall Water leak/damage PPP Lifecycle works • The Council still await the full 25/26 Lifecycle Report from Renfrewshire Schools Partnership (RSP) to ascertain any under/overspend within the Lifecycle Fund. Page 136 of 442
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PUBLIC • Works that were carried out over the October break: o Gleniffer HS: flooring replacements o Linwood HS: flooring replacement & decoration o St Benedict’s HS: Clear and re-tank lift shaft 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. • HQ Building Management System upgrade - options appraisal includes the installation of new routers and is currently being finalised with ICT. • HQ lining of car park, general clean up and drainage works. Proposals include creating new walkways and other measures to maximise available spaces (possibly some additional parking), • Heriot Primary School – roofing and heating works. Phase 1 temporary heating works now complete. • Charleston Clock Tower – refurbishment of clock structure and surrounds. • Underwood Road Depot – improvements to depot safety and security 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, Park Mains High School extension and Thistle Primary School to future proof works in relation to compliance, maintenance and repairs. 3.3.3 Renfrew Bridge Control room has now been added to CAMIS with Planned Preventative Maintenance (PPM) commencing with reporting process to be agreed with colleagues using the building. 3.4 Public Buildings compliance – Key Performance Indicators (KPIs) 3.4.1 Compliance stats for this quarter remain on target with Building Services returning 86% compliance and Sub-contractors 86%. Officers will continue to monitor to ensure high levels are maintained. 3.4.2 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 4444 1118 561 152 6275 The pressure on the repairs budget remains a challenge and Officers will likely defer non-critical works from November 2025 onwards. Page 137 of 442
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PUBLIC 3.5.2 The new Multi-Trade Framework is progressing at the anticipated pace, with an update as below: • 13 Lots forming the Framework agreement with a maximum of 5 suppliers per Lot. • There is a ranking arrangement within each Lot. • 20 individual suppliers who have been recommended for various Lots on this Framework. • Stand still period concluded 31 October 2025 and award letters issued in November 2025. • Mobilisation pack has been developed by Corporate Procurement Unit and pre-start meetings have been arranged. Moving forward, Officers will need to build new relations and closely monitor any new suppliers, to ensure contractual obligations are met. 3.6 Fire Safety 3.6.1 All 9 Fire Risk Assessments for PPP schools have been received recently. Actions for both the school and AMEY are currently being worked through with some already completed. 3.6.2 Officers are currently exploring training on sprinklers systems for Soft FM staff across the learning estate. 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 September 2025. Annual repair data from 2023, 2024 and 2025 is now available to allow a Page 138 of 442
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PUBLIC comparison and analysis of the trends. It can be seen that the years follow each other across the months with the summer months having the least number of repairs and the winter months having the most. It can also be seen that there are larger increases when there is a severe weather event – freezing weather in Christmas 2022/23 and storms in January 2025. 3.7.2 Repairs to Public Buildings Building Services carry out responsive repairs across public buildings and OneRen properties across Renfrewshire. Officers are working with our colleagues within Hard FM to ensure the categorisation of the urgent repairs is correct. In August there was a drop from 49% to 42% of all repairs being reported in the emergency or urgent categories and are now appropriately categorised as routine. Building Services have also seen a rise in the percentage of urgent and routine repairs being completed within target and are committed to continue improving these percentages. % OF REPAIRS COMPLETED WITHIN TARGET New Target Apr-25 May-25 Jun-25 Jul-25 Aug-25 Emergency Completed (E) 24 hours 99% 77% 97% 96% 97% 99% Urgent Completed (U5) 5 days 95% 62% 47% 55% 59% 62% Routine Completed (A) 15 days 90% 85% 84% 77% 83% 90% Programmed Completed 90 days 100% 100% 100% 100% 100% 100% Planned 247 days 100% 100% 100% 100% 100% 100% 3.7.3 Compliance - Public Buildings Building Services carry out compliance works across a number of areas including the categories below. Officers continue to track and monitor data to maximise and increase the compliance of the Renfrewshire Council estate. The drop in electrical compliance percentage is due to the certificates requiring to be validated by the Qualified Supervisor and not due to the works not being carried out. Element of compliance targets Apr- 25 May- 25 Jun-25 Jul-25 Aug- 25 Sep-25 Electrical (including MUGA's) 90% 88% 92% 91% 90% 96% 84% Emergency lighting 90% 72% 86% 87% 87% 93% 84% Water Management (including showers and swimming pools) 90% 75% 100% 99% 100% 80% 99% Gas 90% 100% 100% 92% 100% 100% 100% HVAC 90% 99% 89% 86% 94% 100% 97% Canopies 90% 98% 100% 93% 100% 95% 98% 3.8 Voids 3.8.1 From July 2025 through September 2025, Building Services void team have received 393 job orders, with full void packs making up 152 of these works, this Page 139 of 442
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PUBLIC is a slight reduction in work from Q1 year where Building Services received 163 full void packs. However, the volume of work in individual void properties has continued to increase. 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, with reports showing the average void days for Building Services in Q2 was 14.88 days. This highlights a consistent reduction since the start of the Single Void team was introduced and sits at the lowest value since its introduction. 3.8.3 Operatives continue to attend and change locks to terminations, absconds and evictions which have seen a reduction to 18 in Quarter 2 from the annual average of 22 per week. 3.8.4 Building Services have continued the implementation of the 360° Viewing Technology with a mix of 252 post and pre-tenancy tours carried out over Q2, this brings the total number of tours carried out since the technology was introduced last year to 1,394. 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 (Qualified Supervisor) before it is issued. The chart below demonstrates the volume of electrical work and certificates that are being managed by Building Services. Due to the volume and level of certification required Building Services are currently seeking an additional Electrical QS to be able to help manage the increasing volume of legally required certification, the number of certificates has increased by 449 from Quarter 1. Page 140 of 442
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PUBLIC 3.10 Gas servicing 3.10.1 From July 2025 to the end of September 2025, the domestic gas servicing and repairs team carried out 3,249 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 substantial number of kitchens and gas boilers 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. 3.11.2 Boilers Page 141 of 442
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PUBLIC Building Services are now continuously fitting 16 Boilers per week. There were 46 completed within the month of September 2025. 100% inspection checks from Building Services have been undertaken and agreed inspections by Housing Services Quality Officers. All categories are achieving positive feedback, initial costs are coming in under the agreed tender price (constantly kept under review). These prices are also inclusive of Client (Housing Services) agreed variations to the works. 3.11.3 Kitchens Building Services are now commencing with the agreed Key Performance Indicator (KPI) of 8 kitchens per week. There have been 18 kitchens completed to date. 100% inspection from Building Services with inspections by Housing Services Quality Officers and all achieving positive feedback. Initial costings are currently under the tender agreed price with additional client agreed variations, these are recorded and agreed by the client team and range from a new kitchen pass door, additional floor screeding, rewiring various electrical elements to ensure compliance and any additional decoration required. 3.12 Capital / Planned Works 3.12.1 School Toilet Refurbishments Works are currently ongoing to refurbish school toilets. This has been an ongoing program working through the education estate to improve the toilets within schools. Works include Wetwall, vinyl flooring, ceilings, new sanitary ware and plumbing, all electrics including hand dryers, new radiators, new cubicles vanity units and decoration. Building Services have recently completed Rashielea Primary school with work commenced in Barsail Primary on the 25 August 2025, St Charles Primary School is programmed to commence on the 17 November 2025 and the work is scheduled to complete in late December 2025. 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 and August 2025 in Castlehead High School. So far, Park Mains High School has 424, and Castlehead High School 247 pupils registered for the use of the app with Children’s Services supporting the implementation by promoting information to parents and pupils. There has been a positive reaction by pupils due to the reduction in queuing time and the ability to ensure they access their preferred choice for lunch. The remaining secondary schools are prepared to go live as soon as possible. Page 142 of 442
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PUBLIC 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 school communication is being arranged to target pupils who have yet to sign up for the app. 4.1.3 A new primary menu was implemented on 16 June 2025, and the new Secondary Menu was 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 2025. Amey implemented a new Secondary menu after the October break. 4.1.4 Refurbishment of 4 school kitchens commenced in the summer holiday period. Heriot Primary, Our Lady of Peace Primary, Kilbarchan Primary and St Margaret’s Primary will all return to full cooking operation by 21 November 2025. 4.1.5 Partial cooking kitchens are in place in 5 sites, West Primary, Williamsburgh Primary, St Fergus Primary, Lochwinnoch Primary & Lochfield Primary. Staff have been recruited; equipment installed, and training completed. These kitchens were fully operational by early October 2025, improving the quality of 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 are due to attend an 18-week, day-release course for the same qualification. 4.1.7 HMIE Health & Nutrition inspection undertaken at Glencoats Primary School on 7 October 2025 with positive feedback obtained for the school kitchen. 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; information has been 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 • 70.5% 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 utilised to reflect accurate uptake figures. 4.2.3 The Scottish Government has provided Local Authorities with data on all eligible pupils in P6/7. So far, 79 pupils eligible for FSM under the new criteria have applied and are now receiving FSM. A further 741 are eligible and currently being contacted. 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 Page 143 of 442
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PUBLIC work undertaken throughout summer 2025. 4.3 Cobotics 4.3.1 8 Cobotic cleaners were purchased in July 2025. 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 Operatives (SFOs) was carried out 18-22 August 2025 and all 8 machines are now fully operational. 4.3.2 This investment in collaborative robotic cleaning technology highlights Renfrewshire Council’s commitment to innovative, efficient solutions in building cleaning. 5 Technical Services 5.1 Current Commissions 5.1.1 Officers within Technical Services continue to work across the Renfrewshire Council’s property portfolio and given the workload, major projects are reported to the respective Board e.g. Education and Children’s Services Board. 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 the end of November 2025. 5.3 Infrastructure Programme 5.3.1 The Latest developments within the Cultural Infrastructure Programme are listed below: • St James Playing Fields: Defect rectification is ongoing and Making Good Defects (MGD) is still programmed for December 2025. Issue with Scottish Water (wastewater) connection, now closed. Small path being installed around playing field, going out to tender shortly. • ON-X Running Track: Defect rectification ongoing and MGD programmed for September 2025. Officers to follow up and issue MGD, no reported issues. • ON-X Hockey Pitch: Defect rectification ongoing and MGD programmed for October 2025. Officers to follow up and issue MGD, no reported issues. • Renfrewshire House Archive Store Waterproofing/Ramp Upgrade o The commencement date was 12 July 2025, the existing condition of the ramp was in much worse condition that anticipated from the trial pits that were dug as per the site investigation works. Works currently delayed by 7 weeks with a completion date of end November anticipated. Concessions were made by the contractor to allow for the Halloween event to take place where the contractor’s site area currently sits. The site area was temporarily moved to allow space for the venders to be sited. • Heriot PS Boiler House Heating Pipe Replacement o Tender documents have been revised and updated to capture some of the issues identified as part of the initial tender process. The works are programmed for site commencement in summer 2026. Major repairs have been completed to allow the building to operate as normal. Page 144 of 442
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PUBLIC 5.4 Life Cycle Maintenance: Schools Retrofit Programme 5.4.1 External consultants are currently being engaged to carry out feasibility studies on potential energy efficiency upgrades across five initial school and ELCC sites. A procurement exercise/approach has been agreed and will be taken forward. Hard FM has directed Technical Services to initiate a pilot project at Douglas Street ELCC. 5.5 Life Cycle Maintenance: General Programme 5.5.1 Technical Services, in collaboration with Hard FM, is currently reviewing the short-term component renewal programme. The aim is to identify priority works over the next 1–3 years, focusing on boilers, MUGAs, and other key components. Proposed projects are being cross-referenced with upcoming Children’s Services estate plans to avoid duplication and reduce costs. Implications of the Report 1. Financial – Any financial elements referenced in this report will be progressed through the Council’s financial & budget planning process. 2. HR & Organisational Development – Apprentice recruitment detailed in the report will be undertaken as per standard Renfrewshire Council recruitment processes. 3. Community/Council Planning – the report details a range of activities which reflect local community and council planning themes. 4. Legal – As detailed within the report. 5. Property/Assets – As detailed within the report in relation to work on the Council property portfolio. 6. Information Technology - None 7. Equality & Human Rights – The recommendations contained within this report have been assessed in relation to their impact on equalities and human rights. No negative impacts on equality groups or potential for infringement of individuals’ human rights have been identified arising from the recommendations contained in the report. If required following implementation, the actual impact of the recommendations and the mitigating actions will be reviewed and monitored, and the results of the assessment will be published on the Council’s website. 8. Health & Safety – Advice and guidance is being given to protect the health and safety of employees and service users when carrying out priority services for the Council in line with government and health guidance. Page 145 of 442
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PUBLIC 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 146 of 442
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PUBLIC To: Finance, Resources and Customer Services Policy Board On: 20 November 2025 Report by: Director of Environment, Housing & Infrastructure Heading: Building Services – Business Plan update 1. Summary 1.1 Building Services are Renfrewshire Council’s in-house provider which employs tradespeople, across many disciplines to undertake compliance, repairs and maintenance across the Renfrewshire Council housing estate and the public building portfolio. 1.2 As an internal service provider, Building Services run to a break-even budget and charge back clients (Housing Services/Hard FM) using an approved charging mechanism/hourly rate that is projected at the start of the year and reviewed quarterly to ensure it remains correct. 1.3 For many years, Building Services hasn’t produced a Business Plan, however, this has been reviewed and a draft 3-year Business Plan (2026 – 2028) put in place to drive the business forward over the coming 3 years. 1.4 This report outlines the current position of Building Services and the on-going improvements within the Service to deliver a high quality, right first-time approach to the repairs and maintenance service for Renfrewshire Council. 1.5 The key parts of the Business Plan are highlighted within the appendices of this report. Item 13 Page 147 of 442
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PUBLIC 2. Recommendations It is recommended that members of the Finance, Resources and Customer Services Policy Board: 2.1 Notes the content of this update. 2.2 Notes the proposal to offer an Elected Member briefing/training session in 2026 to update on the current provision of works across Building Services. 3. Background 3.1 Renfrewshire Council is committed to an internal service provider to undertake the repairs and maintenance service across Renfrewshire. Whilst some other local authorities outsource this work, Officers believe the internal service provider ensures best value for residents of Renfrewshire and also allows Renfrewshire Council to react quickly in the time of crisis e.g. extreme cold weather and subsequent floods in late 2022 or to storm Eowyn in early 2025. 3.2 Work for both Council houses and public buildings is currently undertaken by Building Services who are the main contractor for Housing Services in regard to repairs and maintenance of properties as well as undertaking works to return void properties for rent. 3.3 Like other front-line services, Building Services are based out of the main Renfrewshire Council depot at Underwood Road. 3.4 There are currently 178 Operatives/tradespeople across 9 trades which is supported by management, supervisory and approximately 20 administrative staff. 3.5 Building Services had an annual turnover of £23m in 2024/25 with the bulk of the work coming from the Housing and Revenue Account (HRA). There were approximately 99,000 jobs undertaken in 2024/25. 3.6 In the past 18 months, there has been a re-focus on the repairs and maintenance of council houses and public building portfolio rather than looking for any commercial contracts or major capital works. 4. Business Plan and next steps 4.1 Following work with a consultant, it was agreed that Building Services would re- introduce a 3-year Business Plan. The Service has been working for a period of time to review the service, take external advice and scrutiny to be in a position to present to members a comprehensive business plan for the service. Page 148 of 442
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PUBLIC 4.2 Building Services feed into the wider Facilities and Property Services vision which is: “We work together to create, build, repair, maintain, open/close, clean and improve the built environment for the communities and residents of Renfrewshire” 4.3 The Business Plan follows the following headings: • Overall Business Context – this relates to the Council commitment to Building Services, mission statement, key service standards and performance indicator priorities. • Service Improvement activities and Outcome updates – this section outlines productivity, work portfolio demand, voids, Corporate support to Building Services (ICT/fleet), structures and the development of Service Level Agreements (SLAs) • Key Business and Financial Planning Assumptions (Year 1 and Years 2&3) – Building Services repairs and maintenance work portfolio, resulting operating structure including trades, and job costings/budgetary assumptions. • Building Services agreed budget. • Workforce development, retention, succession planning. 4.4 Key Achievements to Date • Delivered over 99,000 jobs in 2024/25 with a turnover of £23 million. • Maintained productivity above the national average (5.2 jobs/per operative per day vs. industry average of 4.5). • Achieved high compliance in gas and electrical safety, with 99.95% of gas certificates issued on time. • Embedded a strong culture of workforce development, with 24 apprentices and a growing adult apprenticeship programme. 4.5 Strategic Priorities (2026–2028) • Service Excellence: Improve customer satisfaction through better diagnostics, appointment systems, and first-time fix rates. • Workforce Planning: Address workforce challenges through succession planning, apprenticeships, and upskilling. • Digital Transformation: Upgrade the WorkHub system to enhance scheduling, reporting, and performance tracking. Continue to feed into the new Housing Innovations Project (HIP) to deliver a new system, including repairs and maintenance. • Financial Sustainability: Maintain cost-effective operations through quarterly recharge rate reviews and robust budget monitoring. • Sustainability: Support the Council’s Net Zero agenda through solar installations, fleet electrification, and energy-efficient repairs wherever possible. 4.6 Current and on-going challenges Page 149 of 442
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PUBLIC • High volumes of emergency repairs (35% of Housing, 21% of public buildings) which in turn limits planned work efficiency. • On-going review of operational fleet over the coming years. • System limitations affecting KPI expansion and real-time performance analytics. 4.7 Officers from Building Services and Housing Services meet on a frequent basis, both operationally and strategically, to review customer service, workload, productivity and to work together to deliver an excellent service to Renfrewshire Council residents. 4.8 Whilst showing performance over the previous year, the plan is also a driver to look ahead and continue to improve the service. Work has been undertaken internally and with consultants to ensure an accurate, set budget, and work will be undertaken with colleagues in Housing Services to understand their demand and work they want from Building Services. 4.9 A key part of the Business Plan is workforce planning to ensure the correct trades are in place for the workload that will be passed to Building Services. 4.10 The Business Plan outlines the on-going review of fleet over the next 3 years to ensure that Renfrewshire Council are delivering a first-rate service to Renfrewshire residents. 4.11 Staff training over coming years will be essential as the sustainability of properties changes. Operatives will require to be trained in the delivery and maintenance of new equipment e.g. Solar panels, Air Source Heat Pumps as these are delivered as part of the wider regeneration programme across Renfrewshire. 4.12 The Business plan will be reviewed annually between Building Services and Housing Services. 4.13 Some of the key elements of the Business Plan are detailed further in the appendices of this report. Implications of the Report 1. Financial – Any financial elements referenced in this report will be progressed through the Council’s financial & budget planning process, in particular the Housing Revenue Account (HRA). 2. HR & Organisational Development – None 3. Community/Council Planning – • Our Renfrewshire is well – by ensuring good quality repairs and maintenance across Council properties ensures Renfrewshire Council residents are well. Page 150 of 442
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PUBLIC • Our Renfrewshire is safe – by undertaking compliance and safety works across the Renfrewshire Council portfolio, Building Services ensure residents are safe. 4. Legal – None 5. Property/Assets – As detailed within the report in relation to work on the Council property portfolio including Council houses and public buildings. 6. Information Technology - None 7. Equality & Human Rights – The recommendations contained within this report have been assessed in relation to their impact on equalities and human rights. No negative impacts on equality groups or potential for infringement of individuals’ human rights have been identified arising from the recommendations contained in the report. If required following implementation, the actual impact of the recommendations and the mitigating actions will be reviewed and monitored, and the results of the assessment will be published on the Council’s website. 8. Health & Safety – Advice and guidance is being given to protect the health and safety of employees and service users when carrying out priority services for the Council in line with legislation and guidance. 9. Procurement – None 10. Risk – None 11. Privacy Impact – None 12. COSLA Policy Position – None 13. Children’s Rights – None 14. Climate Change – If Building Services are to maintain new equipment e.g. solar panels, this will require additional training to be undertaken across the Service. List of Background Papers – None Author: Gordon McNeil, Director of Environment, Housing & Infrastructure Email: gordon.mcneil@renfrewshire.gov.uk Page 151 of 442
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PUBLIC Appendix 1 – Main functions Building Service’s core business is the repair and maintenance of council owned properties in Renfrewshire. In addition, it is to ensure full compliance with legislation to all council houses, schools, community halls, libraries and offices. The Business plan is to ensure that short, medium and long term goals are detailed, measurable and flexible to ensure the services provides across Renfrewshire continue to improve. The service undertook approximately 99,000 individual jobs in 2024/25 and its budgeted turnover was approximately £23m and for 2025/26, the number of jobs is not anticipated to reduce and the budgeted turnover would again be around £23m. This excludes the new kitchen and boiler replacement capital programme estimated to provide an additional turnover of circa £2m part year during 25/26 and up to £3m annually in the coming years. As a repairs and maintenance service, there is a wealth of skills that may also undertake and manage refurbishment works and capital programme works across the Renfrewshire Council portfolio. In 2025/26 Building Services started a 5-year programme of kitchen and boiler replacement across the housing estate which commenced in July 2025. In addition, Building Services have also secured 3 school toilet refurbishments, and some larger commercial gas works across the public building estate. It should be noted that this has not impacted on the core work as a new, dedicated team was recruited to undertake this work on behalf of the Council. Housing repairs, maintenance, and refurbishment • Providing council house tenants with a multi trade responsive repairs service on an appointment-based system (from 8am to 4pm) allowing flexibility of appointments during the working day. • Provide the same responsive repairs service for public buildings (schools etc). • Having a multi trade emergency repairs service which operates on a 24hr/7 day a week basis for both council tenants and public buildings. This is a make safe service only, any works required will be carried out within working hours. • Responding to other emergencies such as the effects of inclement weather, police call outs and major incidents. • Repairs and refurbishment of empty/void properties to a specified re-let standard. • Planned cyclical maintenance works such as gas, electrics, and window servicing. • Work associated with improvement projects which can include including bathrooms, kitchens, rewires and central heating. • Aids and adaptations to assist tenants to remain in their homes. • Undertake fire damage and insurance repairs. • Provide a common repairs facility to owner occupied properties. • Mobile key cutting service. Page 152 of 442
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PUBLIC Non housing repairs and maintenance • Provide a repairs and maintenance service and emergency call out service for non- residential properties such as schools and public buildings. • Undertake specific project work including refurbishments on behalf of the other teams in the Facilities and Property Service. • Provide a comprehensive compliance service for all public buildings including gas, electrics, water management, air conditioning and emergency lighting. It should be noted that there are certain works/services that Building Services do not carry out the on behalf of the Council, however, many people believe that they do. These include repairs to intercoms, flat roofing, road gullies, garden maintenance and graffiti removal and streetlighting which are carried out by other services or contractors. Whilst Building Services are the internal service provider and main contractor, Renfrewshire Council also uses other contractors for work. Page 153 of 442
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PUBLIC Appendix 2 - Performance Housing Key Performance Indicators (KPI) % OF REPAIRS WITHIN TARGET Target 2023/24 2024/25 Emergency Completed 99% 97.05% 97.79% Right to Repair Completed (Qualifying Same Day) 99% 99.04% 99.01% Right to Repair Completed 97% 98.10% 99.89% Urgent Completed – 5 days 97% 62.59% 80.83% Routine Completed 97% 88.54% 89.25% Programmed Completed 97% 98.23% 99.33% OVERALL REPAIRS COMPLETE WITHIN TARGET 94% 92.42% 93.59% These KPIs are discussed regularly at operational manager meetings and where required will be reviewed annually as part of this plan. As noted above, the target KPI remains challenging and will remain in place for the coming years. Trade Operative Productivity Analysis A new process was put in place to measure productivity across the responsive service within Building Services. This is approximately 65 – 70 operatives who carry out responsive repairs for Housing Services. This encompasses gas engineers, electricians, joiners, plasterers, painters, bricklayers, plumbers, drainage operatives, and general maintenance operatives. They confirmed that the national industry average is 4.5 jobs per operative for responsive repairs services. The chart below shows that the tracking of the productivity in Building Services has shown that the service is operating above the industry average. When interpreting these figures, it is important to note that over time as the move from less responsive work to more planned work may lead to lower jobs per day. Page 154 of 442
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PUBLIC Housing and Non-housing Repairs The categorisation of housing repairs is a combination of Housing Regulator and Housing Services policy. This can only be reviewed by Housing Services to see if there are any areas that the current very high level of responsive repairs can be modified. Below is the overview of volume of repairs for 2024/25 and these are only repairs carried out for our colleagues in Housing Services. 35% of all repairs are in the emergency category requiring Building Services to respond within 24 hours. This has been consistently high over the last 5 years and prevents the service from planning the workforce resources efficiently. It is also seasonal and severely affected if there are adverse weather conditions. 29% of the emergency repairs are out of hours. The provision of the out of hours services is compulsory under current policy, however, we will continue to discuss this with colleagues in Housing Services to assess what is essential. The volume of repairs made out of hours remains consistently high and the calls to this service are triaged with more than 40% not resulting in an operative visit out of hours and a planned visit arranged for the coming days. Page 155 of 442
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PUBLIC Appendix 3 – Workforce Demographics The age profile of the workforce has been analysed to look at the current distribution of ages across all the trade staff. Over the last 3 years, Building Services has seen an overall reduction in the total workforce by over 40 operatives which has been largely attributable to retirement, decreased levels of planned work (and realignment of staff) and increased productivity. Collaboration and close working with colleagues in Housing Services has allowed the work profile to be realigned to maximise operative workload. Looking forward in the short term (within the next 12 months), Building Services have trades people who will be reaching retirement age we have also seen a rise in trades people looking to retire who have not yet reached retirement age but have substantial years of service. Apprentices Since 2024/25, the allocation of apprentice costs has been included as a direct overhead for the business and this is linked to the long-term workforce planning requirements. Apprenticeships are a positive practice to enhance workforce planning approaches - a ‘grow your own’ opportunity for the service which enables access to employment and a career in Building Services for young people. The current establishment allows for around 24 apprentices across a multi trade and training profile. The recruitment of youth apprentices is restricted to Renfrewshire Council residents only therefore providing direct benefits to the local economy and local residents. Page 156 of 442
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PUBLIC Appendix 4 – Next Steps and actions Whilst the Business Plan focuses on the next 3 years, Building Services are looking to drive forward improvements in 2026/27. These include, but are not limited to: Action 1 - Performance • Work with colleagues in Hard FM to develop and implement a Service Level Agreement (SLA) and improve performance across the Public Building portfolio. This Service level agreement will set KPIs and look to update and improve on the current performance below: % 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% Programmed Completed 90 days 100% 100% 100% 100% 92.63% Planned 247 days 100% 100% 100% 100% 100.00% 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% Action 2 – Void Properties • Review the workload within Void properties and continue to deliver a high-quality service in line with new specification that has been agreed with Housing Services. Building Services will look to maintain the current level of performance in undertaking work and returning properties to Housing Services within 14-16 days. Page 157 of 442
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PUBLIC Action 3 – New Housing workload • Review the success and performance of the new kitchen and boiler only programme across the Housing stock. Ensure that the proposed figures of 8 kitchens and 16 boiler only (not full heating systems) is being met to ensure costings and budgets are correct. Action 4 – New contractors • Build up relationships and measure performance of new contractors who will assist Building Services as part of the new Framework of the Provision of trade contractors. This will take time and monthly meetings to establish relationships and ensure they are meeting the demands of the service. Action 5 – Capital Works • Assist Hard FM with workload lifecycle improvements across public building portfolio. This will include capital works including several commercial boiler replacements (3 total) and toilets in schools (3 total) per year (where funding approved). This will not be to the detriment of the main repairs and maintenance works across the housing portfolio. Action 6 – Health and Safety • Work is undertaken regularly to review workforce health, safety and wellbeing and discussed at monthly Senior Management meetings. The Service will look to minimise accidents and incidents and set an annual target of 24 for 2026/27. Action 7 – Fleet • Officers will continue to work with colleagues in Fleet to review the current fleet and look to implement a procurement strategy that meets the needs of the service. This strategy will look at Best Value for procuring, leasing and rental of vehicles, including newer technologies to ensure a modern, fit for purpose fleet. Target Cumulative Status 1.0 Satisfaction 1.1 Customer Satisfaction 85% 96% ✓ On Track 2.0 Quality 2.1 Zero Defects 90% 100% ✓ On Track 3.0 Timescales 3.1 Units 80% 100% ✓ On Track 4.0 Programme 4.1 Programme Updates 90% 100% ✓ On Track 5.0 Health & Safety 5.1 RIDDOR Notifications 100% 100% ✓ On Track 5.2 Risk Management 100% 100% ✓ On Track Page 158 of 442
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1 OFFICIAL ___________________________________________________________________ To: Finance, Resources and Customer Services Policy Board On: 20 November 2025 ___________________________________________________________________ Report by: Director of Finance & Resources ___________________________________________________________________ Heading: Finance & Resources Service Improvement Plan 2025/26 Mid-Year Monitoring Report ___________________________________________________________________ 1. Summary 1.1 The Finance & Resources Service Improvement Plan 2025-28 was approved by the Finance, Resources & Customer Services Policy Board in June 2025. The plan sets out the priorities for the development of the service over a three-year period. The Service Improvement Plan sets out the actions which will ensure continuous improvement across the service and the performance indicators which ensure the impact can be measured. These priorities are aligned to those set out in the refreshed 2022-27 Council Plan, which was approved by Leadership Board in June 2024. 1.2 This report contains details of Finance & Resources performance and achievements over the period 1 April 2025 to 30 September 2025. The main purpose of the report is to provide: • details of the key achievements of the service over the period; • a progress update on implementing the action plan linked to the 2025-28 Service Improvement Plan; • an assessment of performance in relation to the service scorecard of core performance indicators; and • an overview of priorities for the service over the next six months. Item 14 Page 159 of 442
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2 OFFICIAL 1.3 Over the past six months, the service has made good progress in delivering positive outcomes for Renfrewshire and its residents. This is within an operating context that remains complex and fast-moving, with local government as a sector continuing to face significant financial challenges. 1.4 More detail of achievements is given in Section 5 but the list below notes some highlights: • Leading on the Council’s Financial Sustainability programme; • Delivery of the annual accounts; • Introducing revised Equality, Diversity and Inclusion and Respect at Work policies as part of our ongoing review of all HR policies; • Preparing for the implementation of new parliamentary boundaries in 2026 and beginning preparations for the delivery of a Scottish Parliamentary election in May 2026; • Supporting the delivery of the Council’s infrastructure investment programme through provision of a range of operational and strategic services; • Continuing our work with economic development colleagues to support and encourage local businesses to bid for public sector contracts, with our latest Meet the Buyer event taking place in October 2025; • Ongoing work to support residents with the cost-of-living through the administration of grant support, signposting to benefits and related entitlements, and through the work of Advice Works; • Continuing to provide a range of strategic and operational support to other Council services to support the delivery of financial sustainability programmes, the Plan for Net Zero, large scale infrastructure projects and strong universal services; • Delivering the new Purchase to Pay programme, which is scheduled to go live at the end of November 2025; • Implementing our Digital Strategy, including the delivery of workstreams to explore the potential AI to support both back-office functions and service delivery. 2. Recommendations 2.1 It is recommended that the Finance, Resources & Customer Services Policy Board notes: a) the contents of this report; b) the progress to date on delivering the actions contained within the Finance & Resources Service Improvement Plan; Page 160 of 442
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3 OFFICIAL c) the current performance of the service as measured by the scorecard indicators; d) that an outturn report on the full year performance for 2025/26 will be brought to this Board in June 2026. 3. Background 3.1 Our Service Improvement Plans are a clear statement of the outcomes each service wants to achieve, the actions it will take to achieve this, and the performance measures it will use to monitor progress and measure success. Updates on the actions and performance measures are included as an appendix to this report. 3.2 Service Improvement Plans fit within the wider framework provided by the Council Plan and the Community Plan. They allow elected members to have oversight of developments within the service and to consider and develop policy options which reflect customer need and resource availability. 3.3 Section 4 of this report gives details of service activity and achievements over the period April-September 2025. Section 5 discusses actions delayed or cancelled and any new actions added to reflect additional priorities identified since the plan was approved. Section 6 provides a narrative on performance and Section 7 summarises the service priorities for the period until March 2026. 3.4 An outturn report detailing full-year performance will be brought before this board in June 2026. 4. Service Achievements April-September 2025 Place 4.1 The Finance and Resources service continues to provide support to programmes across the range of council activity, as well as lead on the work to ensure we continue to be financially sustainable in a challenging economic environment. The service also delivers universal services on behalf of the council, and specific activities are outlined throughout the report. 4.2 Our Legal and Democratic Services team have been preparing for the implementation of new electoral boundaries for the Scottish Parliament, which will take effect for the elections in May 2026. Implementation should be complete by the end of 2025. Page 161 of 442
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4 OFFICIAL Economy 4.3 Procurement continue to work closely with Economic Development on supporting local businesses to bid for public sector contracts. The team took part in a Renfrewshire Chamber of Commerce networking event in June, attended a national Meet the Buyer event also in June, and, with partners, hosted another Renfrewshire Meet the Buyer event in October. The teams have also collaborating on providing sector-specific webinars aligning with contract framework renewals. Fair 4.4 Progress has been made by the Digital team to streamline the process of the Digi Zone roll out. An onboarding pathway and on board toolkit is being finalised to ensure a smooth process when organisations join the programme. This includes creation of FAQ template for future Digi Zone organisations, an online application pathway, application evaluation process and hosting of Digi Zone assets. 4.5 In response to feedback from the Employee Engagement Survey and actions identified through the Cultural Assurance Model, the Council has developed a new Employee Suggestion Scheme to encourage innovation, engagement, and continuous improvement. The survey also highlighted opportunities to strengthen awareness of the Council Plan and decision-making processes, and to further enhance wellbeing support. This includes Safer Gambling awareness delivered in partnership with RCA Trust, with additional training for Mental Health First Aiders via an iLearn module to ensure informed support. A Council- wide action plan and service-specific plans have been developed, supported by employee engagement forums, with actions progressing in line with agreed timelines. Members will receive the first annual progress report on these actions in February 2026. Green 4.6 The service does not currently have specific actions aligned to the Green theme but continues to support delivery of this Council priority through strategic and operational support for Net Zero, including ensuring climate considerations are a key element in our procurement processes. Living Our Values 4.7 The People and OD team are continuing their review of HR policies. Most recently, they have presented a revised Equality, Diversity and Inclusion policy and a revised Respect at Work for approval; these were both approved by the Finance, Resources and Customer Service Policy Board in September 2025. Page 162 of 442
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5 OFFICIAL Employee wellbeing continues to be a priority and the team are supporting the delivery of RenTalks as well as providing forums on particular topics such as our Monthly Menopause Forum and our newly-established Care-Experienced Staff Network. 4.8 The service is committed to the work of The Promise and more staff are training as Promise Keepers. Our People and OD team are strengthening our recruitment practice in regard to care-experienced people, and the Council will now guarantee interviews to care-experienced applicants who meet the essential criteria for a role. 4.9 The new Purchase to Pay programme is designed to streamline payments and deliver a more efficient process and significant reduction in the level of manual processing required. Phase 1 is due to go live on 24 November 2025 as User Acceptance testing for Requisition and Approver tasks was completed 15 August 2025 and Invoicing UAT concluded 26 September 2025. Preparation for Go Live and the launch of the new system is underway. This includes the launch of training for Approvers and Requisitioners across the council as well as data preparation and loading. Regular communications are being provided to senior management, requisitioners, suppliers and the wider staff group. 4.10 We are continuing to implement our Customer Strategy and deliver improvements which make it easier for customers to contact the Council. Additional services are being made available online and new services continue to be developed using the Scottish approach to service design, and work is underway to create training to enhance the customer service skills of our staff. Our Digital Customer Adviser Millie is typically able to provide a response to around one-third on enquiries without the customer having to be passed to a service team. 4.11 The Digital Strategy was approved in April 2025 and is a prioritised programme of work following six key delivery themes. This is being monitored by the Digital Board where issues, risks and barriers will be managed and resolved to ensure timeous delivery of key initiatives such as development of artificial intelligence (AI). 4.12 Data management, development and skills continues to be a key focus for our services. The Data Advisory Group has identified the need for training across a variety of different services. General technical and data input skills in ICT are being reviewed whilst in People and OD a skills audit has been cascaded to staff to identify specific skill gaps. In Finance services the understanding of Power BI is being reviewed and some further investigation is taking place in Business services and Legal and Democratic Services. Following this process appropriate training has been identified to bridge any knowledge gaps and upskill staff. As part of this programme a specific Data Analysis and Management training has been developed to be available to services through the Data Advisory Group. Page 163 of 442
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6 OFFICIAL 4.13 Following a review of the leadership development programmes delivered in partnership with SOLACE and our in-house CMI-accredited pathways, feedback from participants has informed the next stage of our leadership development journey. A new programme is now being designed to support leaders at every level, from frontline supervisors to the Chief Executive. This refreshed approach will be needs-based, practical, and flexible, supported by a suite of resources and self- directed learning tools that allow participants to learn at their own pace while focusing on strategic priorities. The proposed model will be presented to the Corporate Management Team in the coming weeks, with a view to piloting and rolling out the programme in early 2026. 4.14 We have continued to achieve success through recent accreditations, awards and nominations. Members will recall we were awarded the highest accreditation by Carer Positive as an ‘exemplary employer’ recognising enhanced paid leave provisions and offering bespoke support provision, using the ‘Carer Passport’ tool and the Carers Connected Forum. We achieved recognition as finalists for the Carers UK awards held on 16th October 2025 in the Transformational Employer category. This award recognises a Transformational Employer who is an ambassador for carers internally and embeds the lived experience of carers in everything that they do. We are proud to be an accredited Breastfeeding Friendly Scotland Employer. To create an inclusive and supportive environment, we launched a dedicated Breastfeeding Friendly Scotland course on our iLearn platform. In collaboration with our NHS Scotland partners, we developed new training and guidance to help managers and colleagues provide the best possible support for women who are breastfeeding. To provide ongoing peer support, we established the Supporting Menopause Forum, similar to the network available for working carers. Our forum, ‘Let’s Pause’, launched in April 2025, offers monthly virtual sessions where colleagues can connect and share experiences in a supportive, relaxed, and friendly setting. 4.15 The Council also achieved national recognition at the APSE Service Awards in September 2025, winning the prestigious ‘Council of the Year in Service Delivery’ award; while the Council’s procurement team secured the Procurement Transformation Initiative Award at the GO Awards Scotland for their work on the housing sensors project. 5 Areas where actions have been delayed or cancelled 5.1 Due dates have been amended for four actions under Living our Values; these all relate to data. The work done to date on these actions has identified further issues to be explored and due dates have been flexed to accommodate the additional work, as follows: Page 164 of 442
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7 OFFICIAL • Align service data activities with Digital Strategy objective: Data is a critical asset and ensure visibility of data activities at Directorate SMT – due date has changed from 31 August 2025 to 30 November 2025; • Identify data skills gaps , e.g. data input, data analysis and address in alignment with the People Strategy – due date changed from 31 October 2025 to 30 November 2025 • Ensure data owners are aware of responsibilities, and align with Data Catalogue – due date changed from 31 October 2025 to 31 December 2025 • Further define data analysis requirements to improve decision-making and build capabilities locally within services where required – due date changed from 31 August 2025 to 30 November 2025. 6. Progress against performance measures 6.1 Finance & Resources have 29 performance indicators in its current scorecard. Of these, 19 are reported quarterly and 10 are reported annually. The attached scorecard contains data for either the last three years or the last four quarters (up to Quarter 2 of 2025/26) as appropriate. Commentary on recent performance is also provided. 6.2 Of the 29 indicators, 2 are data only and have no target, 13 are meeting or exceeding their target, 5 are narrowly missing target, and 6 are more than 10% off target. 6.3 Performance continues to be strong in relation to the processing of housing benefit applications and change of circumstance applications, both of which are exceeding their target. New applications currently take just over 17 days to complete, against a target of 28 days, and change of circumstances take an average of 4 days to complete, against a target of 10 days. 6.4 Performance also remains good in relation to processing Crisis Grants and Community Care Grants, both of which provide vital support to residents in need. Crisis Grant applications are consistently processed within two days, with the majority dealt with in one day. Our target for processing Community Care Grants is 15 days but the team are currently averaging only 8 days per application. 6.5 The service is meeting its targets for responding to complaints and Freedom of Information requests. In the first half of the year, the service received just over 400 frontline complaints, just over 100 investigation complaints, and over 200 FOI requests. Page 165 of 442
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8 OFFICIAL 6.6 The percentage of non-domestic rates income collected in the year to date is slightly higher than the target set whilst the percentage of council tax income collected is slightly lower. The service continues to work hard to maximise income recovery using all available approaches. 6.7 Absence rates for the service are higher than the target for Q2 – 2.51 days lost per FTE against a target of 1.9. There was a particular increase in Musculo-skeletal related absence in Q2. 6.8 This year all services started reporting on completion rates for the corporate induction, mandatory training, and Personal Development Plans, and the Finance and Resources Service Improvement Plan also includes indicators tracking these at the council-wide level. The completion of Personal Development Plans is an annual indicator and so data will not be reported until the outturn report in June 2026. There is considerable variation across services. The figure for corporate induction does not currently capture face-to-face inductions, only the mandatory elements from iLearn rather than other activity such as Toolbox Talks. Work is underway to ensure this can be captured on Business World and this should improve completions within the 30 day target. In Finance and Resources 95% of staff have completed all mandatory iLearn courses and managers receive automated notifications of expired or incomplete courses within their team. The overall Council completion rate is impacted by lower rates in larger services, and work is ongoing within services to address the issue. 7. Priorities over the next six months 7.1 The Council’s programme of financial sustainability work and transformation will continue to be a priority for all services in the next six months and beyond. The preparation of the 2026/27 budget will be informed by the Scottish Government’s draft budget scheduled for 13 January 2026. This involves professional advice and support from FAR service teams including Finance, the Programme Management Unit and People and Organisational Development. 7.2 The roll-out of P2P will be a priority for the remainder of the year, with go-live scheduled for the end of November. 7.3 The full implementation of the boundary review will be a priority for Q3 and thereafter the service will be working on the delivery of Scottish Parliamentary elections in 2026. Page 166 of 442
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9 OFFICIAL 7.4 Cyber-security remains a major concern for all local authorities, and the risk of a successful attack remains high. The Council will continue to strengthen its approach to cyber security, having recently undertaken recruitment to provide additional expertise in this area. Implications of the Report 1. Financial – This report notes the financial challenges facing the local authority and the work that will be undertaken by the service to manage this. 2. HR & Organisational Development – The action plan details several new and updated pieces of work being progressed by the People & OD team. 3. Community/Council Planning – Service Improvement Plans reflect the contribution of each service to the Council and Community Plans. 4. Legal – As detailed in the report. 5. Property/Assets – None 6. Information Technology – Digital resources are now key to the delivery of services and strategies are in place to manage this. 7. Equality & Human Rights – This report has not been assessed because it is for noting . Any actions arising from the report will be assessed and the impact assessments made available. 8. Health & Safety – The report provides an update on some of the work of the People and OD team to support employee health and wellbeing. 9. Procurement – The report details some of the priority actions being progressed by the procurement team. 10. Risk – Risks related to the delivery and management of services are regularly monitored and included in Renfrewshire Council’s Corporate and Strategic Risk Registers. 11. Privacy Impact – None 12. COSLA Policy Position – None Page 167 of 442
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10 OFFICIAL 13. Children’s Rights – this report is for noting and has no direct implications on children’s rights. 14. Climate Change – The service will contribute to the Council’s Plan for Net Zero through initiatives such as the Green Print Strategy and sustainable procurement practices as well as through the provision of strategic and business support for other council services. ___________________________________________________________________ List of Background Papers: None ___________________________________________________________________ Page 168 of 442
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Finance and Resources Service Improvement Plan 2025 -26 Six-monthly progress update November 2025 Page 169 of 442
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Welcome to our six-monthly update • This update reflects on the first six months of our Service Improvement Plan, highlighting areas where we are already making progress and some areas we want to focus on more, perhaps because performance isn’t moving in the direction we anticipated or because of other pressures or factors that makes this even more of a priority for us. • The following pages shine a spotlight on some great projects or practice, andhighlight areas where we’d like to improve or develop further. At a service level, there is a stronger focus on some of the Council Plan Strategic Outcomes than other. Towards the end of this document, you’ll find a full update against all the actions and performance indicators we use to measure progress. • We report on 29 performance indicators, 10 which are reported annually and 19 which are reported quarterly. Page 170 of 442
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Place and Economy Procurement continue to work closely with colleagues in Economic Development to support local businesses who are interested in bidding for Council contracts. They have delivered a number of events and webinars for potential suppliers including another of our Meet the Buyer sessions in October 2025. Since 2023, our Contract Standing Orders have included guidance that, wherever possible, 75% of suppliers invited for Quick Quotes should be Renfrewshire- based. Officers are preparing for the implementation of new electoral boundaries following the Scottish Parliamentary boundary review. Preparations are also underway for the delivery of Scottish Parliamentary elections next May. Page 171 of 442
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Fair and Green New housing benefit applications processed in average 17.2 days and changes in 4.03 days Community Care Grants processed in 8 days against target of 15 days We have 22 Digizones operating across Renfrewshire, including a mobile service from the Skoobmobile. Our Digizones offer up to four kinds of support: digital skills support, internet access, digital devices, and signposting to where you can get online. To help us build on the success of this approach, which has been recognised as national good practice, we are creating toolkits to help more organisations apply and get set up. Page 172 of 442
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Living our values 90% of frontline complaints received answered within five days Average of 4.44 days to pay invoices to small and medium size businesses Average of 2.06 days lost per employee due to sickness absence The Council’s Purchase to Pay (P2P) programme aims to modernise the way we purchase goods and services and create greater efficiency by automating many manual processes. The P2P team are currently supporting officers across the Council with training and testing ahead of the system going live in November 2025. As part of our commitment to The Promise, we will now guarantee an interview for care- experienced job applicants who meet the essential criteria for our posts. We’ve also established our Care-Experienced Staff Network and are working to grow membership of the group. Page 173 of 442
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Actions and indicators Full list November 2025 Page 174 of 442
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Delivering the Council Plan – Place What we will do Due Date Status Progress update Support delivery of the Council’s infrastructure investment programme 31 March 2026 Paisley Town Hall, Paisley Learning & Cultural Hub and Paisley Arts Centre are all complete and operational. Paisley Museum is expected to move from Practical Completion of the building during 2025 to an intense exhibition fit out and operational readiness process. Support delivery of the Council’s financial sustainability work 31 March 2027 The aim of this target is that the Council is able to maintain a balanced budget by 31 March 2027 within the context of a challenging financial environment. This has so far been achieved for 2025/26, the first of the five financial years in scope. Delivering strong universal services to all Renfrewshire citizens 31 March 2027 The Service continues to deliver services in relation to the Scottish Welfare Fund (SWF). Processing of SWF remains within target. It also continues the process of awarding Discretionary Housing Payments to customers to mitigate the bedroom tax as well processing DHPs for Financial Hardship and customers affected by the Benefit Cap. Implementing the Scottish Parliamentary boundary review 31 March 2026 Boundaries Scotland submitted their report with their final recommendations to the Scottish Parliament Ministers on 30 April. The Scottish Parliament have approved the revised boundaries set out in that report. The final step in the process is approval by the Privy Council which is due in October 2025. It is anticipated that Electoral Registration colleagues across Scotland (including the ERO at the Renfrewshire Valuation Joint Board) will publish revised electoral registers on the new boundaries on 1 December 2025. A report was approved at full Council on 25 September 2025 agreeing a revised Polling Plan based on the revised boundaries. Once the December register is published officers will import the details to the Council’s election management system which will complete the implementation process.” Page 175 of 442
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Delivering the Council Plan – Economy What we will do Due Date Status Progress update Actively engage with Renfrewshire suppliers to increase the percentage of procurement spend 31 March 2026 The next Renfrewshire Anchor Meet the Buyer event will take place on 30th October 2025. This event is in collaboration with NHS Greater Glasgow and Clyde and the University of the West of Scotland. Engagement with previous attendees and local Renfrewshire businesses took place during this quarter to shape the event ensuring it meets the needs and interests of local companies. These events aim to support local businesses in accessing public sector contract opportunities and to strengthen the local supply chain. The Procurement Team, supported by the Supplier Development Programme (SDP), hosted two ‘Talking Tender’ webinars to support the renewal of the Early Learning & Childcare Flexible Framework. The first session was held on the afternoon of 17 September 2025, with 32 SMEs registered to attend, the second event took place that evening with 14 SMEs registered to attend. These efforts are part of ongoing work to engage local suppliers during the early stages of new framework and contract development. Supplier engagement was also undertaken with the newly appointed AMIDS South contractor to discuss their commitment to creating opportunities within the local business supply chain. During this quarter, the Corporate Procurement Team issued 9 PINs for upcoming procurements. This initiative aims to boost the number of local suppliers bidding for Council contracts. In line with Contract Standing Orders (CSOs), a minimum of 75% of suppliers invited to CPU Quick Quotes must be based in Renfrewshire, where possible. Similarly, new guidance for purchases under £25,000 recommends that at least 75% of invited suppliers (to the three quote process) be local to Renfrewshire. Page 176 of 442
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Delivering the Council Plan – Fair What we will do Due Date Status Progress update Use learning from early implementer phase of DigiZones to expand coverage across Renfrewshire supporting our citizens and communities to get online. 31 March 2026 Onboarding pathway / toolkit being finalised, which includes creation of FAQ template for future DigiZone orgs, online application pathway, application evaluation process and hosting DigiZone assets. Particular focus over coming months on gathering Qualitative insights to support quantitative data. Digital Lifelines funding application not being progressed at this time however there may be potential of future funding becoming available and opportunity to re-apply. Criteria for future DigiZones being considered. Page 177 of 442
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Delivering the Council Plan – Living our values What we will do Due Date Status Progress update Deliver a refreshed approach to workforce planning and workforce innovation. 30 June 2026 The Workforce Planning Group continues to advance the priorities set out in the People Strategy, implementing recommendations from the Best Value audit. The group is working closely with the Head of People & OD to shape strategic approaches to workforce planning and organisational development, identifying new priority areas for the next five years. A biannual People Metrics report was presented to the FARS Board on 13 February 2025 for noting and monitoring. A subsequent report on 12 June 2025 introduced a broader and more comprehensive set of People Metrics for the same purpose. The next biannual report will be submitted to the Board on 20 November 2025. Work is underway to develop the new People Strategy for (2027–2032), which will be shaped around four strategic outcomes that support long-term financial sustainability: • Healthy and Performing • Enabled and Engaged • Empowered and Sustainable • Adaptable and Resilient Engagement with Directors, Heads of Service, and service leaders will begin in early 2026 to review the draft strategy, agree key priorities, and provide feedback on implementation themes. This work will be fully aligned with the vision and strategic priorities of the new Council Plan, scheduled for implementation in 2027. A progress update on the current People Strategy will be presented to Members of the FARS Board on 20 November 2025. Deliver the Purchase to Pay programme which will streamline payments and deliver a more efficient process 31 December 2025 Launch of P2P Phase 1 and the Business World ERP. The go-live of P2P Phase 1 has been confirmed as 24 November 2025. User Acceptance Testing (UAT) for Requisition and Approver tasks was completed 15 Aug and Invoicing UAT concluded 26 Sept. Deliver the Internal Audit Plan for 2025/26. 31 March 2026 Progress for Qtr 2 was reported as 38.2% against a target of 41%; this is due to temporary reduced capacity in the team. Page 178 of 442
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Delivering the Council Plan – Living our values What we will do Due Date Status Progress update Implement the new Customer Strategy. 31 March 2029 Improvements are ongoing to how customers contact the council, with the new Website in place, additional services available online and Millie continuing to provide telephone support for calls to the contact centre. New services continue to be developed using the Scottish approach to service design and work is under way to create training that will increase the customer service skills of our staff. Ongoing work continues to support our communities to develop their digital skills. Implement the new Digital Strategy. 30 April 2030 A programme of work has now been created and is monitored by the Digital Board which meets on a regular basis. There are opportunities for new initiatives (e.g. AI) to add to this programme of work. Align service data activities with Digital Strategy objective: Data is a critical asset and ensure visibility of data activities at Directorate SMT. 30 November 2025 Further discussion with FARS SMT and FARS DAG reps has concluded to investigate potential dashboards for: • Debt recovery • Customer Services: Performance • Absence Stats Some further potential opportunities still being investigated – due date has been amended to November 2025. Next steps will be separate action to develop solutions. Identify data skills gaps , e.g. data input, data analysis and address in alignment with the People Strategy. 30 November 2025 Various gaps noted by DAG reps across FARS: • Technical and data input skills in ICT - being addressed. • People/OD - skills audit being cascaded to staff, and other skills gaps identified and addressed through restructure. • Finance - Power BI skills gaps to address standard processes being reviewed, file naming conventions, annual gen ledger consistency. Some further investigation required on skills gaps in Business Services and Legal & Dem Services. Appropriate training being identified and due date has been amended to November 2025. Page 179 of 442
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Delivering the Council Plan – Living our values What we will do Due Date Status Progress update Ensure data owners are aware of responsibilities and align with Data Catalogue. 31 December 2025 Data Catalogue updates still being addressed to ensure it is up to date. The due date has been amended to December 2025. Review data quality in key line of business systems and develop improvement plan in alignment with organisational priorities. 31 December 2025 Some system review has been discussed, e.g. ERP data quality issues - further solutions being investigated (e.g. position data updates by managers). Further define data analysis requirements to improve decision-making and build capabilities locally within services where required. 31 December 2025 Data Analysis & Management training being developed and available to services through the DAG. This will be offered at next DAG. Further follow up specifically in Finance on previous Power BI training and adoption, therefore due date has been amended to December 2025. Adopt standard dashboards in our ERP as business-as-usual. 31 December 2025 The ERP Team continue to add these and update the relevant teams where they believe there is a benefit to the service having an overview of the data or workflow process. Please note that many of these are created by the ERP Team, using their own knowledge and expertise to support Core Teams and others. Rarely do the ERP teams receive specifications, requests, or amendments for workspaces/dashboards, and this is an area that is being worked on with the likes of the DAG group. This data is, and should be, important to the organisation, services and partners that have data or processes within the ERP. • Cyber Security Workspace (now including Information Classification ilearn mandatory course) • Workforce planning Workspace • Scotland Excel (partner org) HR Workspace • School Management Workspace including flexible working and vacant position detail. • Finance Structure Manager Workspace • Finance Structure Accountants Workspace CPU Workspace - Approver and Requisitioner Mandatory Course Attendance, Requisition/PO workflow monitoring, etc. Support the next phase of the long-term Transformation and Change Programme, ‘Reshaping Renfrewshire’, including development of the Transformation Board 31 March 2027 The aim of this action is that the Council is able to maintain a balanced budget over the medium term within the context of a challenging financial environment. This has so far been achieved for 2025/26, the first of the five financial years in scope. The Transformation Board has met 7 times and considered updates and progress on a wide range of projects and programmes, providing advice and guidance as required. Page 180 of 442
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Delivering the Council Plan –Children and Young People What we will do Due Date Status Progress update Contribute to the Council’s commitment to The Promise for all care experienced people 31 March 2026 Earlier this year, the People & OD Team completed training on the role of Promise Keepers and committed to embedding #KeepingThePromise within updated HR and OD policies and processes. This reinforces our pledge to ensure care-experienced employees are fully supported and that this commitment is consistently applied. On 29 July 2025, the Promise Ambassador secured approval from CMT to guarantee interviews for care-experienced candidates who meet the essential criteria. This initiative is designed to remove barriers and promote fairness. Work is now underway with the Recruitment Team to update MyJobScotland and Talentlink, and a new field will be added to Businessworld ERP to track and monitor the impact of this approach. Page 181 of 442
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Delivering the Council Plan – Place Indicator Current Status Short term trend Long term trend 2022/23 2023/24 2024/25 Explanation of performance Value Target Value Target Value Target FINSUS1 Total useable reserves as a % of council annual budgeted revenue 49.2% Data only 43.2% Data only * Data only The Council planned the use of earmarked reserves to fund the budgeted deficit in 2023/24. A similar % is likely to continue into 24/25. *This is an LGBF indicator and data for 2024/25 is not yet available. FINSUS2 Uncommitted General Fund Balance as a % of council annual budgeted net revenue 2.2% Data only 2.06% Data only * Data only Minor reduction due to use of the Uncommitted Balance to fund emergency charity donations. *This is an LGBF indicator and data for 2024/25 is not yet available. FINSUS3 Ratio of Financing Costs to Net Revenue Stream - General Fund 3% 3.47% 3.13% 3.47% * 3.47% Marginal increase due to the impact of interest rates over the year; expected to continue over the next 12 months. *This is an LGBF indicator and data for 2024/25 is not yet available. FINSUS4 Ratio of Financing Costs to Net Revenue Stream - Housing Revenue Account 32.5% 28.59% 27.7% 28.59% * 28.59% Principal loan repayments from the HRA loans fund was also lower in 2023-24 due to older debt being fully paid off in 2022-23. * This is an LGBF indicator and data for 2024/25 is not yet available. Page 182 of 442
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Delivering the Council Plan – Place Indicator Current Status Short term trend Long term trend 2022/23 2023/24 2024/25 Explanation of performance Value Target Value Target Value Target FINSUS5 Actual outturn as a percentage of budgeted expenditure 101.7% 100% 100.5% 100% * 100% Indicator over 100 here shows an overspend against budget. In 23/24 this was due to a number of inflationary factors, including pay and fuel, and increased cost of children’s residential care. The council is expected to overspend again in 24/25 owing to HSCP pressures. Final data for 2024/25 is not yet available. Page 183 of 442
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Delivering the Council Plan – Economy Indicator Current Status Short term trend Long term trend 2022/23 2023/24 2024/25 Explanation of performance Value Target Value Targe t Value Targe t % of procurement spend spent on local enterprises 19.3% 23% 20.2% 23% * 21% In the period 2023-2024 Renfrewshire Council recorded direct spend of £56.4 million with businesses based Locally. This accounted for 19.58% of the Council’s total spend. A further 59.38% of our spend was with businesses located in bordering local authorities (Glasgow, Inverclyde, North Ayrshire, East Renfrewshire and West Dunbartonshire). The update to our Standing Orders Relating to Contracts in June 2023 included increasing the threshold for the use of Quick Quote for Works contracts up to £500,000 with a requirement that where possible, a minimum of 75% local businesses should be invited to quote. Increasing direct spend with local businesses is a key element of Community Wealth Building and the use of public procurement to facilitate or support such generation, circulation and retention of wealth locally is a measure set out in the new Community Wealth Building Bill (as introduced on 25th March 2025). In addition, the Corporate Procurement team and Economic Development are working closely to encourage more local businesses to participate in market engagement for the development of future council frameworks and to bid for work on frameworks due for renewal. Work is ongoing to identify ways to support services to identity and invite quotes from local businesses for Quick Quotes and updates to the new Purchase to Pay system will create opportunity for better recording of local suppliers and help to identify potential opportunities to increase local engagement with certain areas of spend where appropriate. Page 184 of 442
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Delivering the Council Plan – Fair Indicator Current Status Short term trend Long term trend 2023/24 2024/25 Q1 2025/26 Q2 2025/26 Explanation of performance Value Target Value Target Value Target Value Target Time taken for processing new housing benefit applications up until the posting of notification of outcome of the application (cumulative) 18.99 24 17.93 24 16.24 24 17.2 24 Processing speed for New Claims was well within target for Qtr 2 of 2025/26. Time taken for processing change of circumstance housing benefit applications up until the posting of notification of outcome of the application (cumulative) 8.1 10 4.3 10 4.4 10 4.03 10 Change of Circumstances processing was well within target for Qtr 2 of 2025/26 and has improved on previous quarter. Average speed of processing a Crisis Grant (Scottish Welfare Fund) in days 2 2 2 2 2 2 2 2 The service continues to meet the target for processing Crisis Grants. Page 185 of 442
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Delivering the Council Plan – Fair Indicator Current Status Short term trend Long term trend 2023/24 2024/25 Q1 2025/26 Q2 2025/26 Explanation of performance Value Target Value Target Value Target Value Target Average speed of processing a Community Care Grant (Scottish Welfare Fund) in days 10 15 10 15 9 15 8 15 The service continues to process Community Care Grants within the target; 8 days with a target of 15. Page 186 of 442
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Delivering the Council Plan – Green Indicator Current Status Short term trend Long term trend 2023/24 2024/25 Q1 2025/26 Q2 2025/26 Explanation of performance Value Target Value Target Value Target Value Target Print volume – number of pages printed by council services New indicator for 2025/26 New indicator * * * * *Baseline information is being established. Page 187 of 442
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Delivering the Council Plan – Living our values Indicator Current Status Short term trend Long term trend 2023/24 2024/25 Q1 2025/26 Q2 2025/26 Explanation of performance Value Target Value Target Value Target Value Target Cost of collecting council tax per chargeable dwelling £8.00 £11.50 £7.77 £11.50 Not measured for quarters This indicator reports on the cost of collecting Council Tax per chargeable dwelling. For 2024/25, the total cost of collecting Council Tax for Renfrewshire Council is £714,305 The number of eligible dwellings in 2024/25 is 91937. Cost per dwelling is therefore £7.77. This is a decrease on the prior year, owing to vacancies and efficiencies in the teams involved in Council Tax Collection. This has been partially offset with an increase in Postage Costs and Commission based Debt Recovery. The number of dwellings has increased by 0.46% compared to last year. Percentage of Council Tax due in the year, collected by the end of the year (cumulative position to date) 94.28% 96% 94.49% 96% 32.73% 32.76% 59.26% 60.27% At the end of Q2 Council Tax collection was up 0.07% on the 2024/25 position. The service continues to maximise collection through timeous recovery activity using all tools at its disposal, including working with our recovery agents. Page 188 of 442
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Delivering the Council Plan – Living our values Indicator Current Status Short term trend Long term trend 2023/24 2024/25 Q1 2025/26 Q2 2025/26 Explanation of performance Value Target Value Target Value Target Value Target Percentage of income due from Council Tax for prior years (cumulative position to date) 97.19% 97.27% 97.12% 97.27% 96.28% 97.27% 97.01% 97.27% Collection at the end of Q2 is down slightly on Q2 of 2024/25 (0.06%). Follow up continues to be run each month and prior year collection is monitored. Percentage of Non Domestic Rates due in the year, collected by the end of the year (cumulative to date) 96.95% 98% 97.22% 98% 22.28% 20.17% 54.53% 51.4% Collection at the end of Q2 was down by 1.93% on the equivalent position for Q2 2024/25. Analysis is ongoing to establish if this shortfall has been caused by a timing issue with some larger payments. F&R Front Line complaints (Cumulative) 86.6% 85% 91.9% 85% 93.9% 85% 90% 85% The service dealt with 183 frontline complaints in Q1 and 124 in Q2. Performance is based on issuing a response within 5 days and target was exceeded in both quarters. Total % of investigation (Stage 2) complaints responded to within targets by Finance & Resources (cumulative to date) 94% 85% 97% 85% 98% 85% 91% 85% The service dealt with 50 investigation complaints in Q1 and 56 in Q2. Performance is based on issuing a response within 20 days and has exceeded the target in both quarters. Page 189 of 442
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Delivering the Council Plan – Living our values Indicator Current Status Short term trend Long term trend 2023/24 2024/25 Q1 2025/26 Q2 2025/26 Explanation of performance Value Target Value Target Value Target Value Target Number of invoices paid within 30 days of receipt, as a percentage of all invoices paid council wide (cumulative) 96.82% 96% 97.83% 96% 95.2% 96% * 96% At the end of Qtr 1 a total of 65,448 invoices were received of which 62,308 were processed within 30 days (95.20%). Performance is marginally behind target this period, but it is expected to improve over the reporting year. *Q2 data not yet available Average days Small and Medium sized businesses invoices paid 7.5 28 5.27 28 4.44 28 * 28 At the end of Qtr 1 (01/04/25 - 30/06/25) 29,530 SME invoices were received of which 28,855 were processed within 28 days (97.71%) with the average days to process an invoice reported at 4.44 days. Target has been achieved for this reporting quarter. *Q2 data not yet available Average number of work days lost through sickness absence per employee (F&R) (FTE) 8.9 8.5 8.96 8.5 2.06 2 2.51 1.9 Absence has increased this quarter, with a larger number of Musculo-skeletal cases this quarter. Performance is behind target. % of Finance and Resources FOI requests completed within timescale 95% 100% 96% 100% 96% 90% 92% 90% During Qtr 2 2025/26, Finance & Resources dealt with 106 single service FOIs of which 97 were completed within timescale. During the summer, availability of colleagues who can provide input into requests tends to be impacted and this may have a knock-on effect to our ability to progress requests within the statutory timescale. Page 190 of 442
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Delivering the Council Plan – Living our values Indicator Current Status Short term trend Long term trend 2023/24 2024/25 Q1 2025/26 Q2 2025/26 Explanation of performance Value Target Value Target Value Target Value Target Percentage of Audit Plan completed (cumulative 92% 95% 93.6% 90% 17.6% 18% 38.2% 41% Progress for Qtr 2 was reported as 38.2%, just slightly below 41% target. This is due to a vacancy within the team impacting on capacity. Percentage of new FAR staff completing corporate induction within 30 days of start date New for 2025/26 67% 100% 36% 100% This is a new indicator and currently reflects only staff who completed all nine iLearn modules within 30 days of starting. Completions beyond the 30-day period are not included. Face-to-face induction is also excluded at present, but work is underway to capture and record this on BW ERP, which will increase the reported completion rate. In Q1, there were 12 new starts, and in Q2, 22 new starts. Managers and employees have been reminded to complete induction training as soon as possible. Local service inductions are carried out from the first day of employment. Percentage of FAR staff who have completed all mandatory training New for 2025/26 94% 100% 95% 100% Performance targets for mandatory training are reviewed monthly by the Services SMT. Business World alerts are in place to prompt managers and employees, reinforcing the importance of completing training on time. Percentage of FAR staff who have participated in a Personal Development 1 to 1 discussion within the last year New for 2025/26 New for 2025/26 Not measured for quarters This is an annual indicator and data will be available at the end of 2025/26. Page 191 of 442
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Delivering the Council Plan – Living our values Indicator Current Status Short term trend Long term trend 2023/24 2024/25 Q1 2025/26 Q2 2025/26 Explanation of performance Value Target Value Target Value Target Value Target Percentage of new Council staff completing corporate induction within 30 days of start date New for 2025/26 12% 100% 14% 100% This is a new indicator and currently reflects only staff who completed all nine iLearn modules within 30 days of starting. Completions beyond the 30-day period are not included. Face-to-face induction is also excluded at present; however, work is underway to capture and record this on BW ERP, which will result in a higher reported completion rate. There were 191 new starts in Q1 and 311 in Q2. Managers and employees have been reminded to complete induction training as soon as possible. Local service inductions are delivered from the first day of employment. There has been some improvement between Q1 and Q2. Percentage of Council staff who have completed all mandatory training New for 2025/26 59% 100% 71% 100% The percentage of employees completing mandatory training has shown consistent month-on-month growth, driven by regular oversight from the Council’s CMT and individual Services SMTs. Efforts will continue to improve completion rates, supported by Business World alerts that remind managers and employees of the importance of timely training. Q2 has saw a modest improvement from Q1. Percentage of Council staff who have participated in a Personal Development 1 to 1 discussion within the last year New for 2025/26 New for 2025/26 Not measured for quarters This is an annual indicator and data will be available at the end of 2025/26. Percentage of Data Advisory Group meetings with attendance from FAR staff New for 2025/26 80% 100% 100% 100% All FARS services have been represented at the DAG in Q2. Page 192 of 442
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Finance and Resources Service Improvement Plan 2025 - 28 Six-monthly progress update November 2025 For more information, please contact: policycefar@renfrewshire.gov.uk Page 193 of 442
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2 OFFICIAL ___________________________________________________________________ To: Finance, Resources and Customer Services Policy Board On: 20 November 2025 ___________________________________________________________________ Report by: Chief Executive ___________________________________________________________________ Heading: Chief Executive’s Service Improvement Plan 2025/26 Mid-Year Monitoring Report ___________________________________________________________________ 1. Summary 1.1 The Chief Executive’s Service Improvement Plan 2025-28 was approved by the Finance, Resources & Customer Services Policy Board in June 2025. The plan sets out the priorities for the development of the service over a three-year period. These priorities are aligned to those set out in the refreshed 2022-27 Council Plan, which was approved by the Leadership Board in June 2024. The Service Improvement Plan sets out the actions which will ensure continuous improvement across the service and the performance indicators which ensure the impact can be measured. 1.2 This report contains details of the Chief Executive’s Service performance and achievements over the period 1 April 2025 to 30 September 2025. The main purpose of the report is to provide: • details of the key achievements of the service over the period; • a progress update on implementing the action plan linked to the 2025-28 Service Improvement Plan; • an assessment of performance in relation to the service scorecard of core performance indicators; • an overview of priorities for the service over the next six months. 1.3 Over the past six months, the service has made good progress in delivering positive outcomes for Renfrewshire and its residents. This is within an operating Item 15 Page 195 of 442
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3 OFFICIAL context that remains complex and fast-moving, with local government as a sector continuing to face significant financial challenges. 1.4 Key achievements in the last six months: • Consulting on the draft Participation Statement for Renfrewshire’s new Local Development Plan. • Continuing to deliver the AMIDS South Active Travel Links plan, with a construction contract being awarded, and works now commenced on site. • Renfrewshire Local Employability Partnership hosting 46 different events for Employability Month in Renfrewshire in September, attracting thousands of people. • The annual Renfrewshire Employability Partnership Conference, with 180 people attending, and sessions focusing on the response to the Scottish Government’s No One Left Behind (NOLB) strategy, support to New Scots and Migrant groups, as well as the skills agenda and Renfrewshire’s future labour market. • The Local Employability Partnership approving funding for a net zero “retrofit” programme to support unemployed people being trained in green skills development for future job roles. • Launching another round of the Retail Improvement Scheme, awarding grants to support shop owners to upgrade their shopfronts. • Launching a second round of the Historic Buildings in Villages grant scheme after it was heavily oversubscribed in its first round. • Work on regenerating town centres progressing in Johnstone, Erskine, Linwood, Renfrew and Paisley. • Ongoing delivery of the Fairer Renfrewshire programme including the launch of the next Winter Connections Programme, winter school clothing grants, schools and family advice and pension credit campaigns amongst a range of activities undertaken. • Delivering the Summer of Fun holiday programme for children, young people and families in Renfrewshire, with almost 1,973 attendances at the summer holiday camps alone, and an estimated 2,233 children benefiting from activities delivered by local community and third sector organisations. • Completion of the Alcohol and Drugs Change Programme, with the final report presented to September Leadership Board. • Launching the first phase of the new council website, Renfrewshire.gov.uk, in July, with rewrites of content for the most used sections, including bins and recycling, council tax, housing, benefits and money. • Completing research fieldwork for a residents’ survey to gather insight on current public perceptions of local services and council priorities to inform future decision making. Page 196 of 442
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4 OFFICIAL • Delivering events including Sma’ Shot Day, Renfrew Pipe Band Competition, and Gala Days in Renfrew and Barshaw Park. 2. Recommendations 2.1 It is recommended that the Finance, Resources & Customer Services Policy Board notes: a) the contents of this report; b) the progress to date on delivering the actions contained within the Chief Executive’s Service Improvement Plan; c) the current performance of the service as measured by the scorecard indicators; d) that an outturn report on the full year performance for 2025/26 will be brought to this Board in June 2026. 3. Background 3.1 Service Improvement Plans are a clear statement of the outcomes each service wants to achieve, the actions it will take to achieve this, and the performance measures it will use to monitor progress and measure success. Updates on the actions and performance measures are included as an appendix to this report. 3.2 Service Improvement Plans fit within the wider framework provided by the Council Plan and the Community Plan. They ensure elected members have oversight of developments within the service and consider and develop policy options which reflect customer need and resource availability. 3.3 Section 4 of this report gives details of service activity and achievements over the period April-September 2025. Section 5 discusses actions amended, delayed or cancelled, and any new actions added to reflect additional priorities identified since the plan was approved. Section 6 provides a narrative on performance, and Section 7 summarises the service priorities for the period until March 2026. 3.4 An outturn report detailing full-year performance will be submitted to Board in June 2026. 4. Service Achievements April to September 2025 4.1 The Chief Executive’s Service has a broad remit, from large-scale infrastructural projects and events to one-to-one support for individuals. This Page 197 of 442
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5 OFFICIAL diverse remit is reflected in the many achievements of the service over the last six months, outlined below by theme. 4.2 Place • Phase 1 of the Connected Communities Programme is almost complete, with an operational service structure and final stages of recruitment underway. Phase 2 workstreams, focusing on Early Help, Place Based Approaches and Making Every Contact Count, are now being progressed by workstream leads, with initial scoping and data gathering in progress to inform the development of proposals. • A new round of the Retail Improvement Scheme, awarding grants to support shop owners in upgrading their shopfronts. This initiative has already seen hundreds of thousands of pounds invested in commercial properties across Renfrewshire and, in some cases, has served as a catalyst for new business investment. • The popular Historic Buildings in Villages grant scheme launched a second round, following being heavily oversubscribed in its first round. This scheme allows owners of privately owned historic buildings (built before 1945) in Renfrewshire’s villages to apply for funding to plan and carry out repairs, helping enhance the appearance and vibrancy of these communities. • The regeneration of town centres is progressing, with a new Vision for Johnstone developed, a study to identify potential proposals for improving public spaces and greenspaces complete in Erskine, an initial landscape framework for enhancements in the Linwood Lade area prepared, in Renfrew a consultant has been engaged to produce detailed designs for transforming the former Brown Institute site into a new community space, and in Paisley the town’s transformation is progressing rapidly following the implementation of the Action Plan. • The Council events programme for 2025 is underway with events delivered throughout spring and summer delivering meaningful participation and performance opportunities across a range of artforms, providing volunteering opportunities and producing a positive economic impact for Renfrewshire. • The Council established a £100,000 Local Place Plan Fund to support communities to shape their local area. Nine organisations have received funds and are progressing local place plans. 4.3 Economy • Renfrewshire’s Local Employability Partnership hosting 46 different events for Employability Month in Renfrewshire in September, attracting thousands of people. • The annual Renfrewshire Employability Partnership Conference, with 180 people attending, and sessions focusing on the response to the Scottish Government’s No One Left Behind (NOLB) strategy, support to New Scots Page 198 of 442
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6 OFFICIAL and Migrant groups, as well as the skills agenda and Renfrewshire’s future labour market. • In relation to AMIDS, the joint venture continues to work well, and work on the Tech Terrace development is progressing, with planning permission likely to be sought in early 2026. 4.4 Fair • The Fair Food Renfrewshire steering group continues to meet quarterly, with the September meeting considering a new plan for approval, as well as an update on the Food Support Forum and the Good Food Nation work. • The Fairer Renfrewshire programme has recently launched its fourth Winter Connections programme, with funding supporting local groups to provide social activities and hot food and drinks for anyone in our community who would like to come along. The programme helps tackle food poverty and isolation, and encourages creativity and social cohesion. • Priorities have been identified and progress is being made with regard to actions identified through the Community Needs Assessment in Gallowhill, through engagement with Council Services. Work with health colleagues and discussions with Scottish Government are informing the approach here and in other areas, identified through use of data. • Completion of the Alcohol and Drugs Change Programme, with the final report presented to September Leadership Board, highlighting the impact and learning from the Programme for individuals supported, as well as staff, and as a partnership. The legacy of the Programme will continue through the work as an Alcohol and Drug partnership, as well as through the projects and actioned mainstreamed, or adapted within current service delivery. • The Chief Executive’s Service continues to lead the Trauma Informed and Responsive Renfrewshire programme. Over the past six months, the focus has been on embedding trauma-informed principles into key policies, including Respect at Work and Equality, Diversity & Inclusion, both were approved by the September Finance, Resources and Customer Services Policy Board. A trauma-informed e-learning module has been launched on iLearn, and two staff members have completed training to deliver trauma- skilled sessions, with in-person delivery planned for later in 2025. • The Equalities Outcomes Consultation took place from 1 September to 31 October. The consultation is designed to provide those who work, live and study in Renfrewshire with an opportunity to feed back on the Council’s draft equality outcomes and associated actions. Outreach activity has taken place to promote and enhance the response to the consultation. Third sector organisations, community groups, and Council services which engage with individuals who are likely to have an interest in the Equality Outcomes Consultation have been contacted and offered an individual bespoke session. Analysis of the responses will take place in November 2025. Page 199 of 442
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7 OFFICIAL • The new commissioned service to support people in Renfrewshire affected by head injury underwent a soft launch over the summer of 2025, with a formal launch in October 2025. 4.5 Green • Continuing to review opportunities within the Council’s infrastructure pipeline projects to align with the skills transition and green skills development for local people, including the Local Employability Partnership approving funding for a net zero “retrofit” programme to support unemployed people being trained in this area for future job roles. • Continuing to deliver the AMIDS South Active Travel Links plan, with a construction contract being awarded, and works now commenced on site. • Continuing the Climate Change Champions Programme, empowering young people in Renfrewshire aged 11–18 to take meaningful action on Net Zero, including Erskine’s established group hosting a climate networking event in June. 4.6 Living Our Values • The first phase of Renfrewshire.gov.uk was successfully launched in July 2025, with rewrites of content for the most used sections, including bins and recycling, council tax, housing, benefits and money. Work is now progressing on the design and procurement of a new intranet, and developing a content governance model. • Research fieldwork for a residents’ survey to gather insight on current public perceptions of local services and council priorities to inform future decision making has completed, with 1,016 interview-led surveys (telephone and face to face), 1,029 online survey interviews, and six focus groups. The survey results will be published and reported to Leadership Board in December. • Following the publication of the Controller of Audit’s Best Value Report, the ‘areas of focus’ identified by the Accounts Commission have been added to the Corporate Improvement Plan. These were detailed in a report to Council on 26 June 2025. A progress report was taken to the Leadership Board in September and work continues across all elements of the improvement agenda, continuing to represent a key focus for Chief Executive’s Service in the coming year. • Two service reviews are continuing within Chief Executive’s Service; the first is the review of data analytics which is aligned to the work of the internal Data Advisory Group; and the second is the development of a new Connected Communities function within the Chief Executive’s Service which brings together staff from the existing Community Learning and Development and Partnership and Inequalities teams. • A new Performance group to enhance senior officer scrutiny of council-wide performance has been implemented, meeting every four weeks, with three Page 200 of 442
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8 OFFICIAL initial deep dives taken to the group – planning and building standards; absence; and complaints and enquiries. • Opportunities for cross-service networking and collaboration continue to be developed, such as the Performance and Consultation and Engagement group, as well as thematic groups being established as part of the Connected Communities model which will further enhance cross-service networking and collaboration. Marketing and Policy teams have collaborated on the Resident Research project and will continue to work together for the next phase of publishing the results and developing long- term actions, in line with the Engagement and Consultation policy. • Work to implement the new Consultation and Engagement Strategy continues, with a new Senior Policy Officer appointed. A toolkit and checklist are being developed to support this policy, as well as governance arrangements for this workstream. An update on consultation and engagement will be reported to Leadership Board in December as part of the Council Plan six monthly update. 4.7 Improving Outcomes for Children and Families • A number of colleagues across the Chief Executive’s Service have completed Promise Keeper training, with officers from Policy and Partnerships supporting the Promise Keepers Conference in December, and are members of the ‘Supporting the Workforce Working Group’. • Funding received from the CORRA Foundation allowed Youth Services to develop a full summer programme for care experienced young people, young carers, and their peers, aged 12-17. This year’s programme involved a range of youth work opportunities including youth clubs, trips, and new experiences. The programme was co-designed with the Promise Champs who shaped the schedule, selected the venue for the residential and identified new experiences available over the six weeks the programme ran. The young people also designed the temporary look of their central youth space transforming it into a vibrant, welcoming environment and safe space for young people. • Youthyfest took place on 6 August and was attended by 189 children, young people, carers, and their friends and family. The youth-led festival was inspired by Youth Beatz, held yearly in Dumfries, and focused on inclusion, accessibility, and youth empowerment. The Promise Champs created an event that was safe, vibrant, and aligned with the core values of The Promise—ensuring that all young people felt Loved, Safe, and Respected. The Promise Champs led every stage of the festival’s development from branding to logistics, to developing skills in project management, communication, and collaboration. Young people felt listened to, valued, and empowered, boosting their self-esteem and sense of purpose. The festival removed common barriers to participation including cost, travel, and no one able to support them in attending other events. Feedback on the event was very positive. Page 201 of 442
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9 OFFICIAL 5. Changes to Actions 5.1 The action “Launch a new Council website – Renfrewshire.gov.uk – as part of the digital experience strategy, transforming how citizens interact with the Council across digital platforms” has been revised to incorporate the work to design and procure a new intranet. It is now “Deliver the digital experience strategy to make it very easy for our local communities and employees to find and use the information they are looking for on Renfrewshire.gov.uk and the intranet and to help them successfully access online services.” 5.2 The timescales for the delivery of a number of actions relating to data have been revised, including: • “Developing a corporate data and analytics team model which supports the aspirations of the Council to be a data driven organisation” – revised timescale to 31 August 2026 – to allow a newly established technical sub- group of the Data Advisory Group to progress this activity; • “Align service data activities with the Digital Strategy objective “Data is a critical asset” and ensure visibility of data activities at Directorate SMT” – revised timescale 31 August 2026 – to align with the change of timescale of the data review noted above; • “Ensure data owners are aware of responsibilities” - revised timescale to 31 August 2026 - to ensure this is covered in a full cycle of Personal Development Plans. 6. Progress against performance measures 6.1 The Chief Executive’s Service reports on 39 performance indicators of which 10 are reported annually, and 29 are reported quarterly. Appendix 1 contains full details of these. 6.2 Of the 29 indicators that are measured on a quarterly basis, using Quarter 2 data, 16 are on track or above target, one is close to hitting the target and nine have missed the target. Two indicators are data only and have no targets, and one indicator is currently establishing a new baseline (Number of people engaging with the Council’s digital channels (not including website). 6.3 Areas of good performance include: • “Percentage of building warrants issued within 10 days of all information being received”, which is 90.7% against a target of 90%; • “Number of people being supported to achieve qualifications by Invest Renfrewshire”, with more than 800 people earning a qualification in the first half of this year; Page 202 of 442
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10 OFFICIAL • “Number of people supported into paid employment by Invest Renfrewshire”, with almost 400 people moving into a new role in the first half of this year; • “Number of trainee posts in Renfrewshire Council for unemployed people”, with 50 people joining the Council so far this year; • “The number of visits by the Environmental Taskforce to flytipping hotspots”; • Responding to complaints within 5 days (frontline), and 20 days (investigation), and responding to FOI requests within 20 days”. 6.4 Two indicators relating to events have not met target for Quarter 2, including those around numbers of people attending, and economic impact and local spend of attendees to the visitor events programme. These indicators were affected by lower than anticipated attendances, in part due to the particularly wet weather during the Renfrew Pipe Band Competition in July. However, the Events Programme overall for the year is showing strong performance, with cumulative figures showing we continue to have excellent engagement with these activities. 6.5 Two indicators relating to building standards missed targets, with one showing a trend of improvement. This service area has experienced recruitment and retention issues which are common across councils for those fields of expertise, along with significant capacity and staff absence challenges, and this has impacted service delivery. Recent recruitment is already contributing to improvement in timescales. The time to issue a building warrant was 142 days in Quarter 1, and improved to 113 days by the end of Quarter 2. However, over the same timeframe, the percentage of first reports issued within 10 days decreased from 87.1% to 82.4%. Short-term and medium-term measures to address these challenges are currently in progress, including amending the structure of the Planning and Building Standards teams, to create additional posts which, once recruited, will improve timescales. Changes to the structure will be considered at 4 November 2025 Planning and Climate Change Policy Board. 6.6 The time taken to process planning applications has been steadily improving, although is still below the target of 8 weeks. The average time has decreased from 10 weeks in Quarter 1, to 9 weeks in Quarter 2. The team are processing a number of ‘legacy’ applications which have been in the system for a long time, and this continues to affect the average time this year. It is anticipated that the continued reduction in legacy cases will result in an increase in performance in the coming reporting periods. 6.7 The number of local businesses securing growth support, training, or grants from Renfrewshire Council Business Team increased significantly from 65 in Quarter 1, to 153 in Quarter 2. The number of trainee type posts created for Page 203 of 442
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11 OFFICIAL unemployed people at Renfrewshire Council also increased, from 21 in Quarter 1, to 29 in Quarter 2. 7. Priorities over the next 6 months 7.1 In common with all Council Services, the Chief Executive’s Service continues to contribute to the Council’s overall financial sustainability programme: • Providing strategic communications and marketing, data and policy support to other services, contributing to broad corporate support alongside colleagues from Finance and Resources. • Exploring innovative ways of delivering our services, such as commissioning cultural services and our Connected Communities review. • Supporting national workstreams, such as work on migration and asylum, and on trauma-informed approaches. 7.2 The delivery of the Connected Communities review will be a priority for the next six months. This programme will bring together work within the Council to support communities and build on our strong partnerships with the third sector and communities. 7.3 Work continues with piloting a new approach to public engagement, including the delivery of a resident survey to generate insight on current public perceptions of local services and council priorities to inform future decision making. It is anticipated that the survey results will be published and reported to Leadership Board in December. This will be supported by an engagement and handling plan to ensure the findings of the recent resident survey are shared in a transparent and accessible way, demonstrating that residents’ voices have been heard and are valued. 7.4 The work to update our town centre strategies continues, including funding being secured to demolish a former supermarket in Johnstone which will open up a key site within the town centre. Works are anticipated to commence winter 2025/26. In Erskine, a study has been completed to identify potential proposals for improving public spaces and greenspaces, and consultants were appointed to develop detailed designs for a new civic square in the town centre. Funding for these designs have now been secured, and officers are currently in the process of hiring a contractor to deliver the works, also anticipated to take place over winter 2025/26. 7.5 Work to boost the local economy will be supported through ongoing community wealth building activity, further work on making Renfrewshire attractive to investors, and the continued development of AMIDS. Page 204 of 442
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12 OFFICIAL 7.6 The delivery of Winter Connections will also be a key focus for the Fairer Renfrewshire programme, as will our cross-service and multi-agency approach to addressing actions identified through the Community Needs Assessment in Gallowhill. 7.7 Following the publication of the Controller of Audit’s Best Value Report, the ‘areas of focus’ identified by the Accounts Commission have been added to the Corporate Improvement Plan. These were detailed in a report to Council on 26 June 2025. A progress report was taken to the Leadership Board in September, and work continues across all elements of the improvement agenda, continuing to represent a key focus for the Chief Executive’s Service in the coming year, and a progress report will be presented to Leadership Board in February 2026. 7.8 Work on an engagement strategy continues, including a toolkit to accompany the new policy, and governance arrangements to support this workstream. An update on consultation and engagement will be reported to Leadership Board in December as part of the Council Plan six monthly update. 7.9 Following the successful launch of the new Renfrewshire.gov.uk., the next phase involves working on the design and procurement of a new intranet and developing a content governance model. Implications of the Report 1. Financial – This report notes the financial challenges facing the local authority and the work that will be undertaken by the service to support the financial sustainability strategy. 2. HR & Organisational Development – None 3. Community/Council Planning – Service Improvement Plans reflect the contribution of each service to the Council and Community Plans. 4. Legal – None 5. Property/Assets – The report notes progress on work relating to council property and sustainability. 6. Information Technology – Digital resources are now key to the delivery of services and strategies are in place to manage this. This report shows how digital channels are being used to convey information to staff and the public, including campaigns to advertise events and attract people to the area. Page 205 of 442
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13 OFFICIAL 7. Equality & Human Rights - The Recommendations contained within this report have not been assessed in relation to their impact on equalities and human rights because it is a progress report for noting. Any project reported within this report should be assessed individually. 8. Health & Safety – None 9. Procurement – None 10. Risk – Risks related to the delivery and management of services are regularly monitored and included in Renfrewshire Council’s Corporate and Strategic Risk Registers. 11. Privacy Impact – None 12. COSLA Policy Position – None 13. Climate Change – The report notes progress and future priorities for the Council’s Plan for Net Zero through its management of council property. 14. Children’s Rights – The report notes specific actions targeted at improving outcomes for children and young people. ___________________________________________________________________ List of Background Papers: None ___________________________________________________________________ Author Jacqui Jacobsen, Senior Policy Officer, jacqui.jacobsen@renfrewshire.gov.uk Appendix Chief Executive’s Service Improvement Plan 2025 – 28 Mid-Year Report November 2025 Page 206 of 442
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Welcome to our six-monthly update • This update reflects on the first six months of our Service Improvement Plan, highlighting areas where we are already making progress and some areas we want to focus on more, perhaps because performance isn’t moving in the direction we anticipated or because of other pressures or factors that makes this even more of a priority for us. • Different services will contribute more towards some Council Plan Strategic Outcomes than others, so this report focuses on areas to which the Chief Executive’s Service contributes more significantly. However, a full update against all the actions and performance indicators we use to measure progress is included within this report. • The Chief Executive’s Service reports on 39 performance indicators of which 10 which are reported annually, and the remainder reported quarterly. This report contains the data for Quarters 1 and 2, covering 1 April 2025 to 30 September 2025. It also contains some previous trend information for those indicators only collected annually. Page 208 of 442
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Place Local Development Plan Work has begun on Renfrewshire’s new Local Development Plan (LDP3), following the statutory process. The Evidence Report was approved by Council in September 2025 and will be submitted to Scottish Ministers for Gate Check in October Resident Survey Fieldwork is complete using a hybrid methodology: • 1,016 interview-led surveys (telephone/face-to-face) – representative sample across Renfrewshire • 1,029 online surveys – self-selecting sample • 6 focus groups – explored perceptions and priorities in depth Results will be reported to the Leadership Board in December, supported by an engagement plan to ensure findings are shared transparently and demonstrate that residents’ voices have been heard and valued Events Programme The Council’s events programme for 2025 is underway with events delivered throughout spring and summer, including • Sma’ Shot Day • Renfrew Pipe Band Competition • Gala Days in Renfrew and Barshaw Park Upcoming Events include Paisley Halloween Festival and Christmas Lights Switch Ons in the five towns Page 209 of 442
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Place Village Heritage Grants and Town Centre Regeneration • The Historic Buildings in Villages grant scheme has launched a second round after high demand. It supports repairs to pre-1945 buildings in Renfrewshire villages, boosting community appeal • Town centre regeneration continues with a new Vision for Johnstone, public space studies completed in Erskine, a landscape framework for Linwood Lade, design plans underway for Renfrew’s former Brown Institute site, and rapid progress in Paisley following its Action Plan 82.4% of first reports are issued within 20 days (Building Standards) The average time for processing planning applications has decreased from 10 weeks to 9 weeks Local Place Plan Fund The Council established a £100,000 Local Place Plan Fund to support local communities prepare local places plans for submission to the Council by 31 March 2026. Nine organisations have received funds and are progressing local place plans Planning and Building Standards Page 210 of 442
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Economy Empowering People Through Employability DuringEmployability Month in September Renfrewshire’s Local Employability Partnership hosted 46 events, attracting thousands of attendees 180 attendees took part in sessions on Renfrewshire’s response to No One Left Behind, support for New Scots and migrants, and future skills needs, particularly in engineering and STEM growth sectors at the Annual Employability Partnership Conference Strengthening Renfrewshire’s Investment Proposition Work on Renfrewshire’s Investment Proposition continues, with a new webpage created to highlight Renfrewshire’s key investment location Additional information on investing in Renfrewshire and development opportunities has also been added to the Invest in Renfrewshire website, and a dedicated website has been launched to promote investment opportunities at AMIDS Page 211 of 442
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Green 31 local businesses in 2024/25 have been working with the Council to progress the Net Zero agenda Climate Change Champions Programme Empowering young people in Renfrewshire aged 11–18 to take meaningful action on Net Zero • In Glenburn, P7 volunteers were recruited for the third year through outreach in local primaries. An S1 group is working with The Promise to create a mural, due for completion in October • Erskine’s established group hosted a climate networking event in June, and is now focused on completing Gold Duke of Edinburgh Awards by December • New activities launching in October include a Wednesday climate group (running through March) in partnership with Active Travel and Global Citizenship organisations, and a Saturday Eco Volunteers programme Net Zero Business Engagement Page 212 of 442
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Fair Winter Connections Round Four Launched The Fairer Renfrewshire programme launched its fourth Winter Connections round Funding supports free social activities and refreshments to tackle isolation, food poverty, and boost creativity Empowering Young Voices: Summer Support and Youthyfest Youth Services delivered a CORRA-funded summer programme for care experienced young people, co- designed with Promise Champs Activities included trips, clubs, and a residential. Youthyfest, attended by 189 people, was youth-led and focused on inclusion and empowerment Summer of Fun 1,973 attendances at our CLD summer camps 2,233 children benefited from a wide range of activities delivered by local community organisations Alcohol and Drugs Change Programme The Programme’s final report was presented to the September Leadership Board, highlighting the Programme’s impact, supporting over 5,000 people across Renfrewshire, and key learnings for individuals, staff, and the wider partnership Its legacy will continue through the ongoing work of the Alcohol and Drug Partnership, and through projects that have been mainstreamed or adapted into current service delivery Page 213 of 442
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Fair Ward Census Insights Shared As part of Members Development Week 2025, Elected Members received presentations on Ward Census Profiles, supported by a newly developed and shared data dashboard Celebrating Renfrewshire In 2025, 54 applications were submitted by 48 organisations, offering 120 funding options across the seven Local Partnership areas A total of 1,450 young people participated in the vote, with 1,355 valid votes cast and 3,765 individual choices made.42 groups were successfully awarded funding An evaluation of the fund is currently underway, with a focus group planned for late October/early November Equalities Outcomes Consultation Underway Running from 1 September to 31 October, the consultation invites those who live, work, or study in Renfrewshire to share feedback on the Council’s draft equality outcomes and actions Targeted outreach has included bespoke sessions with third sector organisations, community groups, and Council services to encourage participation. Responses will be analysed in November 2025 to inform future planning Developing ESoL Provision Work is underway to expand the Council’s English for Speakers of Other Languages (ESoL) offer — a key priority in Renfrewshire’s CLD Partnership Plan Local learner surveys are helping shape a more flexible and responsive approach in collaboration with partners Page 214 of 442
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Living our Values 78,924 people engaging with the Council’s digital channels (not including website) Driving Performance and Improvement The recent Best Value report recognised areas of strong performance across the Council, highlighting our “robust” performance management arrangements and ongoing work to strengthen performance improvement In response, the Accounts Commission’s focus areas were incorporated into the Corporate Improvement Plan. Progress was reported to the Leadership Board in September, and work continues across the improvement agenda 87% of frontline complaints and 100% of investigation complaints dealt with in the required timescale Youth Services Recognised for Tackling Gender- Based Violence Renfrewshire Council’s Youth Services was shortlisted for Community Group of the Year at the Scottish Women’s Awards 2025, in recognition of its impactful work addressing gender-based violence Renfrewshire Council Wins UK Council of the Year Renfrewshire Council was named Overall Council of the Year for Service Delivery at the UK-wide APSE Awards 2025, held in September The Council, alongside partners including OneRen, was shortlisted in seven out of sixteen categories — the highest number of nominations for any UK local authority — reflecting the strength and breadth of service delivery across Renfrewshire Page 215 of 442
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Actions and indicators Full list November 2025 Page 216 of 442
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Delivering the Plan – Place Action Due Status Progress update Deliver Renfrewshire’s Cultural Infrastructure Investment Programme 31 Dec 25 Museum work is ongoing (Council managing construction phase and operational readiness and fitout being delivered by OneRen). Other CI projects now all complete. Develop and launch Visit Renfrewshire brand and delivery model to support the delivery of the Tourism Action Plan 31 Mar 26 The consultation on the brand model is ongoing with colleagues and the Renfrewshire Tourism Network and stakeholders. Work is continuing with Economy and Regeneration colleagues to secure funding and to develop an implementation plan for the brand. Design a new Connected Communities service model for the Council – implementing a new service structure and developing the corporate approach for the whole organisation 31 Dec 26 Phase 1 of the programme, focussed on the Connected Communities service review is now near complete, with an operational service structure and final stages of recruitment underway. Phase 2 workstreams focussing on Early Help, Place Based Approaches and Making Every Contact Count are now being progressed by workstream leads, with initial scoping and data gathering in progress to inform the development of proposals. Pilot a public engagement approach including the delivery of a resident survey to generate insight on current public perceptions of local services and council priorities to inform future decision making 31 Mar 26 The research fieldwork has been completed. The hybrid research methodology included the following: • 1,016 interview led surveys (telephone and face-to-face). This was a representative sample spread across Renfrewshire • This was augmented by an online survey 1,029 interviews online. This was a self-selecting sample • 6 focus groups were also carried out with respondents to explore their perception and satisfaction in more depth and provide further insight into resident priorities. The survey results will be published and reported to Leadership Board in December. This will be supported by an engagement and handling plan to ensure the findings of the recent resident survey are shared in a transparent and accessible way, demonstrating that residents’ voices have been heard and are valued. Implement the cultural funding programmes (COF and CHEF) for Renfrewshire’s cultural sector 31 Mar 28 The new cultural funding streams of Cultural Organisation Fund and Culture Heritage and Events Fund have been awarded providing support to organisations over the next three years. COF is a new multi-year fund to support delivery of cultural activities and also designed to contribute to organisations revenue costs, making it easier for them to plan and deliver sustained programmes of cultural activity. Page 217 of 442
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Delivering the Plan – Place Action Due Status Progress update Proactively work with property owners to bring some of the area’s most valued assets back into use 31 Mar 27 The Council has been proactive in engaging with property owners of prominent buildings across our town centres to explore regeneration opportunities. This includes the potential redevelopment of the Paisley Centre into a vibrant mixed-use development. Investment in a number of listed buildings—such as St Matthew’s Church, County Place, 5 George Place, and the Liberal Club—has been facilitated through detailed discussions with property owners. The goal is to bring these buildings back into productive use. We have also been engaging with landlords to promote the new Town Centre Premises Grant scheme, launched in 2024, which aims to reduce the number of commercial vacancies in Renfrewshire’s town centres. E.g. grant funding was approved to help a greengrocer relocate to a new unit in Paisley town centre. The Regeneration Team is currently running another round of the successful Retail Improvement Scheme, which supports shop owners in upgrading their shopfronts. This initiative has already seen hundreds of thousands of pounds invested in commercial properties across Renfrewshire and, in some cases, has served as a catalyst for new business investment. In addition, the team have also launched another run of the popular Historic Buildings in Villages grant scheme. This allows owners of privately owned historic buildings (built before 1945) in Renfrewshire’s villages to apply for funding to plan and carry out repairs, helping enhance the appearance and vibrancy of these communities. The scheme was heavily oversubscribed in its first round and is currently accepting applications for funding in a second round. Officers have also secured £0.5 million in Council motion funding to address a key barrier to progress: challenging market conditions that inhibit the redevelopment of significant town centre buildings or sites. This funding will support work with property owners to bring vacant buildings back into use. Page 218 of 442
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Delivering the Plan – Place Action Due Status Progress update Progress the actions outlined in our town centre strategies/visions by collaborating with partners to transform our key centres. 31 Mar 28 The Regeneration Team is currently updating our town centre strategies to reflect the changes that have occurred in a post-pandemic environment. These strategies will align with the guidance and principles outlined in National Planning Framework 4 (NPF4). A new vision has been developed for Johnstone, focusing on improving the town centre, enhancing public spaces, and supporting local businesses to foster a more vibrant and sustainable community. Further feasibility work has been commissioned in Johnstone, with a particular focus on the two civic squares, the reimagining of the Town Hall, and the development of a heritage trail. An architect has been commissioned to complete more detailed designs (RIBA stage 4) for the Houston Court and Houstoun Square. Funding has also been secured to demolish a former supermarket which will open up a key site within the town centre. Works are hoped to commence winter 25/26. In Erskine, a study has been completed to identify potential proposals for improving public spaces and greenspaces as part of a wider review of the town’s Centre Strategy. Short-, medium-, and long-term actions have been identified, and consultants were appointed to develop detailed designs for a new civic square in the town centre. Funding for these designs have now been secured, and officers are currently in the process of hiring a contractor to deliver the works. It is expected that the works will take place over winter 25/26. Consultants have prepared an initial landscape framework for enhancements in the Linwood Lade area, located immediately south of the town centre. Officers will now be looking to consult local residents further on these initial proposals. In Renfrew, a consultant has been engaged to produce detailed designs for transforming the former Brown Institute site into a new community space. It is hoped that this project will be delivered in 2026. In Paisley, the town’s transformation is progressing rapidly following the implementation of the Action Plan. Notable achievements include establishing Paisley as an international culture and heritage destination and stimulating property investment, development, and reuse. Completed regeneration projects include the refurbishment of the Town Hall and Arts Centre, and the creation of a new Culture and Learning Hub on the High Street. The restoration of Paisley Museum—another major project—is due for completion next year. A new wayfinding strategy for Paisley has also been developed to improve the visitor experience in the town centre. The publication of the Paisley Vision document provides further inspiration for future development in and around the town centre. The Liberal Club, identified as a key building in the Vision, has recently been renovated, securing its long-term future. Discussions continue with the owner of the Paisley Centre regarding its potential mixed-use regeneration. Overall, the Regeneration Team remains committed to advancing regeneration proposals across all of Renfrewshire’s town centres. Page 219 of 442
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Delivering the Plan – Place Action Due Status Progress update Deliver the 2025 events programme to include high quality programming developing meaningful participation and performance opportunities for local groups and artists. 31 Mar 26 The council events programme for 2025 is underway with events delivered throughout spring and summer delivering meaningful participation and performance opportunities across a range of artforms, providing volunteering opportunities and producing a positive economic impact for Renfrewshire. Contribute to the preparation, monitoring and delivery of Renfrewshire’s Local Housing Strategy 2023-2028 31 Mar 28 The 2023-2028 Local Housing Strategy was approved in October 2023. The first annual review and progress update was reported to the Communities and Housing Policy Board on 29th October 2024, advising on progress across the 5 strategic priorities and 42 actions. The second annual review was reported to the October 2025 Communities and Housing Policy Board. Deliver the Local Development Plan, the 10 year spatial strategy for Renfrewshire 31 Mar 27 Work has commenced on the preparation of a new Local Development Plan for Renfrewshire (LDP3). Preparation of the plan follows a statutory process. The preparation of the Evidence Report is the first stage of the statutory process, and the Council’s Evidence Report was approved for submission to the Scottish Ministers at the September 2025 Council meeting and will be submitted to the Scottish Ministers for Gate Check in October 2025. The annual update of the Development Plan Scheme and Participation Statement was presented at the 4 November 2025 Planning and Climate Change Policy Board. This set out a revised timetable for preparation of the Local Development Plan, with adoption now scheduled for May 2028. Page 220 of 442
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Delivering the Plan – Place Action Due Status Progress update Support the delivery of Renfrewshire’s Strategic Housing Investment Programme in partnership with other housing providers in Renfrewshire 31 Mar 28 104 social rented homes were delivered on Strategic Housing Investment Plan sites that were completed in 2024/25 (note: this may differ from the actual number of affordable housing completions in 2024/25). The Strategic Housing Investment Plan (SHIP) is updated annually to take account of progress and completions in relation to delivering the affordable housing programme in Renfrewshire. The Renfrewshire Strategic Housing Investment Plan 2025-2030 was submitted to the Scottish Government in October 2024. The draft 2026-2031 SHIP was approved for consultation purposes at the August 2025 Communities and Housing Policy Board and consulted on in August/September 2025. The final 2026-2031 SHIP will be submitted to the October Communities and Housing Policy Board, and if approved will then be submitted to the Scottish Government. Page 221 of 442
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Delivering the Plan – Place Indicator Current Status Short term trend Long term trend 2024/25 Q1 2025/26 Q2 2025/26 Explanation of performance Value Target Value Target Value Target Average Time for processing Planning Applications (Householder) 11 8 10 8 9 8 Performance continues to be affected by a backlog of legacy applications. The average time has decreased from 10 weeks to 9 weeks as efforts continue to reduce the number of legacy cases which now total 23. It is anticipated that the continued reduction in legacy cases will result in an increase in performance in the coming reporting periods. Affordable housing completions 104 159 Not measured for quarters Affordable housing completions figures vary from year to year. Lower than target completions in recent years may be as a result of increased construction costs that have made the viability of some schemes more challenging to deliver. The SHIP identifies a pipeline of affordable housing developments and opportunity sites for future years. Private housing completions 430 357 Not measured for quarters Following the publication of Scottish Government Guidance, the Planning Service is revising the way it records completions on housing sites in Renfrewshire to better align with Building Standards completion certificates. The indicative private housing completion figure for 2024/25 is 430, with this figure still to be subject to final verification. Time to issue a building warrant or amendment to warrant from receipt of application (days) 108.0 60.0 142.0 60.0 113.0 60.0 Average time has reduced in Quarter 2; however it should be noted that team capacity is significantly reduced due to a number of vacancies and sickness absence. The team is also dealing with a number of complex and major developments. Short-term and medium-term measures to address these challenges are currently in progress, including amending the structure of the Planning and Building Standards teams, to create additional posts. Changes to the structure will be considered at 4 November 2025 Planning and Climate Change Policy Board. Page 222 of 442
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Delivering the Plan – Place Indicator Current Status Short term trend Long term trend 2024/25 Q1 2025/26 Q2 2025/26 Explanation of performance Value Target Value Target Value Target Time to issue a first report (percentage issued within 20 days) 78.2 95.0 87.1 95.0 82.4 95.0 Average time has reduced slightly in Q2, compared with Q1, albeit both Q1 and Q2 are higher than Q4 last year. This increase over time is reflected in the staffing levels of the team at present. The team is currently operating with a number of staff vacancies, absence due to sickness and the number of complex and major developments. It is likely that future reporting will see an increase in the average time. Percentage of building warrants or amendments issued within 10 days of receipt of all satisfactory information. 87.4 90.0 93.7 90.0 90.7 90.0 Performance is meeting the target although it has reduced slightly since Q1. This is due to reduced capacity in the team at present. Amount of land brought forward for re-use and development contributing to economic activity and enhancing the built and natural environment 4.83 20 Not measured for quarters The 2025 vacant and derelict land survey indicates that 4.83 hectares of land has been brought forward for reuse and redevelopment in the year April 2024 to March 2025. The figure varies considerably from year to year. Not all of this land is in council ownership so we have limited levers to influence development. Page 223 of 442
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Delivering the Plan – Economy Action Due Status Progress update Develop an Investment Proposition for Renfrewshire that is clear on our economic ambitions for place 31 Mar 26 A new webpage has been created to highlight Renfrewshire’s key investment locations: (https://www.renfrewshire.gov.uk/article/13818/Renfrewshire-investment-prospectus) Additional information on investing in Renfrewshire and development opportunities has also been added to the Invest in Renfrewshire website: (https://investinrenfrewshire.com/locate-in-renfrewshire/) In addition, a dedicated website has been launched to promote investment opportunities at AMIDS: https://amids.co.uk/ Page 224 of 442
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Delivering the Plan – Economy Action Due Status Progress update Maximise funding for regeneration of Renfrewshire’s places through grant submissions to external sources including UK and Scottish Governments 31 Mar 26 The Regeneration and Place Team has successfully secured funding from various external sources. Between 2021/22 and 2025/26, the team has been allocated £3.9 million from the Place Based Investment Fund for capital regeneration projects. In addition, between 2022/23 and 2023/24, £1.5 million was received from the Shared Prosperity Fund to support both capital and revenue regeneration activity. A further £0.4 million has been allocated for capital expenditure in 2025/26. Last year, an application was made to the Scottish Government’s Vacant and Derelict Land Investment Programme (VDLIP), though this and other applications were paused while a national review of regeneration funding took place. Following a review, the VDLIP was reopened, and further information was submitted in support of our bid. The Council has since secured £650,000 from the programme to support regeneration efforts in the Belltrees area of Ferguslie. Contractors are now being secured to deliver this project during winter 25/26. The Council has consistently been successful in securing Regeneration Capital Grant Fund (RCGF) support, most recently obtaining £800,000 for the PACE Theatre project. One application was submitted to the 25/26 scheme, to support town centre regeneration in Johnstone Town Centre. This scheme has now been invited to submit a further Stage application in November 2025. In Lochwinnoch, applications will be submitted to Historic Environment Scotland’s Heritage and Place Programme and the National Lottery Heritage Fund’s £250,000–£10 million Heritage Grants programme to support a heritage-led regeneration scheme. The total cost of the project is estimated at £2.5 million. Additionally, £297,000 was secured from NatureScot for a peatland restoration project in Clyde Muirshiel Regional Park. Work commenced in January 2025 and was completed by the end of March 2025. A further £100,000 has been secured from SEPA to fund RIBA Stage 2 concept design work for the restoration of the Candren Burn in Ferguslie. The Council has also applied for funding from VisitScotland’s Rural Tourism Infrastructure Fund to support regeneration projects at Castle Semple. This application was successful, with the Council securing £240k from the fund. Some of this funding will be used to deliver a new visitor hub facility at Castle Semple, with works commencing in October 2025. The Regeneration Team will continue to pursue external funding opportunities to support delivery of our place-shaping agenda. Page 225 of 442
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Delivering the Plan – Economy Action Due Status Progress update Complete the Tech Terrace development and attract the first large occupier. 31 Mar 26 This is a AMIDS JV obligation and again Council is fully participating. Planning is due to be submitted early 2026 Continue to support local employment through the delivery of targeted support through the Council’s employability programme. 31 Mar 27 September is Employability Month in Renfrewshire and the Renfrewshire Employability Partnership hosted 46 different events for people across the area and attracting thousands of people. One of the events was the annual Renfrewshire Employability Partnership Conference with 180 people attending. This year's event had two distinct parts: • The morning sessions focused on the area’s response to the Scottish Governments No One Left Behind (NOLB) strategy and the work of the Local Employability Partnership to identify, and respond to, those most in need. This included looking at the support to New Scots and Migrant groups (a key issue at last year’s event) and the specific needs they have, especially those with no recourse to public funds or with restricted right to work. • The afternoon sessions focused on the skills agenda and Renfrewshire’s future labour market with an emphasis on the growth sectors of engineering and STEM. The conference was aimed at current employability and skills practitioners operating within Renfrewshire and able to contribute to discussions around current service delivery and improving services and outcomes. Continue to progress core actions to support local and regional economic growth. 31 March 27 The Council continues to focus on securing investment at AMIDS to unlock its full potential for job creation and economic growth. External funding from Scottish Enterprise and the City Deal has been identified to support the development of Tech Terrace—a speculative project that will deliver industrial floorspace for advanced manufacturing SMEs and start-ups. Construction is expected to begin next year. The Council is also working with Glasgow City Region and the Government to secure Investment Zone funding for a new tax zone (£25m), which would incentivise businesses to locate at AMIDS/Airport. It is hoped that this will serve as a catalyst for significant investment in the years ahead. Gateways 3 and 4 for the IZ were recently submitted to Government. It is expected that the IZ and tax site will go live in 25/26. Develop a Community Wealth Building Plan for Renfrewshire 30 Jun 26 A “Community Wealth Building In Renfrewshire” paper has been produced and approved at board to set out the way forward. The CWB(Scotland) Bill was published in March 2025 which sets out the way ahead for the public sector. Plans are progressing at pace; local events have been organised and board is being kept up to date. Page 226 of 442
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Delivering the Plan – Economy Indicator Current Status Short term trend Long term trend 2024/25 Q1 2025/26 Q2 2025/26 Explanation of performance Value Target Value Target Value Target Number of unemployed / low waged people securing qualifications through Renfrewshire Council Employability Programme (INVEST) 662 400 137 100 138 100 In the last 6 months 275 unemployed/low waged people have achieved an accredited qualification(s). Number of new business start ups in Renfrewshire with Business Gateway support 265 320 80 80 78 80 The team supported 78 new startups this quarter. Work is ongoing to encourage those interested in starting their own business to take the final step. Measure of civic pride relating to events 88.8 90 Not measured for quarters Across the events delivered in 2024 88.8% of Renfrewshire residents agreed that the events programme made them feel proud of their hometown, the highest response was 97% and this came from attendees at Sma’ Shot Day. Number of unemployed/ low waged people moving into paid employment through Renfrewshire Council Employability Programme 491 350 139 125 150 125 In the last 6 months 289 unemployed/low waged people being supported through employability services have secured new paid employment. Page 227 of 442
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Delivering the Plan – Economy Indicator Current Status Short term trend Long term trend 2024/25 Q1 2025/26 Q2 2025/26 Explanation of performance Value Target Value Target Value Target Number of unemployed/ low waged people being supported through Renfrewshire Council Employability Programme (INVEST) 1,420 1,100 361 275 481 275 In the last 6 months 769 participant registered with the service. In addition, more than 400 continued to receive support into 25/26 and so around 1,169 people have received support so far this year. Number of Social Enterprises supported to grow / develop / income generate with Council support 58 80 21 15 11 15 In the last 6 months 32 social enterprises have been supported to grow, develop or generate income. Number of local businesses securing growth support, training or grants from Renfrewshire Council Business Team 382 300 65 75 153 75 Businesses are generally less optimistic than they were this time last year and are more reluctant to make big investments at this time. However, uptake this quarter has seen an improvement and figures are on target. Number of trainee type posts created for unemployed people at Renfrewshire Council 45 60 21 15 29 15 In the last 6 months 50 unemployed people have started in paid positions within the council. Page 228 of 442
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Delivering the Plan – Economy Indicator Current Status Short term trend Long term trend 2024/25 Q1 2025/26 Q2 2025/26 Explanation of performance Value Target Value Target Value Target Number of volunteering hours supporting the development and delivery of the events programme 327 45 126.5 160 31 30 Sma’ Shot day and Renfrew Pipe Band Competition were delivered in Q2 providing 7 volunteers with opportunities to gain hands-on live event experience. In addition to direct volunteering opportunities with the council, there were multiple indirect volunteering opportunities created as a result of events. These include venue assistants throughout many of the 53 participating venues of Doors Open Days, through Renfrew Football Club at Renfrew Pipe Band Competition and Erskine Arts at Sma’ Shot Day. Number of people participating in the events programme 3,549 1,314 1,957 700 617 400 Sma’ Shot day and Renfrew Pipe Band competition provided participation opportunities across a range of activities including music, choreography, sport, visual art and costume making. As part of the wider outreach programme of Sma’ Shot Day the team supported workshops during Castlehead High School of creativity week these included spoken word, poetry and traditional music. Number of people performing in the events programme 819 300 228 275 266 225 Performance opportunities were available at both Sma’ Shot Day and Renfrew Pipe Band Competition. The pipe band offered opportunities for 120 local performers from bands including Renfrewshire Schools, Kilbarchan, Paisley and District and Johnstone Pipe Band. Other opportunities included live stage at Sma’ Shot with musical and theatrical performances and spoken word through the poetry slam. Number of people attending the events programme 108,665 95,000 39,302 40,000 8,707 12,500 Attendance at events in Q2 events were lower than anticipated this is in part due to particularly wet weather during Renfrew Pipe Band Competition. Page 229 of 442
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Delivering the Plan – Economy Indicator Current Status Short term trend Long term trend 2024/25 Q1 2025/26 Q2 2025/26 Explanation of performance Value Target Value Target Value Target Economic impact and local spend of attendees to the visitor events programme New indicator 3,978,746 Previously data only 1,571,682 1,400,000 444,975 600,000 Both Sma Shot day and Renfrew Pipe Band competition returned a positive economic impact for Renfrewshire with Sma’ Shot achieving £146,196 and Renfrew Pipe Bands £298,779. Q2 performance for this indicator was affected in part due to particularly wet weather during Renfrew Pipe Band Competition. Number of people supported, sustained in work at 6 Months through Renfrewshire Council Employability Programme (INVEST) 288 180 Not measured for quarters The number of people who were still in employment 6 months after moving into work and that we have been able to collect data on is 288 people. Page 230 of 442
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Delivering the Plan – Fair Action Due Status Progress update Deliver the Fairer Renfrewshire programme, working with partners to support Renfrewshire residents through the cost-of-living crisis 31 Mar 27 A planning session has been held to support development of a Fairer Renfrewshire Plan. The session included members of the Fairer Renfrewshire Lived Experience Panel. Advice has continued to be provided through Advice Works and Renfrewshire Citizens Advice Bureau, including specific services for families. Work has also commenced on the contract for RCAB, as this runs out on 30 June 26. Winter Connections has opened to community organisations for applications, with 46 received in the first fortnight. Funding will provide a range of free activities across Renfrewshire. Planning is in place for the Winter Clothing Payment of £50 per eligible child to be made in October. Grants funding was approved for Pachedu to pilot a device recycling project, where donated devices will be refurbished and redistributed to those who need them. This will officially launch as part of DigiKnowvember. The Fairer Renfrewshire Panel has continued to input to policy and practice withing Council services, most recently taking part in Employability month and Events planning for Halloween. Progressing a new workstream that will focus on advancing equality of opportunity and ensuring we have a robust and authentic organisational approach to implementing our duties (including UNCRC). 31 Mar 26 The Equalities Outcomes Consultation runs from 1 September to 31 October. The consultation is designed to provide those who work, live and study in Renfrewshire with an opportunity to feedback on the Council’s draft equality outcomes and associated actions. Outreach activity has taken place to promote and enhance the response to the consultation. 3rd sector organisations, community groups and Council services which engage with individuals who are likely to have an interest in the equality outcomes consultation have been contacted and offered an individual bespoke session. Analysis of the responses will take place in November 2025. Page 231 of 442
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Delivering the Plan – Fair Action Due Status Progress update Developing new and potentially radical approaches to tackling child poverty in Renfrewshire 31 Mar 27 Priorities have been identified and progress is being made with regard to actions identified through the Community Needs Assessment in Gallowhill, through engagement with Council Services. Work with health colleagues and discussions with Scottish Government are informing the approach here and in other areas identified through use of data. Leading on the Council’s migration and population change response – developing detailed understanding of the diversity of Renfrewshire’s communities 31 Mar 25 The census releases over the latter half of 2024 provided a significantly updated picture of Renfrewshire’s communities – significant work was undertaken to analyse this data. As part of Members Development Week 2025, a series of Ward Census Profile presentations were delivered to Elected Members and a data dashboard developed and shared. A Senior Policy Officer post with a focus on Migration and Population was successfully recruited and is developing strategic needs assessment in partnership with the Strategic Migration Group, with a workshop taking place in October. Work with commissioned service to ensure effective support is provided to people in Renfrewshire who have been affected by a head injury 31 Mar 28 A contract for the provision of support for people in Renfrewshire affected by head injury was awarded to Quarriers in February 2025 and took effect from 1 April 2025. The new service - Brain Injury Community Support - underwent a soft launch over the summer of 2025 and had a formal launch in October 2025. Regular discussions have taken place between council officers and Quarriers, and, contract monitoring arrangements are now in place. Officers will maintain close links with Quarriers and provide any support required as the service develops. This action is now complete Page 232 of 442
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Delivering the Plan – Fair Indicator Current Status Short term trend Long term trend 2024/25 Q1 2025/26 Q2 2025/26 Explanation of performance Value Target Value Target Value Target Community Asset Transfer - number of months from receipt of an application to a determination being issued from the Council 3 6 Not measured for quarters The number of asset transfer requests determined in the period 24/25 was 5 of which 4 were approved and 1 refused. The assets concerned: • •Calderglen Playing Fields, Lochwinnoch – approved; sale of land to Calderglen Community SCIO •Public Realm, Kilpatrick Drive, Erskine – approved; lease of land to Erskine Arts •Site, 49 Beardmore Cottages, Inchinnan - approved; sale of land to Inchinnan Development Trust •Renfrew Cricket Field, KGV Renfrew; - refused on the basis that that that there are obligations imposed on the authority, that prevent, restrict or otherwise affect its ability to agree to the request •Falcon Day Centre, Paisley – approved; sale of asset to Pachedu Multi-cultural Hub Number of people engaged with Adult and Family learning team (snapshot) 1,564 Data only 616 Data only 579 Data only AFL have not led on as many partnership events this quarter as we have been focussing on everyday learning outcomes and family learning over the summer Number of people engaged with Youth Services (snapshot) 6,054 Data only 3346 Data only 1,199 Data only Evolve New Scots – summer programme to combat social isolation and poverty through cooking, health and art activities. Renfrewshire Youth Voice band night in the bungalow, planning for the Positive About Youth awards, and social days in Edinburgh Fringe. Renfrewshire Council hosted the Scottish Youth Parliament Sitting 5th -7th September in Paisley Town Hall. Trinity HS Pupil Council training to undertake the Participatory Democracy certificate. They are planning to go to the council chambers to undertake a debate in 2026. Duke of Edinburgh- Young people, with the support of their DofE leaders and qualified instructors, navigated appropriate routes for their Bronze and Silver levels. Children and young people attended free Summer Holiday camps run by Street Stuff, taking part in games, sports arts and had input from the Scottish Fire & Rescue Service and Police Scotland. Page 233 of 442
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Delivering the Plan – Fair Indicator Current Status Short term trend Long term trend 2024/25 Q1 2025/26 Q2 2025/26 Explanation of performance Value Target Value Target Value Target Number of children in receipt of school clothing grants 5316 Not measured for quarters The number of FSM/CG applications in 2024/25 during the period June to March fell by approximately 7% compared to the same period in in 2023/24, with the number of children being awarded a Clothing Grant in 2024/25 (June to March) falling by 9% compared to the same period during 2023/24. Whilst it cannot be definitively determined why there has been a reduction in the number of children being awarded a Clothing Grant, it appears that the primary reason for declinature is due to parental income exceeding the Clothing Grant eligibility thresholds for earned income within tax credits or Universal Credit. We would suggest that the reduced amount in applications and awards could be a combination of four reasons: natural and managed migration from tax credits/legacy benefits to Universal Credit where earned income thresholds are less generous, 40% of tax credits only recipients in Renfrewshire choosing not to move initially onto Universal Credit as part of managed migration between July 2023 and December 2024 and therefore potentially losing eligibility to FSM/CGs, higher pay settlements as a consequence of inflationary pressures increasing wages, and/or parents taking on additional working hours to help alleviate cost of living pressures. There is a communications campaign currently being planned to launch in conjunction with the 2025/26 FSM/CG applications opening early June 2025, highlighting the amount of money that could be saved and encouraging an increase in take-up. Page 234 of 442
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Delivering the Plan – Fair Indicator Current Status Short term trend Long term trend 2024/25 Q1 2025/26 Q2 2025/26 Explanation of performance Value Target Value Target Value Target Number of school visits undertaken to raise awareness of environmental action and the impact of anti-social behaviours. 155 100 14 15 15 15 Targets vary per quarter. A mix of secondary and primary schools have been visited, including 11 high school talks and two Primary school talks. There were two respect days at two high schools Page 235 of 442
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Delivering the Plan – Green Action Due Status Progress update Review opportunities within the Council’s infrastructure pipeline projects to align with the skills transition and green skills development for local people 31 Mar 26 Renfrewshire LEP have approved funding for a net zero “retrofit” programme to support unemployed people being trained in this area for future job roles. The Economic Development Team work with local contractors to maximise community benefit opportunities in all contracts and are able to identify where local people can benefit. Deliver the AMIDS South Active Travel Links plan. 31 Mar 27 Farrans have been awarded the construction contract and works have now commenced on site. Page 236 of 442
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Delivering the Plan – Green Indicator Current Status Short term trend Long term trend 2024/25 Q1 2025/26 Q2 2025/26 Explanation of performance Value Target Value Target Value Target Number of local businesses working with the Council to progress the Net Zero agenda 233 40 21 10 10 10 Staffing challenges have impacted capacity; however cover is now in place. Planned actions to increase engagement and progress the agenda include: • Introduction of new Case Studies • Development of a new messaging campaign - “Know it, Cut it, Win with it” and “Sustainability Powered Growth”. • Themed Workshops. Business networking events to connect businesses interested in embarking on a sustainability journey with those who are someway along to connect, share and learn. Number of local businesses securing Net Zero growth grants from Renfrewshire Council Business Grants 3 8 2 2 0 2 We continue to offer Carbon Baseline Assessments for SMEs. These assessments provide advice, data and technical information required for the grant application. Staffing challenges temporarily impacted capacity. However, cover is now in place to support the role, and we anticipate a steady improvement from enquiries into formal net zero grant applications. Page 237 of 442
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Delivering the Plan – Green Indicator Current Status Short term trend Long term trend 2024/25 Q1 2025/26 Q2 2025/26 Explanation of performance Value Target Value Target Value Target Number of visits by Environmental Taskforce to flytipping hotspots 1,483 1,500 186 375 467 375 Patrols are undertaken to visit hotspot sites to monitor activity and where possible, secure evidence from on-site camera. Although flytipping occurs throughout the year, intelligence gathered reveals increased activity in the summer months, specifically in relation to heavier loads of driveway and commercial landscaping type waste. Cameras deployed in rural hotspot locations require frequent patrols to monitor activity and enable a quick response. Number of members of the Team Up to Clean Up Facebook Community 7,500 5,000 7,900 7,750 8,300 8,000 This years Spotless September saw 322 litterpicks take place, facilitated by 1,219 volunteers, many of these young volunteers, from schools and local Scout/Guide groups. In the last 60 days, the Facebook platform has continued to attract new members and remain active with 2,215 posts and comments. The Friends of Hawkhead group September clean-up reached over 27.5k people on social media. Page 238 of 442
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Delivering the Plan – Living Our Values Action Due Status Progress update Deliver the digital experience strategy to make it very easy for our local communities and employees to find and use the information they are looking for on Renfrewshire.gov.uk and the intranet and to help them successfully access online services. 31 Mar 27 The first phase of Renfrewshire.gov.uk was successfully launched in July 2025 with rewrites of content for the most used sections including bins and recycling, council tax, housing, benefits and money. We're now working on the design and procurement of a new intranet and developing a content governance model. This model will help us keep information structured, accurate and useful across all channels—including Renfrewshire.gov.uk, intranet, MyAccount, Millie and CSU scripts—for both people and any future AI tools. Continue to lead Best Value activity, including the delivery of the Corporate Improvement Plan. 31 Mar 27 Following the publication of the Controller of Audit’s Best Value Report, the ‘areas of focus’ identified by the Accounts Commission have been added to the Corporate Improvement Plan. These were detailed in a report to Council on 26 June 2025. A progress report was taken to the Leadership Board in September and work continues across all elements of the improvement agenda, continuing to represent a key focus for the CE’s service in the coming year. Developing a corporate data and analytics team model which supports the aspirations of the Council to be a data driven organisation 31 Aug 26 Work on the review continues alongside increasing demands for business-as-usual data support for the organisation. Following the renewal of our contract with our GIS, work is currently ongoing to map out and support a ‘GIS modernisation’ phase of the review, moving to more cloud-based services, with consultancy support within the contract being allocated to key tasks and development/skills transfer. Colleagues in the PMU are supporting the development of a service catalogue. A stakeholder engagement plan has been developed. A proposal to establish a technical sub-group of the Data Advisory Group has will be taken to the next DAG meeting in November. This technical subgroup will be a key stakeholder group for this activity. The timescale for this action has been changed to summer 2026. Page 239 of 442
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Delivering the Plan – Living Our Values Action Due Status Progress update Implement a new Performance group to enhance senior officer scrutiny of council- wide performance 31 Mar 26 The Performance group is now meeting every four weeks, with three initial deep dives taken to the group – planning and building standards; absence; and complaints and enquiries. A range of workstreams now being progressed as a result of these deep dives and are reporting back to the group regularly. Continuing to develop our service models which deliver the Council’s priorities and support its financial sustainability and transformation 31 Mar 27 The service continues to support the Council’s financial sustainability programme and has delivered required efficiency savings as reported to Council. Officers within the service are also leading or supporting significant programmes of transformation including the Connected Communities programme and the review of services commissioned from One Ren. Develop opportunities for cross-service networking and collaboration 31 Mar 26 The work to establish cross-service strategic groups, such as the Performance and Consultation and Engagement groups is directly supporting this action. Alongside this, thematic groups are being established as part of the Connected Communities model which will further enhance cross-service networking and collaboration. Marketing and Policy have collaborated on Resident Research project and will continue to work together for the next phase of publishing the results and developing long-term actions in line with the Engagement and Consultation policy. Deliver service-specific activity to support employee mental health and wellbeing and reflect the findings from the Cultural Assurance Model and employee engagement survey 31 Mar 26 Within the Policy team, all colleagues have recently completed PDPs which has included a specific discussion about raising any concerns, in line with the Cultural Assurance Model actions. Discussions have also taken place at CE SMTs to explore opportunities to support colleague wellbeing and a short-term working group is being established to progress this. Page 240 of 442
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Delivering the Plan – Living Our Values Action Due Status Progress update Implement the new Consultation and Engagement Strategy 31 Mar 27 The new Senior Policy Officer to lead work on the consultation and engagement strategy has now started with the Council, has been developing a toolkit to accompany the new policy and checklist and governance to support this workstream is being developed. An update on consultation and engagement will be reported to Leadership Board in December as part of the Council Plan 6 monthly update. Colleagues in Marketing and Comms and Policy and Insight have continued to collaborate on the resident survey and subsequent focus groups, again a report on this will be presented to Leadership Board in December. Deliver the Internal Communications and Engagement Strategy 2023-27 to support enhanced employee communication to deliver our organisational priorities 31 Mar 27 Work continues on developing a new Managers channel which will launch in the autumn. Our RenTalks MS Teams channel this quarter attracted a total of 1013 attendees to popular sessions on Strathclyde Pension Fund and Local Government Employee Terms and Conditions, again with excellent feedback. Regular staff news and recognition stories were published linking to corporate and service priorities - such as purchase to pay, information classification, sustainability and our new renfrewshire.gov.uk website; survey feedback, insights and actions; leadership blogs; industry awards; financial wellbeing; learning and development opportunities; and carer and menopause support. Deliver the Marketing and Communications Strategy (2024-27) to inform all council stakeholders of our services and our work to make Renfrewshire a better place to live, work, learn 31 Mar 27 The focus of the marketing and communications strategy has been the following: -Promotion of the Food & Drink Festival and start of the summer events programme with integrated marketing and communications support. A total of 8.5m opportunities to see and hear were delivered through the paid-for marketing events in Q2. -Promotion and delivery of the fieldwork for the Resident survey -Brand development workshops delivered with tourism industry and key stakeholders for Visit Renfrewshire -Promotion of our parks and opens spaces. -Forward planning for Autumn Winter 2025 campaigns including back to school information for parents around school meal provision and road safety, Ready for Winter, Dog Fouling, Autumn Winter events programme. Page 241 of 442
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Delivering the Plan – Living Our Values Action Due Status Progress update Align service data activities with the Digital Strategy objective “Data is a critical asset” and ensure visibility of data activities at Directorate SMT. 31 Aug 26 This is a key element of the data review and is currently being explored. GIS data is covered in the service’s Business Continuity Planning in recognition of it being a critical asset for the organisation. The timescale for this action has been changed to summer 2026 to align with the data review change of timescale. Identify data skills gaps, e.g. data input, data analysis and address in alignment with the People Strategy and aligned to the CE service’s data review. 31 Mar 26 Work continues as part of the data review to ensure job outlines and person specs are updated to best reflect the key skills required to deliver an effective data service. The initial focus is on currently vacant posts and the first post is progressing through a job evaluation process. To upskill current officers, a data masterclass was delivered as part of this year’s Policy Masterclass Programme in the Policy and Partnerships division. Data skills and utilising the suite of existing training was also a key feature of PDPs across Policy and Partnerships. Ensure data owners are aware of responsibilities. 31 Mar 26 All colleagues are encouraged to complete the data iLearn course as part of the PDP process. As noted above, a data masterclass was delivered as part of this year’s Policy Masterclass Programme in the Policy and Partnerships division. The timescale for this action has been changed to 31 March 2026 to ensure this is covered in a full cycle of PDPs. Review data quality in key line of business systems and develop improvement plan in alignment with organisational priorities. 31 Mar 26 For GIS, as part of our migration to more cloud-based services and reducing our on-premise servers, a significant data cleansing exercise is being undertaken to ensure only accurate, relevant and necessary data is migrated. Page 242 of 442
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Delivering the Plan – Living Our Values Action Due Status Progress update Further define data analysis requirements to improve decision- making and support capabilities locally within services where required, aligned with the service’s data review. 31 Mar 26 This is also a key element of the data review and currently being explored, including opportunities around existing AI capabilities e.g. Copilot and within our GIS system and as part of the recent ICS.AI workshops. Page 243 of 442
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Delivering the Plan – Living Our Values Indicator Current Status Short term trend Long term trend 2024/25 Q1 2025/26 Q2 2025/26 Explanation of performance Value Target Value Target Value Target % of investigation complaints responded to within timescales agreed with customer (Chief Executive’s) 100% 85% 100% 85% 100% 85% In Q2, the Chief Executive's Service received 1 investigation complaint which was completed within timescale. % of frontline resolution complaints responded to within timescales agreed with customer (Chief Executive’s) 66.3% 85% 91.6% 85% 87% 85% In Q2, Chief Execs Service received 15 Frontline complaints of which 13 were completed within timescale. Target has been achieved for this quarter. Average number of work days lost through sickness absence per employee (Chief Executive's) (FTE) 6.5 6.5 1.06 1.3 2.17 1.2 An increase in this reporting period, impacted by an increase in psychological, stomach and bowel disorders, and respiratory cases. % of FOI requests in a quarter completed within timescale in the Chief Executive's Department 95% 100% 100% 100% 93% 85% During Quarter 2, CEx received 57 single service FOIs of which 53 were completed within the statutory timescale. During the summer, availability of colleagues who can provide input into requests tends to be impacted and this may have a knock-on effect to our ability to progress requests within the statutory timescale. Page 244 of 442
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Delivering the Plan – Living Our Values Indicator Current Status Short term trend Long term trend 2024/25 Q1 2025/26 Q2 2025/26 Explanation of performance Value Targ et Value Target Value Target Number of people engaging with the Council’s digital channels (not including website). Establishing new baseline 76,107 65,000 77,851 Establishing new baseline 78,924 Establishing new baseline Followers on all our channels continue to rise consistently. Our council WhatsApp channel launched in May now has more than 5,000 followers. Opportunities to see or hear something (OTSH) positive about Renfrewshire Council and Place activity in local, regional and national media NEW FOR 2025/26 NEW FOR 2025/26 64,810,224 62,500,000 53,194,695 62,500,000 54% of coverage in Q2 was positive. Highlights include coverage of the summer events programme, positive inspection results for schools and nurseries, exam results and city deal investments. Percentage of new CE staff completing corporate induction within 30 days of start date NEW FOR 2025/26 NEW FOR 2025/26 Not measured for quarters This is a new annual indicator and data will be available at year end 2025/26. Percentage of CE staff who have completed all mandatory training NEW FOR 2025/26 NEW FOR 2025/26 Not measured for quarters This is a new annual indicator and data will be available at year end 2025/26. Percentage of CE staff who have completed a Personal Development Plan within the last year NEW FOR 2025/26 NEW FOR 2025/26 Not measured for quarters This is a new annual indicator and data will be available at year end 2025/26. Page 245 of 442
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Delivering the Plan – Improving Outcomes for Children and Families Action Due Status Progress update Contribute to the Council’s commitment to The Promise for all care experienced people 31 Mar 27 Officers from Policy and Partnerships are supporting the Promise Keepers Conference in December and are members of the ‘Supporting the Workforce Working Group’. Funding received from the CORRA Foundation allowed Youth Services to develop a full summer programme for care experienced young people, young carers and their peers aged 12-17. This year’s programme involved a range of youth work opportunities including youth clubs, trips and new experiences. The programme was co-designed with the Promise Champs who shaped the schedule, selected the venue for the residential and identified new experiences available over the 6 weeks the programme ran. The young people also designed the temporary look of their central youth space transforming it into a vibrant, welcoming environment and safe space for young people. Youthyfest took place on the 6th August and was attended by 189 children, young people, carers and their friends and family. The youth led festival was inspired by Youth Beatz held yearly in Dumfries and focused on inclusion, accessibility and youth empowerment. The Promise Champs created an event that was safe, vibrant, and aligned with the core values of The Promise—ensuring that all young people felt Loved, Safe, and Respected. The Promise Champs led every stage of the festival’s development from branding to logistics to developing skills in project management, communication, and collaboration. Young people felt listened to, valued, and empowered, boosting their self-esteem and sense of purpose. The festival removed common barriers to participation including cost, travel and no one able to support them in attending other events. Feedback on the event was very positive. Page 246 of 442
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Chief Executive’s Service Service Improvement Plan 2025 - 28 Mid-Year Report November 2025 For more information, please contact: policycefar@renfrewshire.gov.uk Page 247 of 442
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PUBLIC To: Finance, Resources and Customer Services Policy Board On: 20 November 2025 Report by: Director of Environment, Housing & Infrastructure Heading: Environment, Housing & Infrastructure - Service Improvement Plan 2025-28 Mid-Year Monitoring Report 1. Summary 1.1 The Environment, Housing & Infrastructure Service Improvement Plan 2025- 28 was approved by the Finance, Resources and Customer Services Policy Board on 12 June 2025. The plan sets out the priorities for the development of the service over a three-year period. 1.2 The Service Improvement Plan is part of a suite of documents which describe the strategic direction of the Service and the Council, and also includes the Council Plan, Community Plan, Risk Management Plan and the Workforce Plan. 1.3 The Service Improvement Plan sets out the actions which will ensure continuous improvement across the service and the performance indicators which ensure the impact can be measured. These reflect the priority themes of the new Council Plan which was approved by Council on 29 September 2022. 1.4 This report contains details of Environment, Housing & Infrastructure Services performance, and achievements over the period 1 April 2025 to 30 September 2025. The main purpose of the report is to provide: • details of the key achievements of the service over the period. • an update on changes made to the action plan and scorecard to reflect the new Council Plan themes. • a progress update on implementing the action plan linked to the 2025- 2028 Service Improvement Plan. • an assessment of performance in relation to the service scorecard of core performance indicators; and Item 16 Page 249 of 442
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PUBLIC • an overview of priorities for the service over the next six months. 1.5 Over the past six months, the service has made good progress in delivering positive outcomes for Renfrewshire and its residents. This includes through the actions within the Service Improvement Plan and also other areas of activity which did not form part of the Service Improvement Plan actions which have subsequently arisen over the first six months of 2025/26. 1.6 To compliment the six-monthly update on the Service Improvement Plan, a Service Update report is presented to each cycle of the Finance, Resources and Customer Services Policy Board. This report will provide an overview of key service activities, an operational performance update on the services and key projects and updates on any other relevant changes to service areas covered within the remit of the Board. 2. Recommendations It is recommended that the Finance, Resources and Customer Services Policy Board note: 2.1 The contents of this report. 2.2 The progress to date on delivering the actions contained within the Environment, Housing & Infrastructure - Service Improvement Plan. 2.3 The current performance of the service as measured by the scorecard indicators. 3. Background 3.1 The Service Improvement Plan is a comprehensive statement of the outcomes the service aims to achieve, and the actions it will take to achieve these. It fits within the wider planning framework of the Council by taking account of Community Planning themes and Council priorities as set out in the new Council Plan which was refreshed in June 2024. It enables elected members to have oversight of developments within the service and to consider and develop policy options which reflect customer need and resource availability. 3.2 The Service Improvement Plan also provides a mechanism by which elected members can evaluate the performance of the service. The appendix to the plan contains an action plan and performance indicators against which progress can be measured. This mid-year monitoring report provides an update on progress against the 2025-2028 plan. 3.3 Section 4 gives details of service activity and achievements over the period Page 250 of 442
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PUBLIC April-September 2025. Section 5 discusses actions delayed since the Service Improvement Plan was approved. Section 6 provides a narrative on performance against the scorecard included as Appendix 1. 3.4 An outturn report detailing full-year performance will be brought before this board in spring 2026. 4. Service Update and Key Achievements April-September 2025 Key Achievements 4.1 Environment, Housing & Infrastructure continues to deliver essential frontline services across Renfrewshire. Key achievements for Environment, Housing & Infrastructure under the remit of the Finance, Resources and Customer Services Policy Board are detailed throughout the action plan and performance indicators in the Appendix. 5. Areas where actions have been delayed 5.1 All actions within the action plan are on plan within their timescale. 6. Progress against performance measures 6.1 Environment, Housing & Infrastructure Services has 14 performance indicators in its current scorecard within the remit of this policy board, 10 are reported quarterly and 4 reported annually. Implications of the Report 1. Financial – The Service Improvement Plan highlights resourcing pressures arising from increasing demand for services and the current financial environment. 2. HR & Organisational Development – The Service Improvement Plan also highlights workforce development and wellbeing considerations. 3. Community/Council Planning – The report details a range of activities which reflect Council and Community Planning themes and a direct link to the delivery of the Council Plan. 4. Legal – none. 5. Property/Assets – none. 6. Information Technology – Service developments relating to information Page 251 of 442
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PUBLIC technology are key enablers of service improvement and modernisation and support service-level and corporate objectives. 7. Equality & Human Rights - The Recommendations contained within this report have been assessed in relation to their impact on equalities and human rights. No negative impacts on equality groups or potential for infringement of individuals’ human rights have been identified arising from the recommendations contained in the report. If required following implementation, the actual impact of the recommendations and the mitigating actions will be reviewed and monitored, and the results of the assessment will be published on the Council’s website. 8. Health & Safety – none. 9. Procurement – none. 10. Risk – Risks related to the delivery and management of services are regularly monitored and included in Renfrewshire Council’s Corporate and Strategic Risk Registers. 11. Privacy Impact – none. 12. COSLA Policy Position – none. 13. Children’s Rights - none 14. Climate Change – A section of the actions and performance indicators within the SIP covers the ‘Green’ theme of Renfrewshire’s Council Plan which highlights activities across the Council to tackle climate change. List of Background Papers: Finance, Resources and Customer Services Policy Board 12 June 2025 Item 19 - Environment, Housing and Infrastructure – 2025-28 Service Improvement Plan Author: Gordon McNeil, Director of Environment, Housing and Infrastructure, Email: gordon.mcneil@renfrewshire.gov.uk Page 252 of 442
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level ENVIRONMENT, HOUSING AND INFRASTRUCTURE SERVICES SERVICE IMPROVEMENT PLAN 2025-2028 Six monthly progress update November 2025 Page 253 of 442
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level WELCOME TO OUR SIX-MONTHLY UPDATE This update reflects on the first six months of our Service Improvement Plan, highlighting areas where we are already making progress and some areas we want to focus on more, perhaps because performance isn’t moving in the direction we anticipated or because of other pressures or factors that makes this even more of a priority for us. The following pages shine a spotlight on some great projects or practice and highlight areas where we’d like to improve or develop further. At a service level, there is a stronger focus on some of the Council Plan Strategic Outcomes than others. Towards the end of this document, you’ll find a full update against all the actions and performance indicators we use to measure progress. We report on 14 performance indicators, 10 are reported quarterly and 4 reported annually. Page 254 of 442
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level ABOUT US This update covers the Environment, Housing and Infrastructure service areas within the remit of Finance, Resources and Customer Services Policy Board. These are: Facilities & Property Services covers four key service areas: • Soft Facilities Management - cover janitorial, cleaning, catering, caretaking, housekeeping and school crossing patrollers • Building Services - cover building services operations, compliance, repairs and maintenance for housing and public buildings • Hard Facilities Management - responsible for overseeing compliance, repairs and maintenance in schools and public buildings, life cycle maintenance in schools & public buildings and PPP contract management • Technical Services is a multi-disciplinary design/consultancy team commissioned by Council departments to deliver projects, including capital works. Page 255 of 442
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level DELIVERING THE COUNCIL PLAN Place: Partnership working informs the facilities management provision across new developments. The delivery and turnaround of void properties review continues to work towards returning properties to the letting pool as soon as possible. The Strategic Property review across the Council estate is progressing well. Economy: Environment, Housing & Infrastructure continue to provide apprenticeship and trainee opportunities across services, encouraging positive destinations. Green: Renfrewshire’s focus on the journey to Net Zero is supported by efforts in Facilities and Property Services through new build e.g. Passivhaus or retrofitting/future proofing the property portfolio Page 256 of 442
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level PLACE Achievements • By 30 September 2025, void rent loss (excluding Homeless Persons’ Units) had been reduced to 2.93% and net void turnaround time had been reduced to 30.49 days. The Single Voids Team continues to work well in reducing the Average re-let time. The pilot has been further extended to as late as 31 March 2026. • A robust Business Plan for Building Services has been produced and reviewed by consultant. • A Lifecycle Capital Project for various minor upgrade works on CAMIS has been set up. • Large capital projects highlighted in June 2025 are all on target to be completed by their respective project milestones by end September 2025. • A new 3G surface has been laid at Dargavel PS. Upgrades to 2 MUGAs also complete. • Percentage of overall repairs completed has improved in quarter 2 from quarter 1 and is better than the target of 95%. Priorities till March 2026 • Close working continues on resolving any long-term issues and plans are being made to introduce more Planned Preventative Maintenance (PPM) across key sites. • Planned preventative maintenance and reactive repairs to public buildings in Renfrewshire including schools are being progressed. The Life Cycle Capital Plan has been developed for the next 4/5 years and a further 3 schools have been added. • An electronic job management and stores system program has been impacted by the identification of a number of further testing and update issues. We continue to manage this process in partnership with our supplier. Continuing work on the repairs and maintenance elements of the new Housing system (Housing Innovation Project). • Strategic Property Review across Renfrewshire Council estates continue to be rationalised as and when required e.g. Robertson Centre/leased Records store, including discussion around Community Asset Transfers (CAT). Structure of service changing and recruitment of staff to drive forward the Strategic Property Programme. • Review of repairs data will drive investment needs across all sectors as required. Enhanced planned maintenance is being explored across the estate, however with greater focus on the newer larger capital projects for now (e.g. Paisley Museum and the new build school projects). • Continue to provide support to organisations to assist with community asset transfers. Minor packages will be developed. Page 257 of 442
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level ECONOMY Achievements • Project Search celebrated 10 Year Anniversary, Soft FM was awarded Project Search Mentor Award as recognition of the support offered to interns over the last 10 years. • Soft FM has 7 Project Search Interns in roles across the service. • Soft FM supported “Career Ready Scotland” initiative, providing a link between schools and Renfrewshire Council job opportunities • Of the 6 trainees, 3 secured a permanent post within Soft FM. All 6 trainees were presented with certificates for the recognised courses they successfully completed • In Building Services, 5 youth apprentices and 2 adult apprentices have now commenced their apprenticeship journeys. A number of 4th year apprentices are completing their portfolio of work. On completion of their qualifications, 6 of the 4th year apprentices have secured full-time employment within Building Services. Page 258 of 442
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level FAIR Achievements • A range of initiatives are in place to encourage more children to attend school meals. • 5 school kitchens enhanced to allow partial cooking facilities to improve the quality of food being served (West Primary, Williamsburgh Primary, St Fergus Primary, Lochwinnoch Primary and Lochfield Primary). • Refurbishment of Heriot Primary and Our Lady of Peace were completed in time for the new school term in August 2025. Kilbarchan and St Margaret’s both completed in October 2025. • The Annual Survey to parents and pupils through Learning Platform and Community Groups (Fairer Renfrewshire) and Social Media. Received 1,507 responses in February 2025, was used to help produce the new 2025 menu. • 8 Cobotic cleaners have been purchased and are in use across the different school since August 2025 Priorities till March 2026 • Pre Order App will reduce queues in High Schools, app currently in Park Mains HS and Castlehead HS, will be rolled out to other High schools late 2025/2026. • We continue to work with Children’s Services to create a Breakfast Service alongside existing provisions to ensure all children have the option of breakfast before the school day. • Manual process in place to identify Scottish Child Payment pupils in P6/7 who qualify for frees school meal. On going work with Scottish Government to identify all P6/7 pupils in receipt of Scottish Child Payment that qualify for free school meal. • Dining tables and ovens across the school estate are being renewed at a cost of £337k. Page 259 of 442
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level GREEN: LEADING RENFREWSHIRE TO NET ZERO The Carbon Management Plan is 90% complete and will be submitted to the ILE Board in November 2025 with the final project details for each service area. The full recycling facilities within Renfrewshire House will be implemented. Sustainability Team progressing with scoping of work required including completing a bin audit within Renfrewshire House and liaising with key colleagues including Facilities Management and Procurement. Exploring expansion of solar PV and other renewables on council buildings potentially including Unit 5 at the Depot. This is now approved as part of the 2025/26 Climate Capital Programme. Energy Team is currently liaising with procurement as a first step in the project. Develop Climate Change Impact Assessments process across appropriate projects. Currently being piloted across a number of Project Management Unit led projects to help inform further development of the process and criteria prior to being finalised and rolled out across the Council. Achievements Priorities till March 2026 Our plan looking to expand Building Management Systems to reduce energy use and water use was approved as part of a 2025/26 Climate Capital Programme. The project has been planned into 3 phases of building installations, and phase 1 implementation is nearing completion. Page 260 of 442
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Priorities till March 2026 Living our Values: making a difference together Achievements • Direct support by the EHI senior leadership Team to the Renfrewshire Promise Team. • Ongoing support for Renfrewshire’s Promise Approach through active participation in: Renfrewshire’s Promise Oversight Group Relevant workstreams and strategic groups. • The service has continued collaboration with partners to develop tailored, affordable Housing Pathways for Care Experienced young people. • We continue to maintaining the commitment to eradicating youth homelessness, aligning with strategic priorities and local initiatives. • There are 380 Renfrewshire Promise Keepers across the network, and we are continuing to raise awareness and promote awareness of The Promise across homeless and housing services, embedding/aligning its principles where appropriate. • Actively raise awareness of Renfrewshire’s Promise Keeper Network and Renfrewshire’s Language Policy. • Encouraged team-wide completion of The Promise i-learn module across EHI. • Supported council-led initiatives to recruit Care Experienced young people, including: The Guaranteed interviews for Care Experienced applicants meeting essential criteria. Page 261 of 442
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level ACTIONS AND INDICATORS Full list November 2025 Page 262 of 442
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level What we will do Due Date Status Progress Update Work with colleagues to advise on facilities management requirements at new developments e.g. Paisley Grammar and the handover of upgraded properties e.g. Paisley Town Hall 31 December 2025 Extensive work in regards to communication and collaboration has continued for sites that remain in the building process or have been handed over in recent years. Facilities Management have been discussing both Paisley Grammar School Community Campus (PGSCC) and Thistle PS in relation to a new Building Manager, Building Information Modelling, maintenance of the building as well as cleaning, catering and janitorial services. In relation to handover of public buildings, close working continues on resolving any long- term issues and plans being made to introduce more Planned Preventative Maintenance (PPM) across key sites As part of the new Department, Officers will work together to review the delivery and turnaround of void properties across Renfrewshire to minimise times, wherever possible, to allow properties to be re-let. 31 March 2026 By 30 September 2025, void rent loss (excluding Homeless Persons’ Units) had been reduced to 2.93% and net void turnaround time had been reduced to 30.49 days. The Single Voids Team continues to work well in reducing the Average re-let time. The pilot has been further extended to as late as 31 March 2026. Building Services continue to perform consistently over this period with the turnaround time remaining between 14 – 16 days. Review and strategically plan both proactive planned preventative maintenance and reactive repairs to public buildings in Renfrewshire including schools 31 March 2026 Boiler replacement programme has now progressed to the install stage and a number have now been actioned. This information has been fed back to Hubwest Net Zero Collaboration Group. Condition Survey investment had to be realigned due to the Learning Estate Strategy however 5 alternative schools have now been identified, and commissions have been raised. Further to this, the Life Cycle Capital Plan has been developed for the next 4/5 years and a further 3 schools have been added. Continue to review and deliver an electronic job management and stores system. 31 December 2025 The ongoing implementation program has been impacted by the identification of a number of further testing and update issues. This has resulted in the application of several version patches, leading to further testing. Several issues remain outstanding and in development, and we continue to manage this process in partnership with our supplier. We anticipate updates by December 2025. PLACE Page 263 of 442
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level What we will do Due Date Status Progress Update Lead and drive the Strategic Property Review across Renfrewshire Council’s estate. 31 March 2026 Following on-going discussions, a paper will be presented to the Infrastructure, Land and Environment Policy Board in due course to close the review of the properties. A lot of data has been gathered and this will highlight the buildings that required to be focused on and potentially rationalised or use better. An action plan is being devised and the recruitment of a Lead Facilities Manager – Strategy and Development is in progress to drive this forward. Buildings continue to be rationalised as and when required e.g. Robertson Centre/leased Records store, including discussions around Community Asset Transfers (CAT). Work with Savills to produce a robust business plan that looks at the short medium and long term for Building Services. 31 March 2026 A robust Business Plan has been produced and reviewed by consultant. A paper will be taken to the Finance, Resources and Customer Services Policy Board outlining the works undertaken by Building Services and the current workforce/trades etc. Whilst it will not give all information, it will allow Elected Members and Clients to understand the excellent work undertaken by the Building Services team. Develop and focus on repairs and compliance - short-, medium- and long-term plan on property portfolio. 31 March 2026 To relieve pressures on the repairs budget, Officers have set up a Lifcycle Capital Project for various minor upgrade works on CAMIS. This should also limit the need for budget transfers by our finance partners. Budget pressures still remain though, however is being closely monitored. Meetings with Building Services continues and further measures have been put in place - KPI data review and job classification analysis. Financial data however remains a challenge, but is under constant review. PLACE Page 264 of 442
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level What we will do Due Date Status Progress Update Continue to develop large capital projects, including schools for Renfrewshire Council. 31 March 2026 Projects highlighted in June 2025 are all on target to be complete their respective project milestones by End September ’25. We will deliver an additional funding of 1 million on repairs and compliance within council buildings. 31 March 2026 Review of repairs data will drive investment needs across all sectors as required. Enhanced planned maintenance is being explored across the estate however with greater focus on the newer larger capital projects for now (e.g. Paisley Museum and the new build school projects) We will deliver a programme of pitch upgrades. 31 March 2026 Works have progressed and a new 3G surface has been laid at Dargavel PS which also now allows more community use). Upgrades to 2 MUGAs also complete and we are currently in discussion with Children Services re red blaes/grass pitches. We will provide support for organisations to assist with community asset transfers. 31 March 2026 Investment in community buildings is being explored, with some initial survey work started. Minor work packages will be developed further in due course. The due date will be extended beyond March 2026 to allow works to continue for properties moving towards CAT. PLACE Page 265 of 442
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Indicator Current Status 2024/25 2025/26 Q1 2025/26 Q2 2025/26 Explanation of performance Value Target Target Value Value % of Overall repairs completed within time by building services 93.2% 95% 95% 93.36% 94.24% Please note this is 5-month position and just under annual target. % of Council Housing Emergency Repairs Completed New PI for 25/26 99% 98.34% 98.87% 6,449 emergency repairs were received within the first six months of 25/26, 6,358 were completed within target. Overall completion was 98.6%. % of compliance tasks undertaken per year –Statutory compliance for public buildings 87% 90% 90% 92% 86% Good performance across compliance tasks within the portfolio, however, slightly below the target of 90% PLACE Page 266 of 442
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level What we will do Due Date Status Progress Update Provide employment, training, and apprenticeship opportunities for identified groups of young people in Renfrewshire. 31 March 2026 Project Search celebrated 10 Year Anniversary, Soft FM was awarded Project Search Mentor Award as recognition of the support offered to interns over the last 10 years. Currently, Soft FM has 7 Project Search Interns in roles across the service. In addition, Soft FM supported “Career Ready Scotland” initiative, providing a link between schools and Renfrewshire Council job opportunities Of the 6 trainees, 3 secured a permanent post within Soft FM. The others were passed to Invest to support future employment. All 6 were presented with certificates for the recognised courses they successfully completed A further 6 trainees started in August 2025 and will follow the same training plan for 6 months. In Building Services, 5 youth apprentices and 2 adult apprentices have now commenced their apprenticeship journeys. A number of 4th year apprentices are completing their portfolio of work in conjunction with the college in order to gain their full qualifications. Pending the completion of their qualifications 6 of the 4th year apprentices have secured fulltime employment within Building Services. We continue to work with Invest and now have additional trainees within the service. ECONOMY Page 267 of 442
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level What we will do Due Date Status Progress Update Work with Children’s Services/pupils to improve the uptake of UFSM, FSM and paid meals in both Primary and Secondary Schools 31 March 2026 The following initiatives are in place to encourage more children to attend school meals:- • Taster session for P1 children at the start of the school term • Taster sessions are offered to children in Primary with packed lunches • Promote school meals through Head Teacher comms to parents (Glow Accounts/Newsletters) • Meet with children/parents/Fairer Renfrewshire to discuss menu options and obtain feedback on current menu. Follow up with Taster session for new menu items Pre Order App will reduce queues in High Schools, app currently in Park Mains HS and Castlehead HS, will be rolled out to other High schools late 2025/2026. Work with Children’s Services to provide a healthy breakfast to school pupils where possible. 31 March 2026 We continue to work with Children’s Services to create a Breakfast Service that will work alongside existing provisions, with the aim to ensure all children have the option of breakfast before the school day. £1.273m capital investment from Scottish Government to continue to enhance the dining experience in schools for delivery of SCP for P6/7 pupils. 31 August 2025 5 school kitchens enhanced to allow partial cooking facilities to improve the quality of food being served. (West, Williamsburgh, St Fergus, Lochwinnoch and Lochfield). Manual process in place to identify SCP pupils in P6/7 who qualify for frees school meal, continue to work with Scottish Government to identify ALL SCP pupils P6/7 that qualify for free school meal. FAIR Page 268 of 442
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level What we will do Due Date Status Progress Update Continue to collaborate with Property and Technical to implement kitchen refurbishment in 4 schools £700k one off revenue funding to improve the dining rooms across the school estate. 31 March 2026 Refurbishment of Heriot Primary and Our Lady of Peace were completed in time for the new school term in August 2025. Kilbarchan and St Margaret’s both completed in October 2025 £337k funding received and is being used to renew dining tables and ovens across the school estate. Continue with Annual Survey to parents and pupils through Learning Platform and Community Groups (Fairer Renfrewshire) and Social Media. 31 March 2026 Last survey sent February 2025, 1,507 responses, feedback used to help produce the new 2025 menus (June for Primary and August for Secondary). Purchase Cobotics and implement a new robotics cleaning system in selected schools to improve the service provided. 31 March 2026 8 Cobotic cleaners purchased and in use for new school term in August 2025 in schools below: Castlehead High, Renfrew High, Trinity High, Park Mains High, Gryffe High, Johnstone High, St James’ Primary, Riverbrae ASN School FAIR Page 269 of 442
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Indicator Current Status 2024/25 2025/26 Q1 2025/26 Q2 2025/26 Explanation of performance Value Target Target Value Value % uptake of free school meals in primary schools 52.5% 60% 60% 55.7% 56.4% The Q2 figure of 56.4% is slightly below the target of 60% but shows improvement from 55.7% in Q1. Officers continue to work with Children’s Services and individual schools to increase uptake. % uptake of free school meals in secondary schools 41.3% 42% 42% 35.5% 45% The Q2 figure of 45% is above the target of 42% and shows improvement from 35.5% in Q1. Officers continue to work with Children’s Services and individual schools to increase uptake. FAIR Page 270 of 442
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level What we will do Due Date Status Progress Update Implement full recycling facilities within Renfrewshire House March 2026 Sustainability Team progressing with scoping of work required including completing a bin audit within Renfrewshire House and liaising with key colleagues including Facilities Management and Procurement. Exploring expansion of solar PV and other renewables on council buildings March 2026 This is now approved as part of a 25/26 Climate Capital Programme. Energy Team is currently liaising with procurement as a first step in the project. Development of investment grade business cases for 2 potential district heating networks. 1 Paisley central, 1 expansion of AMIDS. Summer 2025 The development of Business Cases for both networks continues and has now progressed to a key final phase of the project. The programme timeline has been extended from the initial agreed plan due to the requirement for further exploration and analysis activity. Look to expand Building Management Systems to reduce energy use and water use. March 2026 This was approved as part of a 25/26 Climate Capital Programme. The project has been planned into 3 phases of building installations, and phase 1 implementation is nearing completion. Phase 2 is planned to begin in September/October 25. Develop the following strategies and plans - • Renfrewshire’s Adaptation Plan • Renfrewshire’s Circular Economy Strategy • Renfrewshire Council’s Carbon Management Plan (CMP) March 2026 • Sustainability Strategy Lead Officer now in post and will lead on the development of this plan. Key themes have been identified through previous engagement, with further external, community engagement to follow. • Sustainability Strategy Lead Officer now in post and will lead on the development of this plan. Key themes have been identified through previous engagement, with further external, community engagement to follow. • The CMP is currently being finalised with the final project details for each service area. The plan will be submitted to the next ILE board for approval. Develop Climate Change Impact Assessments process across appropriate projects. March 2026 Currently being piloted across a number of Project Management Unit led projects. This will help to inform further development of the process and criteria prior to being finalised and rolled out across the Council. Delivering the Council Plan - GREEN Page 271 of 442
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level DELIVERING THE SERVICE IMPROVEMENT PLAN – LIVING OUR VALUES What we will do Due Date Status Progress Update We will continue to develop and support our workforce through training and development demonstrating our value as a learning organisation. March 2026 • The Service Development Team continue to support employees to undertake a range of training including mandatory training. • To date 49% of frontline employee have completed mandatory toolbox talks and 85% of network staff have completed mandatory training on iLearn. • Training courses have included driver training, First Aid, Health & Safety and specific role specific training such as Chainsaw training. • Soft FM “job characteristic” project is still at an early stage and will be progressed subject to further discussion with Corporate Teams, in the second half of 2025/26. Longer term this work will be used to inform identification of training requirements across EHI. We will support wider employee health and wellbeing across Environment, Housing, Infrastructure. March 2026 • In response to the Employee Survey 2024 to support the opportunity fore more regular time and engagement between managers/ supervisors and employees a “Personal Development Plan” (PDP) for networked staff has recently been launched. This template supports employees to reflect on achievements and challenges, agree objectives and identify training support required. • Work is ongoing to promote health and wellbeing across EHI and more front-line staff are trained as Metal Health First Aiders. • The NHS Wellbeing Calendar themes will be considered to deliver more focussed and appropriate activities to increase awareness and offer support to the health and wellbeing of staff. We recognise that Health & Safety is an integral part of our business. We will deliver our actions outlined in the Environment, Housing & Infrastructure (EHI) Health & Safety Plan 2025 – 2028. March 2026 • The review of the EHI Quality, Health and Safety manual and related documentation will be undertaken in the second half of 2025/26. • IOSH Managing Safely has been rolled out to 56 managers, supervisors and employees across EHI. An additional 9 Senior Managers undertook IOSH Leading Safely. Further courses will be run during 2025/26, and Housing Services are progressing similar training focused on that service needs. • Work to undertake health and safety internal audits will be undertake in the second half of 2025/26. Page 272 of 442
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level What we will do Due Date Status Progress Update Develop and undertake a Strategic Property Review of Council operational, non-operational and surplus assets 31 March 2026 Following on-going discussions, a paper will be presented to the Infrastructure, Land and Environment Policy Board in due course to close the review of the properties. A lot of data has been gathered and this will highlight the buildings that required to be focused on and potentially rationalised or use better. An action plan is being devised and the recruitment of a Lead Facilities Manager is in progress to drive this forward. Buildings continue to be rationalised as and when required e.g. Robertson Centre/leased Records store, including discussions around Community Asset Transfers (CAT). Continue to develop Technical Unit officers' skills, and knowledge in any statutory, legislative or technical standards relevant to the industry. An ongoing action dependent on changes to industry standards Professional Development is monitored by each individual and mandatory for renewal of their registered body. Additional Health and Safety courses (IOSH & CSCS) are being undertaken by relevant employees requiring the training. Implement an annual workplace training programme for relevant construction related graduate courses. January 2026 Progress continuing to replace appointments which have come to an end. Work is being undertaken to ensure this is repeated year-on-year. Challenges regarding recruitment before positions have been vacated are being addressed, as students/graduates/vocational employees need to be recruited before their college/university comes to maintain continuity of workforce and recruitment of the best possible candidates. Develop an internal alternative to REHIS for corporate use on I Learn. Working in collaboration with EHOs and other relevant service users. March 2026 Renfrewshire Council Level 2 Food Safety course being developed and very near completion. This will include 10 iLearn courses and an exam and will fully replace REHIS. LIVING OUR VALUES Page 273 of 442
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level DELIVERING THE SERVICE IMPROVEMENT PLAN – LIVING OUR VALUES Indicator Current Status 2024/25 2025/26 Q1 Q2 Explanation of performance Value Target Target Value Value Average number of workdays lost through sickness absence per employee (FTE) (cumulative) 15.41 13.7 13.7 3.25 3.32 The cumulative total so far for 25/26 is 6.57 days lost which is lower than cumulative total at the same time last year 24/25 which was 7.73 days lost. % of Members enquiries completed within timescale 89.2% 85% 85% 86% 87% In the first six months of 2025/26 Environment, Housing & Infrastructure received 4,934 members enquiries of which 87% were responded to within timescale. % of frontline resolutions dealt with within timescale 62% 85% 85% 58% 79% In the first six months of 2025/26 Environment, Housing & Infrastructure received 5,240 front line resolutions of which 68% were responded to within timescale. Please note for September there are 14 frontline complaints still outstanding but are within timescale – and have not been included in Q2 figure. % of complaint investigation completed within timescale 50% 85% 85% 45% 67% In the first six months of 2025/26, Environment, Housing & Infrastructure received 289 investigations of which 56% were responded to within timescale. Please note for September there are 62 complaint investigations still outstanding but are within timescale – and have not been included in Q2 figure. % of FOI request completed within timescale 99% 100% 100% 97% 95% In the first six months of 2025/26 Environment, Housing & Infrastructure dealt with 498 Freedom of Information requests of which 96% were responded to within timescale. 85 of these requests were cross departmental and 413 were departmental. Page 274 of 442
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level DELIVERING THE SERVICE IMPROVEMENT PLAN – LIVING OUR VALUES Indicator Current Status 2024/25 2025/26 Q1 Q2 Explanation of performance Value Target Target Value Value % of corporate induction completed within 30 days of starting employment with the Council N/A TBC Not measured for quarters Not measured for quarters These are four new indicators. Evaluation of progress will take place midway through 2025/26, and this will help inform the creation of targets/timescales across the whole service. Progress will be reported annually. Although these will be reported annually, for information, as of 30 September 2025 49% of frontline employee have completed mandatory toolbox talks and 85% of network staff have completed mandatory training on iLearn. % of mandatory training courses for frontline employees completed N/A TBC Not measured for quarters Not measured for quarters % of mandatory training courses for employees with access to the Council’s network completed N/A TBC Not measured for quarters Not measured for quarters % of Personal Development Plans completed N/A TBC Not measured for quarters Not measured for quarters Page 275 of 442
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level DATA STRATEGY: PRIORITY ACTIVITIES What we will do Due Date Status Progress Update Strategic: We will align service data activities with the Digital Strategy for Renfrewshire objective: Data is a critical asset. Ensure visibility of data activities at Directorate (Director & Head of Service Level) March 2026 The Directorate (Director and 4 Heads of Service) regularly consider a range of data which is used to inform decision making. There is ongoing support for data activities and training to enhance this capability across the Department. Skills: We will identify skills gaps (eg data input, data analysis) and training needs across EHI and address through our Workforce Development plan in line with the Renfrewshire Council People Strategy. March 2026 Information on skills gaps and training needs will be identified as part of the Personal Development Plan (PDP) currently being rolled out for networked employees. Internal training on data analysis tools has been undertaken to support knowledge and understanding of our data. Data Quality: We will review data quality in key business systems and processes and develop an improvement plan. December 2025 As part of wider projects data for Roads and Waste Services has been reviewed and the quality of data (accuracy, completeness and up to date) will be improved, supporting data driven decision. Further work to review data quality in key systems will be undertaken in the second half of 2025/26. Analysis: We will further define analysis requirements to improve decision- making and build capabilities locally within services where required. December 2025 Work is ongoing to improve how data is presented including using standard tools. Although at an early stage it is hoped this work will improve how our data is presented to Services allowing them to make more informed decisions ERP: We will work with Corporate Teams to promote and increase the use of standard dashboards as business as usual. March 2026 Work is underway to support services to ensure that the data held in the ERP in accurate. This has included asking employees to review their personal details and update as required. Data Advisory Group (DAG): We will ensure EHI representation at the DAG to ensure our data activities align with the Data Strategy Framework; cross-service data sharing opportunities are identified and that data improvement activities are carried out in a consistent manner across the organisation. March 2026 The Senior Service Development Manager represents EHI at the DAG and will continue to ensure that data is used collaboratively across services where appropriate. Page 276 of 442
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level DELIVERING THE COUNCIL PLAN – CROSS CUTTING THEME IMPROVING OUTCOMES FOR CHILDREN AND FAMILIES “Across all of our work and all of our efforts, we hope for loving and happy lives for Renfrewshire’s children - working together to get it right for children, families and communities – protecting, learning, achieving and nurturing. Every priority of this Council Plan will contribute to improving the lives of Renfrewshire’s children and their families. It is our fundamental duty as an organisation and our shared responsibility as citizens of this place to ensure that our children inherit a Renfrewshire where their wellbeing is nurtured, their futures are bright, and their environment is safe and healthy.’ What we will do Due Date Status Progress Update EHI will work towards Keeping The Promise and support our Care Experienced Community. March 2026 • The service has continued collaboration with partners to develop tailored, affordable Housing Pathways for Care Experienced young people. • Maintained commitment to eradicating youth homelessness, aligning with strategic priorities and local initiatives. • Ongoing support for Renfrewshire’s Promise Approach through active participation in: Renfrewshire’s Promise Oversight Group Relevant workstreams and strategic groups. • Direct support by the EHI senior leadership Team to the Renfrewshire Promise Team. • Promoted awareness of The Promise across homeless and housing services, embedding/aligning its principles where appropriate . • Actively raised awareness of Renfrewshire’s Promise Keeper Network and Renfrewshire’s Language Policy. • Encouraged team-wide completion of The Promise i-learn module across EHI. • Supported council-led initiatives to recruit Care Experienced young people, including: The Guaranteed interviews for Care Experienced applicants meeting essential criteria. Page 277 of 442
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level EHI SERVICE IMPROVEMENT PLAN SIX MONTHLY PROGRESS UPDATE NOVEMBER 2025 For more information, please contact: Douglas.morrison@renfrewshire.gov.uk Page 278 of 442
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HS/12/23/24 Page 1 _________________________________________________________________________ To: Finance, Resources and Customer Services Policy Board On: 20 November 2025 Report By: Chief Executive Heading: Chief Executive’s Service – Mid-year Health and Safety Report 1. Summary 1.1 The Chief Executive’s Service – Annual Health and Safety Report 2024/25 and Action Plan & Performance Indicators 2025/26 was approved by the Finance, Resources & Customer Services Policy Board, setting out priorities for the service aligned to those within the People Strategy – Ongoing implementation of key priorities (Health and Wellbeing Plan 2024/2029). 1.2 The Council’s Health, Safety and Welfare Policy requires each service to submit a mid-year Health and Safety report to the relevant Policy Board. The Chief Executive’s Service mid-year report is attached as Appendix 1, summarising the achievements from 1 April 2025 to 30 September 2025. 1.3 The report sets out the planned actions the service has undertaken to date as well as outlining the service’s commitment to continuous improvement in health and safety performance. ________________________________________________________ 2. Recommendations 2.1 It is recommended that the Finance, Resources and Customer Services Policy Board: i) notes the content of this report and its appendices. __________________________________________________________________ Item 17 Page 279 of 442
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HS/12/23/24 Page 2 3. Background The Chief Executive’s Service delivers a range of strategic services within the organisation. We do this through a range of activities delivered across our service areas: policy and partnerships, economy and development, City Deal and infrastructure, and communications, marketing and events. Our services are delivered by 241 employees, led by the Chief Executive who is supported by the Head of Policy and Partnerships, the Interim Head of Marketing and Communications, the Head of Economy and Development, and the Programme Director (City Deal and Infrastructure). 3.2 The Chief Executive’s Service Head of Policy and Partnerships is the lead officer for health, safety and wellbeing within the service and is supported by the Strategy, Policy and Insight Manager. We have a proactive approach and commitment to health, safety and wellbeing which is supported by the service’s working group. 3.3 As is now standard practice for local government staff who are primarily office- based, employees are mostly hybrid workers, splitting their working week between home and office. The service has adapted its processes and procedures to ensure that standards for all employees working from home or in the office are maintained, with the health, safety and wellbeing of employees being a priority. The service’s health and safety working group meets quarterly via Teams. 3.4 The mid-year Health & Safety report (Appendix 1) looks at the work undertaken from 1 April 2025 to 30 September 2025. 3.5 The preparation of this mid-year report has been supported by the Finance and Resources, People and Organisational Development (People & OD) Health and Safety Team. Page 280 of 442
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HS/12/23/24 Page 3 4. Health & Safety activities 4.1 The Chief Executive’s Service Action Plan 2025/26 covers a range of actions and performance indicators allowing the service to recognise, manage and monitor health, safety and wellbeing. The action plan ensures compliance with key policies, monitoring and reviewing risk assessments and encouragement of health & safety training. The service encourages the reporting of accidents and incidents, and these are monitored. 4.2 All services are required to have a planned programme of Workplace Observation Reports (WOIR) and the Chief Executive’s service aims to complete at least one per quarter. In the first half of 2025/26, three WOIRs have been completed in three of the premises used by Community Learning and Development. All teams undertaking an inspection are fully supported by management and corporate Health & Safety as required, with management monitoring actions identified during the inspection 4.3 Managing large-scale public events remains a key focus for the service, and event safety management plans are in place for all our events. The team works closely with health and safety colleagues in the planning and delivery of events and where it is appropriate (e.g. for large events such as Paisley’s Hallowe’en), safety consultants will be brought in to add capacity and expertise. 4.4 A key requirement of the Corporate Health, Safety and Welfare Policy 2021 is that the services should engage with trade unions to representatives to attend service meetings where relevant. The service continues to invite trade unions representation where appropriate. Page 281 of 442
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HS/12/23/24 Page 4 Implications of the Report 1. Financial Implications – None. 2. HR & Organisational Development Implications – None. 3. Community/Council Planning Implications – None. 4. Legal Implications – None. 5. Property/Assets Implications – None. 6. Information Technology Implications – None. 7. Equality & Human Rights Implications - None. 8. Health & Safety Implications - The report supports and demonstrates the Council and the Chief Executive’s service’s commitment to ensuring effective health and safety management. 9. Procurement Implications - None. 10. Risk Implications - The report supports the overarching management of risk within Renfrewshire Council. 11. Privacy Impact Implications - None. 12. Cosla Policy position – None. 13. Children’s Rights – this report is for noting and has no direct implications on children’s rights. 14. Climate Risk – None. ___________________________________________________________________ List of Background Papers None ___________________________________________________________________ Author: Pamela McDonald, Policy Officer, pamela.mcdonald@renfrewshire.gov.uk Page 282 of 442
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HS/12/23/24 Page 5 APPENDIX 1 CHIEF EXECUTIVES SERVICE Mid-year Health and Safety Report November 2025 Page 283 of 442
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HS/12/23/24 Page 6 This mid-year report is prepared by Chief Executive’s Service in accordance with Renfrewshire Council’s Health and Safety Policy and Plan, the purpose of which is to evaluate the health and safety performance of the Service against the health and safety objectives. 1. Management of health and safety within the Service 1.1 The current corporate policy on health, safety and wellbeing was approved in February 2022. The policy outlines the organisational responsibilities of the Chief Executive, managers, employees and others (e.g. fire wardens, first aiders and lone workers). The following details are included: the health and safety arrangements within the service; the specific information regarding health and safety advice and training; how to raise health and safety concerns and how to report an accident. 1.2 While the Chief Executive has overall responsibility for the implementation of the policy, the Senior Management Team and managers have a general responsibility to ensure that safe conditions of work apply at all times. All employees also have a responsibility to act with due care for their own safety and that of others, and to comply with the requirements of the policy. 1.4 The service’s strategy aims to ensure that health and safety is an integral part of the overall management of the service and the service continually seeks ways to ensure a safe workplace for all employees. 2. Implementation of health and safety management within the service 2.1 The Head of Policy and Partnerships is the lead officer for health, safety and wellbeing within the Chief Executive’s Service and is supported by the Strategy, Policy and Insight Manager and Policy Officer, who acts as the service’s health and safety co-ordinator. This ensures that health and safety remains high-profile within the service. Health and Safety is a standing item on the agenda of the Chief Executive’s Senior Management Team meeting. 2.2 The service’s health and safety co-ordinator attends the Corporate Health and Safety Committee (CHSC) and provides a service update on health, safety and wellbeing. The working group is informed of outcomes from the CHSC which are shared with managers across services. The CHSC also enables the escalation of any health, safety and wellbeing issues that cannot be resolved at local level and allows for sharing of lessons learned. 2.3 The service has a working group which is attended by representatives from across the service and meets quarterly. It is also attended by a Health & Safety Adviser from People and Organisational Development (People & OD) Health and Safety Team. The group works well to communicate and discuss Page 284 of 442
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HS/12/23/24 Page 7 key corporate information, service performance and a channel to raise local health and safety issues. 2.4 Quarterly meetings take place between the Head of Policy and Partnerships, the service’s H&S Coordinator and Corporate Health & Safety Adviser and these provide a formal opportunity to discuss both service and councilwide issue. Discussions include updates from the service’s working group and the CHSS, ensuring key issues are raised with the service Departmental Management Team (DMT). Where required, issues are also raised on an ad hoc basis between quarterly meetings. 2.5 It is a requirement of the Corporate Health, Safety and Welfare Policy 2021 that the service should engage with trade union appointed safety and the service has contacted trade unions inviting representation where required. 3. Planning and setting standards: Plan - Do - Check - Act 3.1 The Chief Executive’s service health & safety arrangements are based on the Plan – Do – Check – Act approach referred to in the Corporate Health & Safety policy. This methodology achieves a balance between the systems and behavioural aspects of management. It also treats health and safety management as an integral part of good management generally, rather than being stand-alone. 3.2 The Chief Executive’s service has a risk control strategy in place to minimise employees and service users’ exposure to significant risks. The risk profile includes delivering public events, activities undertaken by Communities, Learning & Development, Building Standards, City Deal, Estates, Development Management as well as management responsible for premises outwith Renfrewshire House. These risks include: Musculo-skeletal (DSE); Working at height; Page 285 of 442
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HS/12/23/24 Page 8 Lone working; Occupational driving; Violence & aggression; Stress (work and non-work related); Council-managed public events; Fire safety & management; and Slips, trips and falls The service has a Risk Register to monitor general risk assessments (tasks undertaken by employees) and fire safety risk assessments to ensure they are current and accurate. 3.3 Regular review of risk assessments is in place across the service and in the first half of 2025, support was provided to update the risk assessment for works to a mural on Seedhill Road. The service continues to monitor a performance indicator on risk assessments, which requires them to be reviewed within 30 days of the planned review date. This indicator is part of the scorecard in Appendix 2 to this report. 3.4 The events team manage a programme of public events each of which are individually risk assessed. A bespoke Event Management pack is created in conjunction with multi agency partners and Council services for each event, with public safety the main priority. The Executive Events Group is chaired by the Head of Marketing and Communications with membership from Events, Health and Safety, Civil Contingencies and Risk Management and this group has oversight of all event management plans and provides the final sign off on these. 3.5 Over the past few years the team have upskilled in crowd management profiling and science by working alongside a crowd management industry expert and undertaking crowd management training. The team continue to work with council services, blue light partners and freelance health and safety support to design and deliver the major events programme. So far in 2025, the safe and successful delivery of events has included the Paisley Food and Drink Festival, Sma’ Shot Day, Renfrew Pipe Band Competition, and Paisley’s Hallowe’en. 3.6 Health and safety is a standing item on the agenda for meetings of the Chief Executive’s Senior Management Team, A focus area for 2025/26 is mental health and wellbeing, and in addition to promoting the supports already available to our staff, opportunities for service-specific activities are being explored. 3.7 Absence levels in the service met the target in Q1 (1.06 days per FTE against a target of 1.3) but in Q2 was higher than the target figure (2.17 days against a target of 1.2 days). This increase in Q2 was attributable to an increase in psychological, stomach and bowel, and respiratory conditions. Page 286 of 442
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HS/12/23/24 Page 9 4. Measuring performance 4.1 The Chief Executive’s Service Action Plan 2025/26 sets out how the service will identify, manage and monitor health, safety and wellbeing. The action plan ensures compliance with key policies, monitoring and reviewing risk assessments and encouragement of health & safety training. The service encourages the reporting of accidents and incidents which are monitored. 4.2 The service has processes in place to review risk assessments and this is monitored through our action plan. None were due for review in the first six months of this year but we are committed to carrying out these reviews in a timely manner, within 30 days of the review date. 4.3 A key requirement of the Corporate Health, Safety and Welfare Policy 2021 is for services to have a planned programme of Workplace Observation Inspection Reports (WOIR) completed. The service targets a minimum of four per year, and to date, three have been completed in 2025/26. All three of these were in Community Learning and Development, who operate across multiple sites. All services areas undertaking an inspection are fully supported by management and corporate Health & Safety as required with management monitoring actions identified during the inspection. Re-active monitoring 4.4 Absence continues to be monitored and support where required is provided via Occupational Health and our employee assistance provider (currently Time for Talking). A new corporate absence policy was implemented in March 2024 and it is anticipated that the benefits of this new policy will become apparent during this reporting year. 4.5 Re-active monitoring also includes analysing accidents and incidents reported to identify and implement an accident prevention programme. Historically the number of accidents and incidents reported within the Chief Executive’s service has been low. However, the working group continued to encourage a culture of accident/incident reporting within the service. 4.6 There were three accidents/incidents involving staff from Chief Executive’s in Q1 and two in Q2. One of the Q1 incidents was RIDDOR reportable. Details are in the table below: Number of service reported accidents/incidents 2025/26 Reporting Period Who was involved? Accident/Incident Description Severity Outcome 1 x Employee Contact with Machinery Minor Injury Reviewing Risk Assessment 1 x Contact with First Aid N/A Q1 Page 287 of 442
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HS/12/23/24 Page 10 Employee Machinery 1 x Employee Lifting & Handling Over 7- day absence (RIDDOR) Reviewing Risk Assessment 1 x Employee Other type of accident Minor injury N/A Q2 1 x Employee Incident with construction works No injury Contractor advised of incident and risk; corrective action taken Page 288 of 442
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HS/12/23/24 Page 2 APPENDIX 2 Chief Executive's Health & Safety Action Plan 2025/26 Action Status Cancelled Overdue; Neglected Unassigned; Check Progress Not Started; In Progress; Assigned Completed Actions Action Code Action Status Progress Due Date Update CEH&S25.01 Continue to implement the Council’s Health & Wellbeing Strategy ensuring all employees are aware of initiatives and participate where relevant / required, including any related performance management measures. The service focus will primarily be supporting employee mental health. 50% 31-Mar-2026 Health and Safety is a standing item on the service’s SMT agenda, and SMT have identified mental health and wellbeing as a priority for 2025/26. Corporate supports and initiatives are promoted across our teams. Absence figures are regularly monitored, trends identified and supports sought where appropriate. CEH&S25.02 Awareness and compliance with the current corporate policy on Health, Safety and Wellbeing. 50% 31-Mar-2026 Health and Safety is a standing item on the CE SMT agenda. Quarterly meetings take place between the H&S Co-ordinator and the Head of Policy and Partnerships. The CE H&S Working Group meets quarterly. Page 289 of 442
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HS/12/23/24 Page 3 Action Code Action Status Progress Due Date Update CEH&S25.03 Monitor all task based risk assessments on the services risk assessment register to ensure they remain suitable and sufficient. 50% 31-Mar-2026 Processes are in place for reviewing risk assessments and compliance is monitored in our performance scorecard. Risk assessments are reviewed according to a schedule and/or as changes emerge which require review and re-assessment. CEH&S25.04 Ensure all work in progress Risk Assessments are completed and uploaded to the service Risk Assessment register. 50% 30 Jun 2025 Processes are in place for risk assessments to be reviewed and uploaded as required. CEH&S25.05 Implement a planned management led health and safety inspection programme for 2025/26 across all service locations. 75% 30 Jun 2025 Our inspection programme has been agreed, with four inspections scheduled for 2025/26. Three of these have already taken place and the fourth is scheduled for Q3. CEH&S25.06 Monitor DSE assessments across the service with regular updates from managers 50% 31-Mar-2026 All line managers have access to reports showing them the status of DSE assessments for their team. . CEH&S25.07 Monitor the completion of health and safety training on iLearn across the service. 50% 31-Mar-2026 Managers are asked for completion rates each quarter to ensure that required health and safety training is completed. CEH&S25.08 Implement a system for managers to monitor employee H&S training needs within their service area providing service overview of overall H&S training compliance. 5% 31 Dec 2025 This is linked to a corporate initiative and will be rolled out in the service as tools become available. CEH&S25.09 Ensure iLearn courses for relevant employees are completed: Display Screen Awareness, Evacuation Process for Renfrewshire House and for managers outwith HQ: Asbestos Awareness, Duty to Manage Asbestos Refresher and Control of Contractors courses. 30% 30 Nov 2025 Information to confirm this is still being collated. Due date has been revised to 30 November 2025. CEH&S25.10 Continue to encourage and monitor reporting of accident/incidents. 100% 31-Mar-2026 Accidents and incident reporting continues to be encouraged through the service. Training on how to record these on BW was delivered to all service staff at GR10 and above in January 2025. CEH&S25.11 Ensure that all events planned have an individual event manual which includes health and safety 80% 31-Mar-2026 Sma’ Shot Day and Renfrew Pipe Band competition were delivered successfully in quarter two with Event Safety management plans produced for both events. Work is ongoing to produce the safety management plans for the winter events programme being delivered throughout Q3 CEH&S25.12 Ensure all service areas are represented at the Chief Executive’s health and safety working group. 100% 31-Mar-2026 Group membership ensures all service areas are represented. Page 290 of 442
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HS/12/23/24 Page 1 Chief Executive's Health & Safety Scorecard (Q2) 2025/26 Q1 2025/26 Q2 2025/26 Code Performance Indicator Current Status Short Term Long Term Value Target Value Target Explanation of performance CEHSWOIR Introduce a planned WOIR programme ensuring inspections are completed within the relevant reporting quarter 2 1 1 1 During the first half of the year, three WOIRs have taken place. In June, these were undertaken at Foxbar Youth Drop In and at the CLAD Base in West Primary School. In September, a third was carried out at West Johnstone Shared Campus. CEHSDSE Monitor the number of DSE assessments completed within 28 days Not measured for Quarters Not measured for Quarters This is an annual indicator and will be reported at year end. CEHSRA Ensure risk assessments have been reviewed within 30 days of their planned review date 0 - 0 - One new risk assessment was created in Q1 but no risk assessment reviews were required during Q1 or Q2. Page 291 of 442
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PUBLIC To: Finance, Resources & Customer Services Policy Board On: 20 November 2025 Report by: Director of Environment, Housing and Infrastructure Heading: Environment, Housing and Infrastructure (EHI) Health, Safety and Wellbeing Plan 2025 – 2028: Mid-year (6 month) Update 1. Summary 1.1 The Council’s Health and Wellbeing Plan, a key priority within the Council’s People Strategy 2021 – 2026, promotes a positive Health and Safety culture to ensure compliance with relevant Health and Safety legislation and supports the Council Plan in Working together to achieve a thriving and connected Renfrewshire, creating opportunities for all. 1.2 In June 2025 the Board approved the Health and Safety Plan 2025 - 2028. It should be noted that “Wellbeing” has been added to the Plan title to reflect the broader nature of this work and ensure that employee wellbeing is recognised as a key aspect of this work. 1.3 This report provides an update on the work undertaken by the Department of Environment, Housing and Infrastructure to implement the actions contained in the Department’s Health, Safety and Wellbeing Plan 2025 - 2028 approach to Health and Safety with a Health and Safety Plan 2025 - 2028 (Appendix 1) as it relates to remit of the Finance, Resources and Customer Services Policy Board. 1.4 It should be noted that the Report and Plan will be considered by the Communities and Housing Policy Board on 28th October 2025, the Infrastructure, Land and Environment Policy Board on 5th November 2025 and the Finance, Resources and Customer Services Policy Board on 20th November 2025 in respect of the elements covered by those Boards’ remits. 2. Recommendations It is recommended that the Finance, Resources and Customer Services Policy Board: (I) Approves the Environment, Housing and Infrastructure (EHI) Health, Safety and Wellbeing Plan 2025-2028 update (Appendix 1) as specific to the areas of activity delegated to this Policy Board; and Item 18 Page 293 of 442
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PUBLIC (II) Notes that the Report and update on the Plan is also being presented to the Communities and Housing Policy Board and the Infrastructure, Land and Environment Policy Board to approve the elements covered within those Boards’ remits. 3. Background 3.1. The Environment, Housing and Infrastructure (EHI) Department is responsible for the provision of everyday essential services, directly to the public of Renfrewshire, to other services within the Council and to community planning partners. These services are delivered by around 1,800 Full Time Equivalent (FTE), with an estimated net expenditure of £61.925m (excluding Housing Revenue Account) for 2025/26. The Housing Revenue Account (HRA) budget and Rent Levels for total rental and other income for 2025/26 is £65.492m. 3.2. The Department provides the following key frontline services: • Operations: Neighbourhood Services, Fleet and Social Transportation, Waste and Recycling (to over 92,000 households and businesses). • Climate, Public Protection and Roads: supporting our communities through our Regulatory and Community Safety Services and supporting more than 862 km of roads and transport infrastructure. • Facilities and Property Services: (Hard and Soft Services) including PPP schools, cleaning/catering/janitorial services, public building (repairs, maintenance and compliance), Building Services and Technical Services, a multi-disciplinary design team. • Housing Services: Management and investment in housing stock (12,078 properties) and providing a wide range of advice and support to our tenants. 3.3 Environment, Housing and Infrastructure Services deliver universal services for over 186,000 Renfrewshire residents, helping to run our schools and care homes, providing 12,078 homes for social rent, protecting and enhancing our local environment though a wide range of initiatives and work to make Renfrewshire a great place to live and work. 3.4 Our services are delivered by a diverse, skilled and committed workforce of around 1,800 FTE* who deliver services 24/7 over 365 days a year. The health, safety and wellbeing of all our employees is of paramount importance. 3.5 Governance for Health, Safety and Wellbeing is provided through monthly discussions at the Environment, Housing and Infrastructure Senior Leadership Team meetings and quarterly CRMT (Crisis Resilient Management Team). 4 Mid-year (6 month) Update on Environment, Housing & Infrastructure (EHI) Annual Health and Safety Plan 2025/28 Page 294 of 442
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PUBLIC 4.1 A wide range of work has been undertaken between 1st April – 30th September 2025 to promote and address health and safety areas or concerns. Highlights include: • Asbestos iLearn Training has been rolled out to all Senior Facilities Officers (SFO)s in Schools. • A “Safe access to work” process is in place which now means that all Soft FM employees must enter premises at the main entrance of the building and sign in when on site. • Two managers within Soft FM Support Services have completed Mental Health Training. A further 3 Officers are now Mental Health 1st Aid trained, with a further 5 due to attend training in October giving 10 Mental Health First Aid trained Officers across Soft FM. • 14 SFO Production Cooks completed a Professional Cooking Course at West of Scotland College in the summer break. • In partnership with our Health and Safety colleagues it was identified that there was an increase in the number of recorded incidents of violence and aggression to front line staff within Building Services. To address this dedicated toolbox talks have been delivered to all staff over September and October 2025. • Water management flushing regime information has been added to iLearn and rolled out to all SFO’s in Schools. • A new Hot Works permit has been developed and is now in use. • All FM Managers and Facilities Co-ordinators have carried out Water Management refresher training. • Responsible Persons data for all properties has been produced. • To date 56 Officers have completed the IOSH Managing Safely course with additional courses planned for later 2025/26. A further 9 Senior Managers have completed the IOSH Leading Safely course. • The Operational Services Workforce Development Manager has attended a Management and Prevention of Violence and Aggression course with the intention of offering/delivering this course to Services. 5 Monitoring and Support Services 5.1 The ongoing health, safety and wellbeing of employees and service users continues to be a priority for EH&I. The focus to promote an open, positive health and safety culture and to encourage employees and management to report all incidents, accidents and occurrences. 5.2 All reported incidents, accidents and occurrences are reviewed on a weekly basis, resulting in more accurate date. Every incident, accident or occurrence is investigated and associated risk assessments reviewed and amended where Page 295 of 442
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PUBLIC necessary. 5.3 From 1st April 2025 – 30th September 2025 across EHI there were 76 incidents, accidents and near misses reported. The table below (Figure 1) shows the breakdown of these incidents by service area. Figure 1: EHI 2025: Total number of Incidents/Accidents and Near Misses Reported per Service Area (01/04/2025 – 30/09/2025) 5.4 Figure 2 below shows a comparison between 1st April – 30th September 2024 and 1st April – 30th September 2025. The total number of number of incidents/accidents and near misses has decreased (96 in 2024/2025 and 76 in 2025/2026) and it should be noted that there has been a significant decrease in reported incidents, primarily violence and aggression, particularly across Climate, Public Protection and Roads. This reduction is attributed to the conflict resolution training provided to staff last year, which has supported them to better manage any situations involving violence and aggression. Figure 2: EHI 2025: Total number of Incidents/Accidents and Near Misses Reported per Service Area (01/04/2024 – 30/09/2024 compared to 01/04/2025 – 30/09/2025) 37 28 9 2 0 5 10 15 20 25 30 35 40 Facilities & Property Services Operations & Service Development Housing Services Climate, Public Protection & Roads Environment, Housing & Infrastructure Total Incidents/Accidents & Near Misses 1st April 2025 to 30th September 2025 27 2 36 37 26 28 7 9 0 5 10 15 20 25 30 35 40 2024/2025 2025/2026 2024/2025 2025/2026 2024/2025 2025/2026 2024/2025 2025/2026 Climate, Public Protection & Roads Facilities & Property Services Operations & Service Development Housing Services Environment, Housing & Infrastructure Total number of incidents/accidents & near misses reported 1st April -30th September 2024 & 1st April -30th September 2025 Page 296 of 442
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PUBLIC 5.5 Under the Reporting of Injuries, Diseases and Dangerous Occurrences Regulations 2013 (RIDDOR) there were 4 accidents across EHI between 1st April – 30th September 2025 comprising 1 dangerous occurrence, 1 specified injury and 2 “over 7-day absences”. 5.6 Supporting our employees and attendance is a key priority for EHI and arrangements are in place to utilise the services of the Council’s Occupational Health provider. To date a number of referrals have been made by manager or employee self-referrals to the Occupational Health Service or employee counselling service including for early intervention, counselling, physiotherapy, cognitive behaviour therapy as well as Statutory Occupational Health benchmarking. 6 EHI Health, Safety and Wellbeing Plan 2025 – 2028: Actions Update (Mid-Year) 6.1 The Environment, Housing and Infrastructure Health, Safety and Wellbeing Action Plan 2025 - 2028 set out a range of key actions that will be undertaken in 2025/26. A short update on these actions is set out as Appendix 1 to this report. It should be noted that for some actions work is not due to be undertaken until the second part of 2025/26 or beyond and that, for many, work will be ongoing throughout the year. Implications of the Report 1. Financial – Potential exists for financial liability from property damage, civil or criminal prosecutions through the outcome of accidents and/or ill-health. This report demonstrates Environment, Housing and Infrastructure Services compliance and commitment to Health and Safety policies and procedures. 2. HR & Organisational Development – This report supports Renfrewshire Council’s commitment to the health, safety and wellbeing of employees. 3. Community/Council Planning • Our Renfrewshire is well – EHI will improve the physical and mental health and wellbeing of employees through participation in the “Healthy Working Lives” and “Your Health Matters” Programmes and any other corporate initiatives promoting wellbeing. • Our Renfrewshire is safe – EHI will provide training and support to employees to allow them to develop within the organisation and to gain the skills and experience necessary to provide a quality service to our customers. 4. Legal – Environment, Housing and Infrastructure will continue to comply with all current statutory Health and Safety legislation and Renfrewshire Council Corporate Health and Safety policies and guidance. 5. Property/Assets – The maintenance of appropriate registers (e.g. Asbestos Register with respect of domestic Council properties) and an obligation to conduct workplace inspections. Page 297 of 442
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PUBLIC 6. Information Technology - None 7. Equality & Human Rights - The Recommendations contained within this report have been assessed in relation to their impact on equalities and human rights. No negative impacts on equality groups or potential for infringement of individuals’ human rights have been identified arising from the recommendations contained in the report. If required following implementation, the actual impact of the recommendations and the mitigating actions will be reviewed and monitored, and the results of the assessment will be published on the Council’s website. 8. Health & Safety – This report supports and demonstrates Environment, Housing and Infrastructure’s commitment to ensuring effective Health and Safety management across the Department. 9. Procurement - None 10. Risk – This report supports the overarching management of risk within Renfrewshire Council. 11. Privacy Impact- None. 12. COSLA Policy Position – None. 13. Children’s Rights – This report is for noting and has no direct implications on children’s rights. 14. Climate Risk – None. List of Background Papers (a) Background Paper 1: Audit, Risk and Scrutiny Board (10th May 2025), Risk Report – May 2025 The foregoing background papers will be retained within Environment, Housing and Infrastructure Department (Service Development) 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 Gill Darbyshire, Senior Service Development Manager, gill.darbyshire@renfrewshire.gov.uk Author: Gordon McNeil, Director of Environment, Housing & Infrastructure Gill Darbyshire, Senior Service Development Manager E-mail: Gordon.mcneil@renfrewshire.gov.uk Gill.darbyshire@renfrewshire.gov.uk Page 298 of 442
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PUBLIC Appendix 1 Environment, Housing and Infrastructure (EHI) Health, Safety and Wellbeing Action Plan 2025/2028 Context Leadership, Management and Inspections Statement Owned by EHIH&S.01 – Leadership, Management and Inspections The Senior Leadership team are committed to spending more time with all employees, communicate their safety expectations and model safe behaviour. Workplace Inspections Workplace Inspections play an important role in active monitoring. The aim of workplace inspections is to prevent work related accidents and ill health by identifying new hazards and checking that preventative and protective control measures are implemented and effective. Internal Audits This is a systematic process of evaluating and examining our Health and Safety policies, procedures, documentation and workplace practices. Re-active Monitoring Taking a pro-active approach to monitoring incidents/accident a departmental incident/accident report will be developed in 2025/2026. This will be an interactive report which our Senior Management Team (SLT) and other managers/supervisors within Environment, Housing & Infrastructure will be able to utilise to monitor incidents/accidents within their service area and ensure a healthier and more productive environment. Directorate (Director & Heads of Service) Developing a culture of trust that empowers our employees. Action Codes Actions Latest Note Assigned To Overall Target Target 2025/2026 Year Status EHIH&S01.01 The Senior Leadership Team (Directorate) are committed to conducting at least six visible felt leadership visits over the next three years. The Senior Leadership Team (Directorate) have undertaken a number of felt leadership visits including working at the Depot, Director and 4 Heads of Service 100% 35% March 2028 Page 299 of 442
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PUBLIC EHIH&S01.02 We will conduct comprehensive workplace inspections across all Environment, Housing and Infrastructure over a three-year cycle. This work will be undertaken in the second half of 2025/26. All 100% 35% March 2028 EHIH&S01.02 Conduct six quality, health and safety internal audits across Operations and Service Development. This work will be undertaken in the second half of 2025/26. Senior Service Development Manager 100% 100% March 2026 EHIH&S01.02 Create an interactive incident/accident report for managers, enabling data-driven decision making based on reactive monitoring insights. Work has started to create an interactive incident/accident report for managers which will be available later in the year. Senior Service Development Manager 100% 100% Dec 2025 Page 300 of 442
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PUBLIC o Leadership, Management and Inspections Statement Owned by Content Health and Safety Owned By EHI.002 - Health and Safety Our health and safety philosophy is built on the principles of prevention. We understand that a resilient workplace is one where potential hazard are identified and addresses before they can cause harm. Directorate (Director & Heads of Service) Reducing the risk of error and increasing resilience through prevention Action Codes Actions Latest Note Assigned To Overall Target Target 2025/2026 Year Status EHIH&S.02.01 Design a dedicated health and safety Share Point site to facilitate the comprehensive review and monitoring of incidents/accidents, enabling the implementation of targeted preventative actions. This work will be undertaken in the second half of 2025/26. Senior Service Development Manager 100% 100% March 2026 EHIH&S.02.02 Conduct a thorough review and revision of the departmental quality, health and safety manual and all related documentation to ensure alignment with current standards. This work will be undertaken in the second half of 2025/26 or early 2026/27. Senior Service Development Manager 100% 100% July 2025 EHIH&S.02.05 Form a dedicated short-life working group for Hand Arm Vibration Syndrome (HAVS) A short life working group for HAVS has been established. Further meetings will be arranged as required. Senior Service Development Manager 100% 100% August 2025 EHIH&S.02.03 CDM – Construction and Design Management – Technical Services and Health & Safety officers will develop a competency matrix and action plan that will provide reassurance on SKE (skills, knowledge and experience) competency levels. This will also impact on other CDM users in Renfrewshire Council. A new Service Manager is now in place, and the associated work will commence in the second half of 2025/2026. Technical Services Programme Manager 100% 50% March 2027 EHIH&S.02.04 We will collaborate with Corporate Health and Safety to develop an electronic fire risk assessment within the Camis system. Working is on-going to develop the fire risk assessment on Camis. All 100% 100% March 2026 Page 301 of 442
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PUBLIC EHIH&S.02.06 Conduct a comprehensive review and evaluation of current Environment, Housing & Infrastructures Hand Arm Vibration Syndrome (HAVS) management processes. Initial work to gather information on HAVS across EHI has started with further evaluation to be undertaken to share best practice and a consistent approach to management processes. HAVS Working Group 100% 100% March 2026 EHIH&S.02.07 Review and complete the Asbestos Management Plan for Environment, Housing & Infrastructure duty holders which include Housing Services and Technical Services and incorporates Building Services. Work is ongoing to review the Asbestos Management Plan. Asbestos Working Group 100% 50% March 2027 EHIH&S.02.08 Conduct a review and subsequent revision of the departmental organisational structure to ensure optimal functionality with the SYPOL, Control of Substances Hazardous to Health (COSHH) management system This work will be undertaken in the second half of 2025/26. Senior Service Development Manager 100% 100% Dec 2025 EHIH&S.02.09 Conduct a comprehensive inventory of all COSHH products used in each service area, obtain current data sheets from suppliers, and update the SYPOL management system to ensure accurate COSHH assessments. This work will be undertaken in the second half of 2025/26 once the review and revision of the Departmental Organisational structure in the Management System has been completed to allow teams to directly undertake this work. All Services 100% 50% March 2027 EHIH&S.02.10 Facilitate collaborative risk awareness sessions to develop and update the department’s risk register. Opportunities to discuss risk awareness with colleagues will be arranged early in 2026. All Services 100% 25% March 2028 Page 302 of 442
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PUBLIC Context Health and Wellbeing Statement Owned by EHI.003 - Health and Wellbeing We prioritise the preventative measures necessary to ensure both occupational health and safety, and the overall well-being of our employees. We are committed to creating a work environment where potential hazards are mitigated, and employees feel supported in all aspects to their well- being. Directorate (Director & Heads of Service) Focusing on occupational health and safety and enhancing employee wellbeing Action Codes Actions Latest Note Assigned To Overall Target Target 2025/2026 Year Status EHIH&S.03.01 To meet legal requirements, several display screen assessments (DSE) will be refreshed during 2025/26. Quarterly compliance will be monitored using the Council’s Business World reporting system. Work is ongoing to ensure Display Screen Assessments (DSE) are undertaken across the Department. 78% of DSE courses were completed across Q1 and Q2. Health and Well- being Group 100% Q1 – 34% Q2 – 27% Q3 – 11% Q4 – 28% March 2026 H&S.03.02 The Mental Health Awareness directory and Z card to be reviewed annually and updated where appropriate. No update required this is completed on an annual basis. Strategic Facilities Manager (Building Services) 100% 100% March 2026 EHIH&S.03.03 EH&I will focus on the implementation of key priorities within the Corporate Health and Wellbeing Plan 2024/2029. EHI continue to support the key priorities within the Corporate Health and Wellbeing Plan 2024/2029. SLT 100% 35% March 2028 Page 303 of 442
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PUBLIC Context Compliance & Training Statement Owned by EHI.004 – Compliance & Training We are committed to unwavering legal and regulatory compliance. Through targeted training and development, we empower our employees to uphold the highest standards. Directorate (Director & Heads of Service) Strengthening our legal and regulatory compliance through training and development Action Codes Actions Latest Note Assigned To Overall Target Target 2025/2026 Year Status EHIH&S.04.01 Roll out a training programme for IOSH Managing/Leading safely to all managers and supervisors within Environment, Housing & Infrastructure. IOSH Managing Safely has been rolled out to 56 managers, supervisors and employees across EHI. An additional 9 Senior Managers undertook IOSH Leading Safely. Further courses will be run during 2025/26. Housing Services are progressing similar training focused on their particular service needs. Senior Service Development Manager 100% 50% March 2027 EHIH&S.04.02 Continue to develop corporate mandatory online I-learn course into Toolbox talks for frontline operatives All Employees without network access require to complete the following courses: • Equality, Diversity and Inclusion Awareness • Information Governance • Introduction to Freedom of Information (FOI) • Introduction to GDPR • Living our Values Introduction to GDPR and Living our Values have already been converted to a toolbox talk format and will been rolled out throughout Environment, Housing & Infrastructure 49.3% of frontline employee have completed a range of mandatory toolbox talks. Work is ongoing to deliver this important training to frontline staff. Senior Service Development Manager 100% 50% March 2027 Page 304 of 442
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PUBLIC EHIH&S.04.03 Development of online I-Learn courses into Toolbox talk format for front line operatives Priority courses for Environment, Housing and Infrastructure for 2025/2028 are: • Asbestos Awareness • Violence and Aggression • Hand Arm Vibration • Lithium Battery • Accident and Incident Reporting - RIDDOR • Accessing and Updating Information and Equality Data EHI will continue to work closely with Corporate Health and Safety to develop Toolbox talks for a number of online iLearn courses. Senior Service Development Manager 100% 35% March 2028 EHIH&S.04.06 Central Support manages mandatory I-Learn courses for existing staff, including progress tracking and monthly cluster-specific reports on requirements and completion. This working is on-going. Facilities Management (Soft FM) 100% 100% March 2027 Page 305 of 442
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OFFICIAL ___________________________________________________________________ To: Finance, Resources and Customer Services Policy Board On: 20 November 2025 ___________________________________________________________________ Report by: The Director of Finance and Resources ___________________________________________________________________ Heading: Annual Procurement Report for the period 1 April 2024 to 31 March 2025 ___________________________________________________________________ 1. Summary 1.1 Section 18 of the Procurement Reform (Scotland) Act requires that any contracting authority which is required to prepare or revise a procurement strategy in relation to a financial year must prepare an annual procurement report on its regulated procurement activities as soon as reasonably practical after the end of that financial year. 1.2 As a minimum the report must include: • A summary of the regulated procurements that have been completed during the year; • A summary of community benefits fulfilled during the year; • A summary of any steps taken to facilitate the involvement of supported businesses in regulated procurements during the year; and • A summary of the regulated procurements the authority expects to commence in the next two financial years. 1.3 The Annual Procurement Report attached in Appendix 1 provides an update on key indicators set in the Corporate Procurement Strategy for period 2023-2026. ___________________________________________________________________ Item 19 Page 307 of 442
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OFFICIAL 2. Recommendations 2.1 The Finance, Resources and Customer Services Policy Board are asked to note the content of the Annual Procurement Report for the Financial Year 2024/2025. _________________________________________________________ 3. Background 3.1 Section 18 of the Procurement Reform (Scotland) Act 2014 requires that all public sector contracting authorities with a spend of more than £5million per annum publish an annual report relating to regulated procurement activity. 3.2 The Annual Report delivers an opportunity to provide an update on procurement activity undertaken over the last financial year and to give an indication of future contracting opportunities. 3.3 A Regulated Procurement is any procurement for: • Goods, Supplies and Services (excluding services covered under Schedule 3 Social and Other Specific Services of the Public Contracts (Scotland) Regulations 2015) with a total value of £50,000 up to £179,086.99, excluding VAT; • Services defined under Schedule 3 Social and Other Specific Services of the Public Contracts (Scotland) Regulations 2015 with a total contract value of £50,000 up to £552,949.99, excluding VAT; • Works contracts with a total value of £2million up to £4,447,173.99, excluding VAT. 3.4 A procurement at or above the Threshold set by the Government Procurement Agreement is any procurement for: • Goods, Supplies and Services (excluding services covered under Schedule 3 Social and Other Specific Services of the Public Contracts (Scotland) Regulations 2015) with a total value of £179,087 excluding VAT and above; • Services defined under Schedule 3 Social and Other Specific Services of the Public Contracts (Scotland) Regulations 2015 with a total contract value of £552,950 excluding VAT and above; • Works contracts with a total value of £4,447,174 and above excluding VAT. Page 308 of 442
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OFFICIAL 3.5 The information provided in the Annual Report is gathered by the Scottish Government Procurement and Property Directorate and included in its national ‘Annual Report on Procurement Activity in Scotland’. 3.6 The Annual Report provides an opportunity to recognise the contribution that procurement can make to the economy and communities in Renfrewshire, and celebrate the successes of the Procurement team. 3.7 Appendix 1 contains the Annual Procurement Report for the financial year 2024/25. ___________________________________________________________________ Implications of the Report 1. Financial - none directly arising from this report. 2. HR & Organisational Development – none directly arising from this report. 3. Community/Council Planning – none directly arising from this report. 4. Legal – the preparation of an Annual Procurement Report is a Statutory Duty, defined under Section 18 of the Procurement Reform (Scotland) Act 2014. Publication is required in accordance with Section 19 of the Act and a copy must be made available on the internet. 5. Property/Assets – none directly arising from this report. 6. Information Technology – none directly arising from this report. 7. Equality & Human Rights – none directly arising from this report. 8. Health & Safety – none directly arising from this report. 9. Procurement – the attached Annual Procurement Report identifies how the Council is meeting the requirements of the Procurement Reform (Scotland) Act 2014. 10. Risk – none directly arising from this report. 11. Privacy Impact – none directly arising from this report. 12. Climate Risk – Section 9 of the Act (“Sustainable Procurement Duty”) requires that the Council must consider how, in conducting its procurement processes, it can: Page 309 of 442
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OFFICIAL • improve the economic, social and environmental wellbeing of the authority’s area; • facilitate the involvement of small and medium enterprises, third sector bodies and supported businesses in the process, and • promote innovation. 13. Children’s Rights – none directly arising from this report. 14. Cosla Policy Position – none directly arising from this report. _______________________________________________________ List of Background Papers (a) None ___________________________________________________________________ Author: Laura Gillan, Interim Corporate Procurement Manager (laura.gillan@renfrewshire.gov.uk) APPENDIX 1 – RENFREWSHIRE COUNCIL ANNUAL PROCUREMENT REPORT 2024/25 Page 310 of 442
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OFFICIAL Renfrewshire Council Annual Procurement Report 2024/25 Page 311 of 442
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OFFICIAL Contents Introduction ............................................................................... 3 Section 1 – Summary of Regulated and Non-Regulated Procurements Completed ......................................................... 6 Section 2 – Review of Regulated Procurement Compliance .... 7 Section 3 – Summary of Sustainable Procurement Benefits .. 13 Section 4 – Supported Business Summary ............................. 22 Section 5 – Future Regulated Procurement Summary ........... 22 Section 6 – Future Opportunities ............................................ 22 Annex 1: Regulated Procurements Awarded in the Period 1 April 2024 – 31 March 2025 .................................................... 28 Annex 2: Non-Regulated Procurements Awarded in the Period 1 April 2024 – 31 March 2025 ................................................. 33 Annex 3: Potential Future Contract Renewals 2025-2027 ...... 37 Page 312 of 442
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OFFICIAL Introduction Background and Purpose On 1 April 2023, in accordance with Section 15 of the Procurement Reform (Scotland) Act 2014 (the Act), Renfrewshire Council (the Council) published its Corporate Procurement Strategy for the period 1 April 2023 to 31 March 2026. This strategy described the fundamental role procurement has in supporting the delivery of the Council’s strategic objectives aligned to the Council’s Plan 2022 – 2027 which seeks to “Create a fairer Renfrewshire built on innovation, wellbeing and opportunity”. This Plan sets out at a high-level how the Council will collaborate with partners, communities, and businesses to progress five strategic outcomes. The Corporate Procurement Strategy also reflected how the four National Objectives of the Public Procurement Strategy for Scotland were closely aligned to the Council strategic outcomes. • PLACE – working together to enhance wellbeing across communities; aligned to National Objective Good for Places and Communities. • ECONOMY – building an inclusive, green, and resilient economy; aligned to National Objective Good for Businesses and their Employees. • FAIR – nurturing bright, happy, and healthy futures for all; aligned to National Objective Good for Society. • LIVING OUR VALUES – making a difference together; aligned to National Objective Open and Connected. • GREEN – leading Renfrewshire to Net Zero. Section 18 of the Act requires that organisations required to prepare a procurement strategy must also “prepare an annual procurement report on its regulated procurement activities as soon as reasonably practicable after the end of that financial year”. This Annual Procurement Report provides an opportunity to report on our regulated procurement activity over the financial year 2024/25 in accordance with the above noted requirements of the Act. It also provides an opportunity to update on procurement activity below the threshold for regulated procurements and to report on the progression of the Action Plan set out in Appendix 1 of the published Corporate Procurement Strategy 2023 – 2026. Page 313 of 442
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OFFICIAL Procurement Overview All procurements with a value of £25,000 and above are carried out by the Council’s Corporate Procurement team in accordance with the Standing Orders Relating to Contracts (available here: Standing-orders-relating-to-contracts) Over 2024/25, the Procurement team operated a Category Management approach, covering: • City Deal and Infrastructure • Construction / Works • ICT • Environment and Infrastructure; and • Social Care, Corporate and Education Services Tenders for supplies and services with a value of £25,000 - £49,999.99 and tenders for Works contracts up to £500,000 are conducted via Quick Quote using Public Contracts Scotland and Public Contracts Scotland Tender, with a minimum of 75% local contractors invited to quote where possible. All Council tenders with a value of greater than £50,000 are advertised on the Public Contracts Scotland portal through publication of a Contract Notice. Contracts above the Government Procurement Agreement (GPA) Thresholds are advertised on Public Contracts Scotland and the UK Find a Tender Service. Further information relating to procurement in Renfrewshire Council and the category leads can be found here: Corporate-Procurement-Unit Procurement Spend In 2024/25, total recorded spend via external suppliers providing goods, services and works to Renfrewshire Council was £308m across 4924 suppliers. £165.1m of this spend (53.45%) was with 1,438 small and medium enterprises (SMEs). During the reporting period, 20.09% of total spend was with 324 local suppliers based within Renfrewshire, accounting for £62.1m into the local economy. Table 1 below provides an indication of spend with external suppliers across key category areas. Note that in 2024/25, Construction and Social Care remained the top spend areas within the Council, accounting for 42% and 24% of total spend respectively. Page 314 of 442
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OFFICIAL Table 1: Renfrewshire Council FY 2024/25 by Category* *Data extracted from Spikes Cavell Observatory FY24/25 Page 315 of 442
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OFFICIAL Section 1 – Summary of Regulated and Non-Regulated Procurements Completed This section demonstrates the Council’s commitment to working in a transparent manner by highlighting the procurement activity that has taken place over the past year. A regulated procurement is any procurement for public supplies or services with value of over £50,000 and for public works with a value of over £2m where an Award Notice has been published, or where the procurement process otherwise ends. This includes contracts and framework agreements. Table 2 below shows a summary of regulated procurements that had a Contract Award Notice published by the Council during the 2024/25. Table 2: Summary of Regulated Procurements awarded in 2024/25 Total number of regulated procurements awarded 77 Total estimated value of regulated procurements awarded £257,133,502 Percentage of regulated contracts awarded to SMEs 52% Please note the figures provided in table 2 include the award of Contracts and Call Off Contracts made under Framework Agreements. Details of all regulated procurements that had a Contract Award Notice Published between 1 April 2024 and 31 March 2025 can be found at Annex 1 of this report. In addition to the above noted regulated procurements, the Corporate Procurement Team undertakes all non-regulated procurements over £25,000 on behalf of the Council. Table 3 below shows a summary of non-regulated procurements that were undertaken by the Corporate Procurement Team and awarded by the Council during 2024/25. Table 3: Summary of Non-Regulated Procurements Awarded in 2024/25 Total number of non-regulated procurements awarded 100 Total estimated value of non-regulated procurements awarded £13,529,489 Please note the figures provided in table 3 include the award of Contracts and Call Off Contracts made under Framework Agreements. Details of non-regulated procurements awarded by the Corporate Procurement Team between 1 April 2024 and 31 March 2025 can be found at Annex 2 of this Annual Procurement Report. Information on live contracts can also be found on Renfrewshire Council’s Contract Register on Public Contract Scotland. https://www.publiccontractsscotland.gov.uk/Default.aspx Page 316 of 442
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OFFICIAL Section 2 – Review of Regulated Procurement Compliance Section 18 of the Act requires that the Annual Procurement Report includes a review of whether Regulated procurements carried out in the Financial Year complied with the authority’s procurement strategy. Section 3 of the Council’s Procurement Strategy sets out Strategic Priorities for Procurement in Renfrewshire Council and the Action Plan included within Appendix 1 of the Procurement Strategy provides the core indicators against which the performance of the Procurement team is monitored. The table below provides an update on progress with the Action Plan during 2024/25. Table 4. Update on Procurement Action Plan Description Actions to date Provide strategic leadership on all Procurement matters; The Corporate Procurement Manager provided procurement leadership, guidance and advice on all procurement related matters, through meetings, working groups, Policy Boards, strategic project boards, the Corporate Management Team and representation on wider public sector forums. The Strategic Category Managers engaged closely with their client service departments, providing expert input to help the Council deliver its strategic objectives in full compliance with the Procurement Regulations. The Council’s Standing Orders Relating to Contracts were updated in January 2024 and are readily available and accessible for all staff online. The Interim Corporate Procurement Manager and the Purchase to Pay Operational Lead delivered an internal RenTalk session to 266 Council staff, offering insights into procurement processes. Promote procurement best practice Procurement in Renfrewshire Council is conducted in accordance with Regulations and the Council’s Standing Orders Relating to Contracts. Page 317 of 442
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OFFICIAL Description Actions to date Competency frameworks were updated and completed for whole team and the Procurement Strategic Category Managers are implementing training and development programmes for staff aligned to the output from the competency frameworks. The Corporate Procurement Manager and the Strategic Category Managers actively engaged in cross- sector working groups to share knowledge and best practice and support continuous improvement. Support the Council to ensure it continues to achieve value for money Achieving value for money has been supported throughout the year by proactive supplier management. This has been used to identify innovation and opportunities with the supply base, maintaining a strong commercial focus throughout the lifetimes of contracts. Work with stakeholders to help achieve budget savings targets and achieve efficiencies The Corporate Procurement team worked in partnership with the frontline services to understand market conditions, availability of products and services, and negotiate and monitor price fluctuations. This information informed buying strategies to support management of supply and demand and deliver value for money, such as informing pricing strategies and opportunities for post-tender negotiation. The Corporate Procurement team uses commodity spend analysis to identify budget saving opportunities and then work with Services to implement them. The Corporate Procurement team, in collaboration with Scotland Excel, launched a two-year commercial partnership savings programme in October 2024, with a target to deliver recurring budget savings of £250,000 across all General Services council departments. Ensure the Council explores all opportunities to use its procurement activities to promote its wider policy objectives, including its social, economic and environmental objectives; Community benefits were requested in all regulated procurements tendered under the Council’s own terms and conditions of contract in 2024/25, and where appropriate and feasible in below-threshold procurements. [Note – some collaborative framework agreements established by other Contracting Authorities did not include Community Benefits]. The Council’s Community Benefits Forum continued to work in partnership with Invest in Renfrewshire, key internal stakeholders, suppliers and external partners to support the delivery of positive community benefits throughout Renfrewshire in 2024/25. Page 318 of 442
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OFFICIAL Description Actions to date Fair Work Practices were evaluated in all relevant tender exercises and all of our suppliers are actively encouraged to support their workforce and to pay at least the Real Living Wage rate to all employees engaged in delivery of services to Renfrewshire Council. Tackling the Climate Emergency is an area of focus for the Corporate Procurement team, who provide active support to services to help the Council work towards being Net Zero by 2030. The Sustainability Test was completed for all relevant regulated procurements and where appropriate, scored climate questions were included within the tender award criteria. Twelve internal sustainability training sessions were delivered to CPU staff, covering a diverse range of topics such as: • Sustainable transport and travel • Contract and Supplier Management (CSM) for sustainable procurement • Sustainability in digital/cloud-based procurements • Sustainability in Social Care procurements • The future of climate action in procurement The Scottish Government funded five days of mentoring from Sustainable Procurement Limited, focusing on circular economy and sustainability opportunities within the Housing-Led Regeneration Programme. To strengthen sustainability outcomes, a scored sustainability technical question and scoring matrix was developed on Net Zero and Circular Economy. To track progress throughout the contact, a sustainability scorecard was also developed and implemented to help monitor key targets and achievements. Promote ethical procurement and work with our suppliers to ensure that they do not use exploitative labour; During 2024/25 all tenders were evaluated in accordance with the requirements of legislation, statutory guidance and good practice. The Corporate Procurement team supported the Council’s commitment to the Modern Slavery Charter and all Works contracts provided a link to the Council’s Statement in Relation to the Procurement of Construction Contracts (the Construction Charter), which promotes fair and ethical treatment of the workforce and supply chain. Page 319 of 442
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OFFICIAL Description Actions to date Develop and strengthen our approach to risk management; Risks and issues were identified and documented throughout all procurement processes. All risks were allocated an owner and mitigating actions were set out in contract strategies. Commodity risks were recorded both within the team and at wider Council level by Council’s Risk Manager where appropriate. The Corporate Procurement Manager is a member of the Construction Contracts Oversight project board, providing procurement support and advice relating to managing procurement risks associated with construction contracts. Engage effectively with stakeholders when developing our strategic commissioning and procurement plans; Throughout the year the Corporate Procurement team worked in partnership with colleagues from across the Council to develop procurement and commissioning strategies. Strategic Category Managers provide monthly updates to Heads of Service on procurement plans and work collaboratively to deliver these. The Corporate Procurement Team actively seeks opportunities to engage with providers and market participants through hosting and attending Meet the Buyer events, Talking Tender events with Supplier Development Programme and using Prior Information Notices. These also create environments to identify potential improvements to service delivery and opportunities for innovation. Continue to develop and improve the Council’s procurement processes and support their effective adoption across the Council; Throughout the financial year 2024/25, the Corporate Procurement team promoted a compliant, innovative, informed and inclusive approach to procurement. The team worked with Services to identify training requirements and deliver these to Council staff, and all new Council requisitioners completed the mandatory iLearn Procurement Fundamentals training. The team engages closely with Scotland Excel, the Centre of Expertise for local authority procurement, and other procurement policy working groups to ensure that our procurement processes continue to improve, and meet all statutory requirements. Ensure that the Enterprise Resource Planning (ERP) system, Business World, strengthens procurement processes and delivers efficiencies across the Council The Corporate Procurement Team is providing substantial resource and support to the Purchase to Pay (P2P) Programme to ensure that the new ERP system strengthens procurement processes and delivers efficiencies for the Council. During 2024/25, the Corporate Procurement Manager was seconded to lead the P2P Programme (decommissioning PECOS workstream) and also to chair the P2P Operational Board. Page 320 of 442
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OFFICIAL Description Actions to date Support the development and growth of local SMEs, third sector, social entrepreneurs and supported business The Corporate Procurement Strategy set out an ambition to work closely with local and national business representatives and to actively engage with third sector and community partners and Economic Development to explore opportunities for developing and growing Renfrewshire’s local SMEs, third sector organisations and supported businesses. The Community Wealth Building Core Group provides a collaborative forum for procurement and economic development to plan and deliver initiatives which promote Community Wealth Building and sustainable, inclusive economic growth in Renfrewshire. On 30 October 2024, the Corporate Procurement and Economic Development teams co-hosted an event at Linwood Tweedie Hall, which brought together key anchor organisations across Renfrewshire including National Health Service and University of the West of Scotland. The session included informative presentations for local businesses about how to do business with Renfrewshire Council, with a key focus on selection criteria, award criteria and cyber security requirements. A presentation was also provided by Scottish Enterprise on collaborative bidding. The event also included round table discussions and exhibitors who could support local businesses, such as Supplier Development Programme, Federation of Small Business, Renfrewshire Chamber of Commerce, and Scottish Enterprise. In 2024/25, spend with local businesses increased to 20.09% and spend with SMEs was 53.5%. The Procurement Team work in collaboration with Renfrewshire Health & Social Care Partnership to support and deliver their Market Facilitation Plan 2025-27. Ensure the Council meets the requirements of the procurement Regulations and the fundamental principles of non-discrimination, transparency and proportionality and actively seek to utilise the new flexibilities introduced to introduce innovative procurement All procurements undertaken during the period 2024/25 complied with legislation and Statutory Guidance. The Council’s processes and procedures were fully aligned to the Scottish Government Procurement Journey, ensuring good governance and due diligence at all key milestones. The Single Procurement Document was used for all procurements, including where appropriate and proportionate, under £50,000 procurements. Page 321 of 442
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OFFICIAL Description Actions to date approaches that can support the Council to achieve its objectives. All Regulated tendering opportunities were advertised via the Public Contracts Scotland Suppliers’ Portal, and tenders above the GPA Threshold were also advertised via the Find a Tender Service. Page 322 of 442
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OFFICIAL Section 3 – Summary of Sustainable Procurement Benefits Procurement has a key role to play in supporting the Council in the delivery of its sustainable objectives. In November 2023, the Council published its first Sustainable Procurement Strategy, and Section 6 of that strategy outlines how sustainability will be embedded into procurement contracts Community Benefits Summary Renfrewshire Council identified one of its key objectives to be the exploring of “all opportunities to use its procurement activities to promote its wider policy objectives, including its social, economic and environmental objectives” in the Procurement Strategy. Community Benefits make a real difference to the lives of people in Renfrewshire, helping communities, community groups, schools and individuals. Working together with our colleagues in the Community Benefits Forum and our contractors, we aim to continue to maximise the social value that community benefits can bring. Once a contract is awarded, the Community Benefits Forum works closely with the Council’s procurement officers to co-ordinate and support the delivery of community benefits. Forum members include officers from the Council’s Economic Development Team, Invest in Renfrewshire, Children’s Services, and our third sector interface Engage Renfrewshire. To help suppliers deliver benefits to those most in need across Renfrewshire, Community Benefit Forum membership has grown to Page 323 of 442
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OFFICIAL include representation from a wider range of council services such as HSCP, Housing, ICT and Connected Communities as key partners. As well as monitoring the delivery of community benefits in existing contracts, the forum is a platform to share new Contract Strategies and identify new opportunities for the delivery of community benefits. The forum has significantly contributed to partnership working with providers, developing supplier capacity, local skills and employability by: • Encouraging participation in Meet the Buyer events, attendance at workshops supported by Engage Renfrewshire, and supporting the Chamber of Commerce mentoring programme. • Supporting supplier development through the Supplier Development Programme, setting up supplier mentoring sessions and helping small businesses to identify new contract opportunities. • Supporting school employability programmes, helping school leavers to achieve positive destinations through education, employment and training. • A free vacancy management service provided to advertise employment and work experience opportunities through Invest in Renfrewshire via X (formerly Twitter). • Providing opportunities for providers to meet and engage with potential candidates interested in vacancies associated with delivery of contracts. From 1 April 2024, the Council implemented Cenefits, a community benefit management system. Cenefits provides real time monitoring, reporting and evaluation of all procurement contracts with community benefit commitments. The table below is a summary of the community benefit requirements included as part of Renfrewshire Council’s regulated procurements over the last financial year. Table 5. Summary of Community Benefits Total number of regulated procurements awarded in 2024/25: 77 Total number of regulated procurements awarded that included a request/requirement for community benefits in 2024/25**: 55 Total number of regulated procurements awarded that included community benefits in 2024/25**: 53 **Contracts/Framework Agreements started in the financial year 2024/25 may have contract periods which extend past the end of the financial year and Community Benefits offered may accumulate to be offered in subsequent financial years. Page 324 of 442
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OFFICIAL During 2024/25, community benefits delivered the following benefits to individuals based in Renfrewshire: • 11 new jobs • 23 new apprenticeships • 41 Work Experience placements • 10 new Qualifications • 77 community benefits in other categories. Community Benefits Case Study Project: Paisley Grammar School Consultant: Ryder Architecture As part of their community benefit delivery, the company proposed to offer a job opportunity for an unemployed candidate. The vacancy was for an Assistant Project Co-ordinator, which was supported by Invest in Renfrewshire's Employer Liaison Team by way of vacancy management and arranging first and second job interviews. The successful candidate supported by Invest Renfrewshire secured a position as an Assistant Project Co-ordinator at Ryder Architecture. Ryder Architecture said “Thank you for your help in our recruitment process. You have found us very good candidates and it has been a difficult decision to come to, but we are delighted to offer this person the role of Assistant Project Co-ordinator”. Summary of Sustainability Benefits and benefits incorporated to tackle climate change Renfrewshire’s Plan for Net Zero The Renfrewshire plan for net zero commits the Council to taking a leadership role to deliver our ambitious plans to work towards net zero emissions by 2030. More information about the plan for net zero is available online here: https://www.renfrewshire.gov.uk/article/12759/Renfrewshires-Plan-for-Net-Zero Page 325 of 442
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OFFICIAL Aligned with the Sustainable Procurement Strategy, the Procurement team supports Renfrewshire’s Plan for Net Zero throughout the procurement process. Procurement has a key role to play in supporting the Council with the delivery of its net zero objectives. Funding received from the Climate Change Action Fund helped to ensure that the full Corporate Procurement team had access to a dedicated resource, who established a framework for training and development to support embedding sustainable procurement in all of our practices. All staff within CPU have completed Climate Literacy e-learning and have also benefited from additional support and input from internal and external experts to encourage new ways of thinking and to challenge the team to focus on sustainable solutions. Every procurement contract strategy considers opportunities for supporting climate priorities and how impacts should be measured. The new climate requirements of Question 4C.7 have been applied to our Single Procurement Documents, which has given bidders an opportunity to highlight the steps that they have taken to build their awareness of the climate change emergency, and how they plan to respond. Inclusion of climate-specific questions within our tender documents has invited ideas from suppliers offering climate-focused solutions. These actions then inform our approach to contract and supplier management, measuring progress and celebrating success. Table 6 outlines some of the procurements awarded during 2024/25 that included climate / environmental sustainability considerations and contributed to cross- functional Council priorities, strategies, and targets: Highlight Case Study – Demolition and Site Clearance, Tannahill The Project: Demolition and site clearance of Council properties in the Tannahill area, Paisley. The Budget: £0.631m The Objective: To demolish empty Council-owned domestic dwellings and clear the site, reducing anti-social behaviour whilst allowing for consideration of opportunities for redevelopment. The Challenge: The Housing Regeneration and Renewal Programme is identified as a key sustainability priority to deliver on Renfrewshire’s Plan for Net Zero commitment of "working towards ensuring all Council housing stock has an EPC of B by 2030 where feasible." It is therefore key that associated works – such as this demolition – carry the theme of sustainability through the procurement process. Page 326 of 442
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OFFICIAL The Mitigation: To address sustainability the ITT included a scored question (5%) on Net Zero and Circular Economy which asked for a detailed method statement describing how delivery of the works will support the Council’s Renfrewshire's Plan for Net Zero. The Outcome: The Contractor has an Environmental Policy and Emissions Policy that is reviewed annually, which includes use of a 100% renewable electricity supplier, and all office lighting being low energy LED fitments. For this specific contract they committed to the following: On-site Plant Equipment in intermittent use shall be shut down during the periods between work or be throttled to a minimum and, where practical, the use of HVO (Hydrotreated Vegetable Oil) will be utilised. Battery powered hand tools will be used in preference to petrol-driven alternatives Waste collected and segregated using a licensed Waste Management Contractor who provide detailed monthly waste reports. In the initial response it was anticipated that around 95% of all materials arising from demolition works will be recycled. In line with normal company outcomes only contaminated materials will be disposed of to landfill. Working to support reuse and recycling charities in their efforts to prevent materials from entering landfill by segregating repairable items/materials for refurbishment by these organisations. Monitoring dust emissions daily and using pressure washers to minimise dust generated and water canon to suppress any airborne particles that do arise. Page 327 of 442
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OFFICIAL Table 6 Climate Outcomes in 2024/25 Procurements Contract Title Sustainability Summary Hire of 5 x 18T Gritters - RC- CPU-23-254 The vehicles will be Euro 6 compliant and equipped with Ad blu, which is a diesel exhaust fluid. This particulate filter further reduces solid particulates from the vehicles exhaust emissions. Lot 2 – Asbestos Removal and Disposal - RC-CPU-23-005 The contractor is ISO 14001 accredited and is required to comply with all relevant waste regulations. The contractor is required to immediately place any asbestos waste in approved polythene bags or sheets to be clearly marked as asbestos waste, and state the licensed waste disposal site that they will use in the consignment note. Our Lady of Peace Primary School Rewire - RC-CPU-23-190 The contractor was required to consider energy saving measures where possible; as part of the rewire all lighting is being changed to low energy LEDs. Contractors were required to consider waste reduction and recycling measures and provide waste carrier details. Replacement of running track, On X Sports Centre Linwood - RC-CPU-23-209 The Scottish Procurement Document (SPD) Environmental Management question 4D was utilised and the Contractor is ISO 9001 and ISO I4001 accredited. Paisley Grammar School Community Campus (PGSCC) – Principal Contractor (PC) Main Works - RC-CPU-21-247 PGSCC is a strategic project and will be the first Passivhaus standard school in Renfrewshire. In light of this it was key that the theme of sustainability was present through the construction phase as well as in the final product. Carbon – the contractor is tracking and monitoring the embodied carbon of the projects and working in partnership with their supply chain to keep levels to a minimum. The contract has also committed to explore opportunities for alternative heating sources, e.g. connecting to district heating network. Vehicles – the contractor has committed to ensure site vehicle emissions are considered as well as reducing business travel by working with local supply chains, etc. Page 328 of 442
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OFFICIAL Contract Title Sustainability Summary Waste – the contractor has committed to minimising waste throughout the project Demolition and site clearance of Council properties at Tannahill area, Paisley - RC-CPU-23-218 The Scottish Government funded five days of mentoring from Sustainable Procurement Limited, focusing on circular economy and sustainability opportunities within the Housing-Led Regeneration Programme. To strengthen sustainability outcomes, a scored sustainability technical question was included on Net Zero and Circular Economy asking bidders to demonstrate how their approach would support the Council’s climate goals. To track progress throughout the contract, a Sustainability Scorecard and scoring matrix were introduced, helping monitor key targets and achievements. Vehicle Replacement Programme Contracts: Supply and Delivery of 3x Refuse Collection Vehicles - RC- CPU-23-339 Supply and Delivery of 1x 18T Narrow Track Refuse Collection Vehicle - RC-CPU-24-215 Supply and Delivery of 2 x 16 Seat + Driver Wheelchair Accessible Bus (RC-CPU-24- 345) Supply and Delivery of 2 x 22 Seat + Driver Large Buses with Tail Lift (RC-CPU-25-005) The continued replacement of current Renfrewshire Council vehicles with new vehicles of Euro 6 emission standards, helps Renfrewshire Council continue to reduce the carbon footprint of the fleet by removing older and less environmentally efficient vehicles. The Council will continue to explore alternative fuelled models including electric, hydrogen and hydrotreated vegetable oil (HVO) fuelled vehicles. Page 329 of 442
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OFFICIAL Contract Title Sustainability Summary Tandlemuir Farm Peatland Restoration - RC-CPU-23-247 The project was in support the Council’s response to climate change and the delivery of Renfrewshire’s Plan for Net Zero through the storage of carbon emissions and works which support, enhance and connect existing habitats. Peatland is one of the most effective ways of locking in carbon, offering a clear nature- based solution to the climate crisis. The contractor was required to consider energy saving measures where possible through the duration of the works. Planned Preventative Maintenance, Servicing and Reactive (Unplanned) Maintenance to Sheltered Housing Buildings Heating Systems - RC-CPU-23-152 The contractor has committed to monitoring their scope 1,2, & 3 emissions over the life of the contract, working towards net zero for scope 1 and 2 by 2025 as well as an offsetting program of tree planting. The contract also committed to circular processing of waste including redistribution of reusable elements and recycling of materials as well as making sure non-electric vehicles are Euro-6 standard and a move to low-carbon solutions for energy, lighting, and heating. Demolition of Properties 38-52 Waverley Road, Paisley - RC- CPU-23-281 The ITT included SPD Environmental Management questions 4C.7, 4D.1 and 4D.2 and the contractor was required to comply with ISO14001 standards as well as relevant waste management regulations. The contractor took steps to ensure handling of waste was done in a circular approach, that dust emissions were mitigated where possible, and plant equipment was used mindfully: switched off when not in use and throttled to a minimum. Communal Ground Source Heat Pump solution for Gallowhill Multi Storey Blocks - RC-CPU- 24-041 The replacement of the gas combi boilers coming to the end of their lifespan with a shared ground loop source heat pump heating solution is in line with the Council’s goal to decarbonise heating. The contractor was also required to consolidated deliveries to site where feasible, and produce a site-specific waste management plan. Framework Agreement for Banking Services - RC-CPU-23- 151 The supplier was required to submit their Environmental, Social, and Governance (ESG) policy as part of the tender submission, as well as detail how they would support Renfrewshire’s climate ambitions as set out in the Plan for Net Zero. Page 330 of 442
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OFFICIAL Contract Title Sustainability Summary External Works Ferguslie Green Line – Neighbourhood Centre - RC-CPU-24-026 The contractor implemented waste management plans to reduce, reuse and recycle construction waste and established monitoring programmes to track environmental parameters. Development of Outline Business Cases (OBC) for Paisley Central and Paisley North (AMIDS Extension) potential district heating networks - RC-CPU-24-169 As part of the Council’ ambition to decarbonise their heat network and provide similar opportunities across the county, this contract will help support the LHEES strategy and explore options for future district heating developments. Page 331 of 442
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OFFICIAL Section 4 – Supported Business Summary As part of Renfrewshire Council’s action plan, it was noted that support would continue for the development and growth of Supported Businesses, local SMEs, social enterprises, and third sector organisations A Supported Business is defined in the Public Contracts (Scotland) Regulations 2015 as an organisation where: • its main aim is to socially and professionally integrate disabled and disadvantaged people; and • at least 30% of its employees are disabled or disadvantaged persons. In 2024/25, Renfrewshire Council spent £0.166m with the following Supported Businesses: • Hey Girls • Scotland’s Bravest Manufacturing Company Where proportionate and appropriate to do so, the Procurement team will include contract conditions within works procurement exercises, that the main contractor subcontract elements of the works to a Supported Business. This followed a successful trial in November 2023. Section 5 – Future Regulated Procurement Summary Renfrewshire Council’s Contract Register is publicly available on the Public Contract Scotland website: https://www.publiccontractsscotland.gov.uk/Default.aspx This provides details of regulated contract start and end dates, as well as noting renewal expectations and extension options available. Contracts that have an expiry date within the next two years (whether expiry of initial term or expiry after conclusion of any extension period), have informed the work plan for the next two financial years, and details can be found in Annex 3 of this report. Section 6 – Future Opportunities Purchase to Pay Programme Purchase to Pay (P2P) is the set of processes that covers the activities of requesting, purchasing, receiving, paying, and accounting for goods, services and works. In 2023/24, the Council launched its P2P programme, which aims to deliver improved processes, controls, and compliance within all areas of the P2P cycle. The Page 332 of 442
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OFFICIAL new P2P Model provides a substantial opportunity to the Procurement Team. Coupled with enhancements in technology, analytics and workflow, the new P2P Model will deliver an efficient service, create a simplified user experience, and promote stronger supplier relationships. In 2024/25 substantial progress was made within the Programme including the approval of a Council wide No Purchase Order No Pay policy, and the scoping and specification of the new Procurement ERP System. In 2025/26, the Council will implement the new No Purchase Order No Pay policy and launch the new Procurement ERP system, and decommission its use of PECOS. The Corporate Procurement Team is supporting all aspects of this programme, including leading and supporting various workstreams, and representation on Programme Boards. Community Wealth Building ~ Progressive Procurement Renfrewshire Council’s Plan for the period 2022 – 2027 sets out the Council’s ambition to build an inclusive, green and resilient economy. Actions within the Plan include: Delivering a Community Wealth Building approach to a wellbeing economy in Renfrewshire - supporting local enterprises and the development of local assets, ensuring how we spend our money benefits Renfrewshire's communities and supports just labour markets and the progressive procurement of goods and services Progressive Procurement is one of the five pillars of Community Wealth Building. Our aim is to build capacity in our local supply chain to enable more local businesses to access public sector tendering opportunities both as direct suppliers and sub- contractors. The Corporate Procurement team in Renfrewshire Council has already established a positive working relationship with the Council’s Economic Development team. Together both teams have been actively promoting opportunities for Community Wealth Building, to increase local spend not just with the Council, but with the wider public sector. As an indicator of past performance and to establish a baseline for improvement, we have used Indicator ECON04 – Proportion of procurement spent on local enterprises from the Local Government Benchmarking Framework 2021-22 data published by the Improvement Service. Page 333 of 442
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OFFICIAL (https://www.improvementservice.org.uk/benchmarking/explore-the-data/local- government-professionals) In the financial year 2024/25 across Scotland the average percentage of procurement spend with local enterprises was 30.85%. The Family Group* average for the area was 20.69%. In 2024/25, Renfrewshire Council’s spend with local enterprises was 20.09%. *The Local Government Benchmarking Framework (LGBF) uses ‘family groups’ to allow local authorities to compare themselves with other councils with similar characteristics. Renfrewshire’s family group for economic development indicators is Angus, Clackmannanshire, East Renfrewshire, Inverclyde, Midlothian, South Lanarkshire and West Lothian. Our approach to the development of capacity across our local business community requires to be conducted in accordance with the general principles of procurement, but also aligned to our objectives to improve access to council contracting opportunities for local businesses. During 2024/25, the following activities were undertaken to increase access for local suppliers to below Regulation contracts: • Internal RenTalk session delivered by the Corporate Procurement Manager on undertaking below £25,000 purchases; • Development and launch of a guide for Council staff responsible for purchases below £25,000; • Inclusion of supply chain development community benefits in procurements where reasonable and proportionate. In addition, a a Meet the Buyer event was hosted with Economic Development on 30 October 2024 at Tweedie Hall for local businesses. The session included informative presentations for local businesses about how to do business with Renfrewshire Council, NHS and University of West of Scotland, roundtable discussions, and exhibitors who can support local business, such as Supplier Development Programme, Federation of Small Business, Renfrewshire Chamber of Commerce and Scottish Enterprise. Feedback from the event will help to inform our future agendas for market engagement events. Suppliers have confirmed they would like to learn more about upcoming opportunities, community benefits, specific award criteria, how to increase chances of winning Quick Quotes and a tender demonstration. Future Opportunities - Projects The following information highlights some future procurement opportunities for which the Council anticipates going to market in the next couple of years. Page 334 of 442
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OFFICIAL A full list of anticipated future regulated procurement activity over the next two years, along with estimated award dates, is provided in Annex 3. Future opportunities will be advertised via Public Contracts Scotland and, where appropriate, the Find a Tender service. Renfrewshire Council actively encourages all interested organisations to register on Public Contracts Scotland to receive notifications relating to future opportunities. Housing Regeneration And Renewal Programme Renfrewshire Council has embarked on an ambitious programme of investment in Housing Led Regeneration and Renewal in Renfrewshire. The investment of at c£100m over a ten-year period will deliver modern, high-quality, energy efficient, affordable Council housing that will not only significantly enhance the Council’s housing stock but will also contribute to the wider transformation of communities and will be central to the economic and social recovery of Renfrewshire. Contract requirements will include demolition of existing properties, building of new homes and associated design services, retrofit and refurbishment of existing properties, environmental works and construction consultancy services. All contractors will be encouraged to advertise sub-contracting opportunities locally. Maintenance and Reactive Repairs of CCTV, Fire Alarm and Intruder Alarm Systems (including the Provision of an Alarm Monitoring Service) Term Contract for the Statutory Maintenance and Reactive Repairs of CCTV, Fire Alarm and Intruder Alarm Systems (including the Provision of an Alarm Monitoring Service) – the Council seeks a suitably experienced Contractor for the regular planned statutory maintenance of: • Closed-Circuit Television (CCTV) systems • Fire alarm systems • Intruder alarm systems. The contract will incorporate a 24/7/365 reactive repairs service to the above- mentioned systems as well as the provision of a 24/7/365 alarm monitoring service. It is envisaged that this tender will be advertised in February/March 2026 with a contract start date of Summer 2026. Roads Related Maintenance Works A four-year Framework Agreement will be renewed to provide road-related maintenance works. The new framework will be tendered in February/March 2026, with an anticipated start date in Summer 2026. Page 335 of 442
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OFFICIAL The framework will be structured into individual lots and organisations will have the opportunity to bid for one or more lots. The lots may include (but not limited to) carriageway resurfacing, footway resurfacing and minor traffic improvements. Multi-Storey Refurbishment Programme Renfrewshire Council will embark on an ambitious programme of investment across all 14 multi-storey high-rise buildings. The programme will include (but not limited to); survey of external fabric condition, external cladding repairs, roof renewal, renewal of rainwater elements, window installation, fire door replacement, smoke and ventilation replacement, cleaning and repainting, and refurbishment works. It is anticipated that the first tender will be advertised in Spring 2026. Specialist Cleaning, Clearances and Ad hoc Services It is anticipated that a new tender will be published around October/November 2025 to procure a specialist contractor to carry out a specialist cleaning, clearance and ad- hoc services to void and tenanted housing properties, gardens, shared communal areas and streets. As well as providing the service to other Council Services such as Environmental Services for the cleaning of the public toilets in Barshaw Park. This is a 2-year contract with the option to extend for up to 12 months on two separate occasions. Framework for Transportation It is anticipated that this requirement will be tendered in November/December 2025 to replace the current framework for Transportation. This framework is primarily required to cover the provision of taxi and bus services for Renfrewshire Council school children with additional support needs (ASN) between their homes and school; however, it will also include ad hoc bus/taxi journeys for schools; Renfrewshire Council staff in the course of their employment; council residents/their representatives; and homeless applicants travelling to temporary accommodation. Corporate WEEE Recycling A new contract is required to undertake an efficient and effective electrical recycling service for the collection, treatment and disposal of all corporate electronic equipment in accordance with legislative obligations of the Waste Electrical and Electronic Equipment Regulations (WEEE). It is anticipated that this requirement will be tendered early 2026 and will include, but not be limited to, IT equipment such as desktop PCs, monitors, laptops, Chromebooks, TV screens, printers, scanners, servers/server parts, mobile phone and telephone handsets, IT peripherals, mixed domestic WEEE. Page 336 of 442
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OFFICIAL Annual Procurement Report Ownership and Contact Details Laura Gillan; Interim Corporate Procurement Manager Email: laura.gillan@renfrewshire.gov.uk Page 337 of 442
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OFFICIAL Annex 1: Regulated Procurements Awarded in the Period 1 April 2024 – 31 March 2025 TITLE AWARD DATE START DATE END DATE VALUE SUPPLIER NAME Provision of Community Based Mental Health Services incorporating DBI Services Level 2 02/04/2024 03/04/2024 03/04/2026 £1,556,000 RAMH MTC Roller Shutter Maintenance and Repair 04/04/2024 01/04/2024 31/03/2027 £750,000 Aardee Security Shutters Ltd Online payments and cashless catering 23/04/2024 26/04/2024 26/04/2034 £1,239,727 ParentPay Ltd Candren Burn Restoration Feasibility Study 26/04/2024 01/05/2024 01/11/2024 £55,782 Envirocentre Limited Award of Park Mains High School Extension - Quantity Surveyor 29/04/2024 18/03/2025 18/06/2028 £132,843 Doig and Smith Provision of Community Based Alcohol & Drug Prevention & Treatment Service 30/04/2024 01/05/2024 01/05/2027 £417,432 RCA Trust Sheltered Housing Warden Call General and Reactive Maintenance 01/05/2024 01/06/2024 01/06/2027 £300,000 Robertson Acom Ltd Paisley Halloween Festival 2024- Lighting and Projection 03/05/2024 06/05/2024 06/01/2025 £70,000 Grant Anderson Design Limited Paisley Halloween Festival 2024- Parade and Town Centre Animation 03/05/2024 06/05/2024 06/01/2025 £150,000 Cirque Bijou Treatment of Waste Upholstered Domestic Seating (WUDS), Persistent Organic Pollutants (POP's) 03/05/2024 13/05/2024 12/11/2024 £177,000 Enva Scotland Limited Supply and Delivery of 200 Laptops 07/05/2024 07/05/2024 07/11/2024 £102,434 HP Inc UK Limited Debt Recovery and Sheriff Officer Services 08/05/2024 11/05/2024 11/05/2025 £60,000 Walker Love The Provision of OHMS 15/05/2024 01/04/2024 31/03/2025 £139,554 NEC Software Solutions The Provision of a GIS System 15/05/2024 01/04/2024 31/03/2025 £85,000 ESRI (UK) Provision of Gas Safety Audits and Associated Services 17/05/2024 20/05/2024 20/05/2027 £155,000 CORGI Technical Services Ltd St James' Playing Field Modular Pavilion 23/05/2024 08/03/2024 29/11/2024 £2,723,941 SKW Construction Ltd Electrical Testing and Remedial Works - Bishopton Area 04/06/2024 11/03/2024 11/08/2024 £123,710 Valley Group Limited Electrical Testing and Remedial Works - Paisley Area 04/06/2024 11/03/2024 11/08/2024 £176,530 G.D. CHALMERS LIMITED Treatment & Disposal of Tarmac 05/06/2024 10/06/2024 10/06/2027 £177,000 J & M MURDOCH & SON LTD Insurance Claims Management System 14/06/2024 01/08/2024 01/08/2029 £71,985 Alphatec ICT Healthchecks (Interim) 28/06/2024 01/07/2025 01/07/2026 £125,000 Quorum Cyber Security Limited Provision of an Automated Assistant for Customer Services 01/07/2024 02/07/2024 02/07/2027 £560,000 ICS.AI Ltd Invest to Save Business Case for Smart Social Housing at Scale 05/07/2024 22/03/2024 05/07/2024 £139,182 Commsworld Ltd Page 338 of 442
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OFFICIAL TITLE AWARD DATE START DATE END DATE VALUE SUPPLIER NAME Apex Asset Management System 05/07/2024 01/04/2024 31/04/2027 £124,373 Rowanwood Professional Services LTD Postal Services 08/07/2024 25/07/2024 25/07/2025 £120,000 Whistl UK Ltd Supply and Delivery of 3x Refuse Collection Vehicles 08/07/2024 08/07/2024 08/03/2025 £669,702 Farid Hillend Engineering Limited Supply and Delivery of 7 Electric Vans 22/07/2024 22/07/2024 22/01/2025 £148,509 Toyota (GB) PLC Council-Wide Key Holding and Reactive Response Service 24/07/2024 01/08/2024 01/08/2027 £90,000 Profile Security Websites Hosting Solution 12/08/2024 09/12/2024 09/12/2025 £64,000 Acquia Structural Assessment Reviews and Principal Inspections 13/08/2024 02/09/2024 31/03/2025 £115,160 Amey OW Ltd Paisley Museum Re-imagined (PMR): Audio Visual & Information Communication Technology System 16/08/2024 30/07/2024 25/07/2025 £419,861 Heritage Interactive Ltd Teacher Booking System 22/08/2024 26/08/2024 26/08/2028 £112,860 Teacher Booker The Provision of a Microsoft 365 Backup Solution 28/08/2024 07/08/2024 07/08/2027 £280,000 Phoenix Software Supply and Delivery of 12 Electric Cars 29/08/2024 29/08/2024 28/02/2025 £171,566 Nissan Motors GB (Ltd) Active Multi Asset Investment Manager 26/09/2024 01/10/2024 01/10/2027 £698,610 LGT Wealth Management Tenanted Properties - Internal Refurbishment 26/09/2024 01/10/2024 01/10/2025 £3,000,000 Bell Group UK Ltd Provision of an Externally Hosted Website and Intranet (interim) 30/09/2024 02/01/2024 02/01/2026 £104,712 GOSS Interactive Ltd Advance Automation Technology 03/10/2024 03/10/2024 02/10/2025 £121,350 Blue Prism Term Contract for a Planned Programme of In-Service Inspection and Testing of Electrical 09/10/2024 06/01/2026 05/01/2029 £500,000 Norwood Electrical (UK) Ltd Processing & Recycling of Brick & Rubble 09/10/2024 01/06/2022 31/05/2025 £177,000 Enva Scotland Limited Processing & Recycling of Cardboard from the Councils HWRCs 09/10/2024 01/06/2022 31/05/2025 £13,500 Enva Scotland Limited Processing & Recycling of Mixed Paper and Card 10/10/2024 01/05/2023 30/04/2025 £900,000 WRC Recycling Limited Resourcing Support - Sustrans Embedded Senior Project Officer 10/10/2024 17/09/2023 16/09/2026 £93,000 Sustrans Recycling & Disposal of Mechanical Street Cleaning Arisings 10/10/2024 01/04/2022 30/03/2025 £650,000 Wm Hamilton & Sons Limited Treatment, Recycling & Disposal of Mixed Waste from the Council’s Household Waste Recycling Centres (HWRC’s) and Waste Arisings from 10/10/2024 01/04/2022 30/03/2025 £6,500,000 Enva Scotland Limited BMS, Bureau Service and Planned Preventative Maintenance (PPM) 16/10/2024 16/10/2024 16/10/2027 £1,575,000 Affiniti Response Limited PPM, Servicing and Reactive (Un-Planned) Maintenance to Sheltered Housing Buildings Heating Systems 16/10/2024 01/11/2024 01/11/2027 £700,000 Alba Facilities Services Ltd Page 339 of 442
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OFFICIAL TITLE AWARD DATE START DATE END DATE VALUE SUPPLIER NAME Payment Processing Service 29/10/2024 28/10/2024 28/10/2027 £260,000 Access Paysuite Limited Processing & Recycling of Mixed Plastics, Cans and Glass 29/10/2024 01/11/2024 01/05/2025 £120,000 Regen Waste Limited Procurement cards 30/10/2024 02/09/2024 31/10/2025 £5,000,000 National Westminster Bank Public Limited Company Provision of Technology Enabled Care Alarm Receiving Service 01/11/2024 01/11/2024 01/11/2026 £990,979 Bield Housing & Care Provision of Supported Living and Community Based Support Services for Adults with Social Care Needs 08/11/2024 08/11/2024 08/11/2028 £210,000,000 Active healthcare Provision of Supported Living and Community Based Support Services for Adults with Social Care Needs 08/11/2024 08/11/2024 08/11/2028 £210,000,000 Affinity Trust Provision of Supported Living and Community Based Support Services for Adults with Social Care Needs 08/11/2024 08/11/2024 08/11/2028 £210,000,000 All Care Services Ltd Provision of Supported Living and Community Based Support Services for Adults with Social Care Needs 08/11/2024 08/11/2024 08/11/2028 £210,000,000 Ayrshire Care Solutions Provision of Supported Living and Community Based Support Services for Adults with Social Care Needs 08/11/2024 08/11/2024 08/11/2028 £210,000,000 Capability Scotland Provision of Supported Living and Community Based Support Services for Adults with Social Care Needs 08/11/2024 08/11/2024 08/11/2028 £210,000,000 Care Solutions Homecare Limited Provision of Supported Living and Community Based Support Services for Adults with Social Care Needs 08/11/2024 08/11/2024 08/11/2028 £210,000,000 Community Integrated Care Provision of Supported Living and Community Based Support Services for Adults with Social Care Needs 08/11/2024 08/11/2024 08/11/2028 £210,000,000 Cornerstone Community Care Provision of Supported Living and Community Based Support Services for Adults with Social Care Needs 08/11/2024 08/11/2024 08/11/2028 £210,000,000 Delight Supported Living Ltd Provision of Supported Living and Community Based Support Services for Adults with Social Care Needs 08/11/2024 08/11/2024 08/11/2028 £210,000,000 ENABLE Scotland (leading the Way) Provision of Supported Living and Community Based Support Services for Adults with Social Care Needs 08/11/2024 08/11/2024 08/11/2028 £210,000,000 HRM Homecare Services Ltd Provision of Supported Living and Community Based Support Services for Adults with Social Care Needs 08/11/2024 08/11/2024 08/11/2028 £210,000,000 Key Housing Association Limited Provision of Supported Living and Community Based Support Services for Adults with Social Care Needs 08/11/2024 08/11/2024 08/11/2028 £210,000,000 Living Ambitions Ltd Provision of Supported Living and Community Based Support Services for Adults with Social Care Needs 08/11/2024 08/11/2024 08/11/2028 £210,000,000 McFarlane Trust Ltd. Page 340 of 442
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OFFICIAL TITLE AWARD DATE START DATE END DATE VALUE SUPPLIER NAME Provision of Supported Living and Community Based Support Services for Adults with Social Care Needs 08/11/2024 08/11/2024 08/11/2028 £210,000,000 Partners for Inclusion Provision of Supported Living and Community Based Support Services for Adults with Social Care Needs 08/11/2024 08/11/2024 08/11/2028 £210,000,000 Scottish Action for Mental Health Provision of Supported Living and Community Based Support Services for Adults with Social Care Needs 08/11/2024 08/11/2024 08/11/2028 £210,000,000 Scottish Autism Provision of Supported Living and Community Based Support Services for Adults with Social Care Needs 08/11/2024 08/11/2024 08/11/2028 £210,000,000 SCRT Limited Provision of Supported Living and Community Based Support Services for Adults with Social Care Needs 08/11/2024 08/11/2024 08/11/2028 £210,000,000 The Richmond Fellowship Scotland Limited Provision of Supported Living and Community Based Support Services for Adults with Social Care Needs 08/11/2024 08/11/2024 08/11/2028 £210,000,000 Turning Point Scotland Provision of Supported Living and Community Based Support Services for Adults with Social Care Needs 08/11/2024 08/11/2024 08/11/2028 £210,000,000 Wheatley Care Provision of Supported Living and Community Based Support Services for Adults with Social Care Needs 08/11/2024 08/11/2024 08/11/2028 £210,000,000 Quarriers Provision of Supported Living and Community Based Support Services for Adults with Social Care Needs 08/11/2024 08/11/2024 08/11/2028 £210,000,000 RAMH Road Kerb and Footway Herbicide Application 13/11/2024 01/04/2025 01/10/2025 £116,650 Complete Weed Control (Scotland South East) Limited Renfrewshire.gov.uk Delivery Phase 19/11/2024 09/12/2024 09/06/2026 £159,970 TPXimpact Limited Building Repairs Management System 29/11/2024 05/01/2024 05/01/2026 £579,268 Advanced Business Software & Solutions Ltd The Provision of Phishing Prevention Software 02/12/2024 28/10/2024 28/10/2027 £667,284 Softcat Plc Maintenance of Business Objects 19/12/2024 01/01/2025 01/01/2026 £57,500 Influential Software Services Ltd Employee Benefits 20/12/2024 07/01/2025 07/01/2028 £550,000 SME HCI Ltd (Trading as Vivup) Service Desk System 24/12/2024 13/01/2025 13/01/2027 £170,640 Halo Service Solutions Ltd Supply of Forcepoint Licences 24/12/2024 03/01/2025 03/01/2028 £130,078 Chess Cybersecurity Ltd / Cyberlab The Supply and Delivery of Switches and Licences 07/01/2025 30/07/2025 29/07/2032 £272,000 XMA Limited Development of Outline Business Cases (OBC) for Paisley Central and Paisley North (AMIDS Ext) potential district heating network 10/01/2025 06/01/2025 30/06/2025 £174,937 Buro Happold Ltd Housing Management System 04/02/2025 31/01/2025 31/01/2030 £1,796,665 NEC Software Solutions UK Limited Page 341 of 442
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OFFICIAL TITLE AWARD DATE START DATE END DATE VALUE SUPPLIER NAME Waste Management, Route Optimisation and In-Cab Technology 14/02/2025 10/02/2025 09/02/2028 £273,750 Bartec Municipal Technologies Ltd Supply, Install and Commission Parking Meters 2024 20/02/2025 03/03/2025 03/03/2028 £179,086 Flowbird Smart City UK Limited (Formerly Parkeon) Support Service for People with a Head Injury and their Families/Carers 26/02/2025 01/04/2025 01/04/2028 £300,000 Quarriers Call off Contract for Banking Services - Lot 1 Renfrewshire Council and Associated Bodies 27/02/2025 01/03/2025 28/02/2030 £282,000 Clydesdale Bank PLC Framework Agreement for Banking Services 27/02/2025 01/03/2025 01/03/2030 £307,500 Clydesdale Bank PLC Supply and Delivery of 1x 18T Narrow Track RCV 27/02/2025 28/02/2025 28/10/2025 £220,698 Dennis Eagle Ltd The Provision of iWorld, Revs and Bens, NDR and BIDS 05/03/2025 01/04/2025 31/03/2026 £73,043 NEC Software Solutions Planned Maintenance of Fire Extinguishers and Associated Kit 07/03/2025 10/03/2025 10/03/2026 £177,000 M & S Fire Protection Ltd Parking Provision Study 17/03/2025 08/05/2025 08/03/2026 £178,100 AECOM Processing & Recycling of Mechanical Street Sweepings 21/03/2025 01/04/2025 01/04/2029 £800,000 J & M MURDOCH & SON LTD Treatment, Recycling & Disposal of Mixed Waste from the Councils 5 x HWRC's 21/03/2025 01/04/2025 01/04/2029 £4,000,000 Enva Scotland Limited Treatment of Waste Upholstered Domestic Seating (WUDS), Persistent Organic Pollutants (POPS) 24/03/2025 01/04/2025 01/04/2026 £1,300,000 Enva Scotland Limited Processing & Recycling of Light Scrap Metal from the Councils HWRCs 27/03/2025 01/04/2025 01/04/2029 £400,000 WRC Recycling Limited The Provision of OHMS 27/03/2025 01/04/2025 01/04/2026 £144,031 NEC Software Solutions Page 342 of 442
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OFFICIAL Annex 2: Non-Regulated Procurements Awarded in the Period 1 April 2024 – 31 March 2025 TITLE AWARD DATE START DATE END DATE VALUE SUPPLIER NAME Demolition of dangerous building; The Brown Institute, Renfrew 04/04/2024 15/04/2024 15/06/2024 £105,045 CASKIE LIMITED Call off No.1 West Area - Lot 2 : Footway Resurfacing 08/04/2024 06/05/2024 27/05/2024 £66,537 John McGeady Ltd Call Off No. 1 North East Area - Lot 1 : Carriageway Resurfacing 17/04/2024 15/04/2024 30/04/2024 £121,867 Hillhouse Quarry Group Ltd T/A MacASPHALT Design of Active Travel Route Bishopton to West Ferry Roundabout 19/04/2024 01/05/2024 30/11/2024 £45,000 AECOM Limited Contact Centre Workforce Management System, 29/04/2024 01/06/2024 31/05/2025 £14,000 Netcall Technology Limited Banking Services 30/04/2024 01/10/2024 28/02/2025 £17,000 Clydesdale Bank Plc Johnstone Wheeled Sports Facility - Thomas Shanks Park 01/05/2024 13/05/2024 17/06/2024 £50,000 Bendcrete Leisure Ltd Castlehead High School Roof Strengthening 01/05/2024 03/06/2024 03/09/2024 £825,753 Hugh LS McConnell AMIDS South Phase 4 GI 03/05/2024 20/05/2024 26/07/2024 £143,480 Allied Exploration & Geotechnics Limited Award of Road Kerb and Footway Herbicide Application 07/05/2024 15/05/2024 14/05/2025 £39,550 Complete Weed Control (Scotland South East) Limited Our Lady of Peace Primary School Rewire 08/05/2024 28/06/2024 28/08/2024 £533,914 A Alexander & Son Electrical Ltd Prieston Road, Bridge Of Weir New Streetlighting Installation 10/05/2024 15/05/2024 10/07/2024 £214,368 Pegasus Power & Communications Ltd Installation and Replacement Streetlighting (5 and 6 metres) 10/05/2024 15/05/2024 15/08/2024 £195,142 Pegasus Power & Communications Ltd Package Order No. 1 24/25 Lot 8 10/05/2024 18/05/2024 08/03/2025 £177,976 Markon Limited Replacement of bespoke lanterns, various locations within Renfrew Town Centre 14/05/2024 15/05/2024 01/08/2024 £115,853 Iguzzini Illuminazione Uk Limited Award of Payment Card Production 14/05/2024 15/05/2024 14/05/2027 £49,999 allpay Limited Call Off No. 2b - Lot 1 : Carriageway Resurfacing 15/05/2024 10/06/2024 16/06/2024 £94,342 John McGeady Ltd Call Off No. 3 - Lot 1 : Carriageway Resurfacing 15/05/2024 03/06/2024 16/06/2024 £135,427 John McGeady Ltd Call Off No. 2a - Lot 1 : Carriageway Resurfacing 15/05/2024 27/05/2024 09/06/2024 £164,558 John McGeady Ltd Award of Election Printing Services 24/05/2024 24/05/2024 23/05/2025 £15,000 Critiqom Ltd General Inspections 24/25 24/05/2024 28/05/2024 27/05/2025 £34,888 Sweco UK Limited Replacement of running track, On-X Sports Centre Linwood 30/05/2024 17/06/2024 02/09/2024 £339,798 Allsports Construction & Maintenance Ltd Park Mains High School Extension - Interior Designer 30/05/2024 03/06/2024 30/08/2024 £31,485 Space Zero Payment Processing Services (short term) 04/06/2024 01/08/2024 31/10/2025 £30,000 Allpay Limited Call Off Contract from SXL Electrical Materials 07/06/2024 10/06/2024 09/06/2025 £1,500,000 Edmundson Electrical Page 343 of 442
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OFFICIAL TITLE AWARD DATE START DATE END DATE VALUE SUPPLIER NAME Wheeled Sport Area Installations - Linwood 10/06/2024 17/06/2024 02/09/2024 £70,000 Bendcrete Leisure Ltd Testing Services 11/06/2024 11/06/2024 11/06/2025 £49,999 National Testing Services Sheltered Housing Heating MTC 12/06/2024 22/05/2024 21/11/2024 £49,999 Alba Facilities Services Ltd Surface Treatment 2024/25 21/06/2024 01/07/2024 01/10/2024 £378,642 kiely bros ltd Call Off No.6a - Lot 1 : Carriageway Resurfacing 25/06/2024 08/07/2024 15/08/2024 £91,576 John McGeady Ltd Call Off No.6c - Lot 1 : Carriageway Resurfacing 25/06/2024 08/07/2024 15/08/2024 £149,690 John McGeady Ltd Call Off No.6b - Lot 1 : Carriageway Resurfacing 25/06/2024 08/07/2024 15/08/2024 £156,385 John McGeady Ltd Traffic Reduction Survey - Village Safe Walking Initiative Phase 2 25/06/2024 01/07/2024 30/06/2025 £23,683 Stantec Uk Limited Award of Road Kerb and Footway Herbicide Application 25/06/2024 01/08/2024 31/07/2025 £39,550 Complete Weed Control (Scotland South East) Limited Inspect, Maintain and Repair Fixed and Portable Gym Equipment 26/06/2024 05/07/2024 05/07/2026 £22,980 Sportsafe UK Ltd Dargavel Primary Internal Alterations 28/06/2024 25/07/2024 25/09/2024 £90,428 City Gate Construction Limited Demolition and site clearance of Council properties at Tannahill area, Paisley 01/07/2024 15/07/2024 15/07/2025 £630,817 CASKIE LIMITED Park Mains High School Extension - Principal Designer 04/07/2024 05/07/2024 05/07/2028 £41,435 Hypostyle Designs Limited Linwood On-X: Refurbishment of Hockey Pitch 09/07/2024 29/07/2024 18/10/2024 £456,224 Allsports Construction & Maintenance Ltd Package Order No. 2 24/25 Lot 8 Road Markings 09/07/2024 15/07/2024 03/03/2025 £177,976 Markon Limited AMIDS Compulsory Purchase Order (CPO) Inquiry 09/07/2024 29/05/2024 31/07/2024 £34,500 Cms Cameron Mckenna Nabarro Olswang Llp Social Transport Drivers 12/07/2024 01/08/2024 01/08/2025 £49,999 Hays Specialist Recruitment Ltd Software Asset Management as a Service (SaaS) 12/07/2024 15/07/2024 14/01/2025 £49,999 Business Continuity Services Ltd Call Off No.7b - Lot 1 : Carriageway Resurfacing 16/07/2024 22/07/2024 15/08/2024 £144,743 John McGeady Ltd Call Off No. 7a Area - Lot 1 : Carriageway Resurfacing 16/07/2024 22/07/2024 15/08/2024 £161,384 John McGeady Ltd Household WEEE 18/07/2024 01/11/2024 31/03/2025 £0 Repic Limited Health & Vocational Rehabilitation Assessment 23/07/2024 06/08/2024 06/08/2025 £127,850 Stepwell Consultancy Ltd. Call Off No. 8 - Lot 1 : Carriageway Resurfacing 24/07/2024 29/07/2024 14/08/2024 £79,192 John McGeady Ltd Wallace Memorial Repairs and Groundworks 24/07/2024 25/07/2024 25/08/2024 £93,987 City Gate Construction Limited Replacement Roofs for Tank Rooms at Arkleston, Rashielea & Our Lady of Peace Primary Schools. 30/07/2024 01/10/2024 01/03/2025 £125,949 City Gate Construction Limited Construction of a Bus Turning Loop at Linburn Road, Erskine 31/07/2024 29/08/2024 29/11/2024 £287,686 John McGeady Ltd Page 344 of 442
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OFFICIAL TITLE AWARD DATE START DATE END DATE VALUE SUPPLIER NAME Additional Support Needs Transport - Mary Russell (A24 Buses) 01/08/2024 16/08/2024 16/08/2025 £32,300 Abacus Travel Provision of a Technology Enabled Care Alarm Receiving Service (Interim) 01/08/2024 02/08/2024 31/10/2024 £49,000 Bield Housing & Care Employee Counselling Services 13/08/2024 17/08/2024 16/02/2025 £30,000 Therapeutic Counselling Services Ltd Call Off No 9 Lot 1 CW Resurfacing 20/08/2024 09/09/2024 22/09/2024 £110,515 John McGeady Ltd Call Off No. 11 - Lot 1 : Carriageway Resurfacing 20/08/2024 16/09/2024 29/09/2024 £160,638 John McGeady Ltd Call Off No. 10 - Lot 1 : Carriageway Resurfacing 20/08/2024 02/09/2024 15/09/2024 £150,510 John McGeady Ltd Call Off No. 5 North East - Lot 1 : Carriageway Resurfacing 21/08/2024 19/08/2024 06/09/2024 £131,038 John McGeady Ltd Call Off No. 12 - Lot 1 : Carriageway Resurfacing 04/09/2024 09/09/2024 29/09/2024 £141,631 John McGeady Ltd Supply of Small Plant & Tools 04/09/2024 08/11/2024 07/05/2025 £49,999 J G Martin Plant Hire Ltd ( Plant And Tool Hire) Steeple Buildings Phase 1 - Repairs - Conservation Accredited Architect Lead Design Team 06/09/2024 11/09/2024 10/09/2025 £47,970 Mastarch Ltd Trading As Mast Architects Minibus (WAV) for Johnstone High School 10/09/2024 10/09/2024 10/10/2024 £44,215 The Minibus Centre Streetscape Maintenance 15/09/2024 15/09/2024 14/03/2025 £49,999 John McGeady Ltd Housing Management System Consultancy 19/09/2024 24/09/2024 23/12/2024 £49,999 Gravitas Recruitment Group Limited Site Investigations - Foxbar Rivers, Paisley 20/09/2024 23/09/2024 16/12/2024 £38,780 Aitken Laboratories Ltd Thorn Primary School - Site Investigations 24/09/2024 14/10/2024 06/01/2025 £29,655 Ardmore Point Limited Fairer Renfrewshire Panel 04/10/2024 23/05/2024 22/05/2025 £35,075 Star Project AMIDS South Phase 5 GI 08/10/2024 28/10/2024 22/11/2024 £33,070 Allied Exploration & Geotechnics Limited Trading As Igne Hostile Vehicle Mitigation 16/10/2024 22/10/2024 21/11/2024 £29,355 Crowdguard Public Space CCTV Servers 25/10/2024 26/10/2024 25/10/2025 £45,018 North Sv Bin Lift Parts and Maintenance Contract 07/11/2024 02/12/2024 01/12/2025 £49,999 Terberg Matec Uk Wheeled Sport Area Installations - Renfrew 07/11/2024 08/11/2024 22/11/2024 £27,500 Bendcrete Leisure Ltd Call Off No. 2 - Lot 2 : Footway Resurfacing 15/11/2024 20/01/2025 17/02/2025 £129,764 John McGeady Ltd Maintenance of Public Space CCTV 25/11/2024 01/12/2024 30/11/2026 £42,048 North Sv Intensive Housing Support - Drugs and Alcohol 26/11/2024 01/12/2024 31/03/2025 £36,000 Turning Point Scotland Estate Agency - Open 05/12/2024 01/11/2024 30/05/2025 £49,999 Elle Marie Property Tandlemuir Farm Peatland Restoration 06/12/2024 16/12/2024 16/02/2025 £297,498 McGowan Ltd Easwald Bank Kilbarchan - Street Lighting Replacement 12/12/2024 06/01/2025 03/03/2025 £111,568 Pegasus Power & Communications Ltd Page 345 of 442
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OFFICIAL TITLE AWARD DATE START DATE END DATE VALUE SUPPLIER NAME Play Area Renewals 2024/25 17/12/2024 06/01/2025 06/06/2025 £425,000 Scotplay and Sports Limited Play Area Renewals 2024/25 17/12/2024 06/01/2025 06/06/2025 £425,000 Sutcliffe Play (Scotland) Ltd Play Area Renewals 2024/25 17/12/2024 06/01/2025 06/06/2025 £425,000 Proludic Ltd External Works - Ferguslie Green Line, Neighbourhood Centre 19/12/2024 20/01/2025 20/06/2025 £588,389 P1 Solutions Ltd Award of Local Air Quality Management - Service & Maintenance of Air Quality Monitors 23/12/2024 23/12/2024 22/12/2026 £9,792 ACOEM UK Ltd Legal Support for Development of Outline Business Cases 24/12/2024 06/01/2025 31/05/2025 £34,475 Brodies Llp PGSCC - Design Support Guardian Service 13/01/2025 23/12/2024 23/09/2025 £40,134 Space Zero PMHS - Sustainability Consultant 30/01/2025 03/02/2025 03/02/2028 £49,925 Carbon Futures Document Solution Centre Print Devices 12/02/2025 01/04/2025 30/09/2025 £35,000 Xerox (Uk) Limited Employee Counselling Services 13/02/2025 17/02/2025 16/08/2025 £36,000 Health is One Ltd Pump Station Maintenance Services 18/02/2025 10/02/2025 09/08/2025 £49,999 Wgm Engineering Ltd Document Solution Centre Finishing Equipment 10/03/2025 01/04/2025 30/09/2025 £6,500 CLC Presentation Systems Ltd Package Order No. 1 25/26 12/03/2025 17/03/2025 02/03/2026 £177,591 John McGeady Ltd Package Order No. 1 25/26 : Lot 8 - Road Markings 18/03/2025 17/03/2025 02/03/2026 £178,583 Markon Limited Treasury Management Consultancy Service 18/03/2025 01/04/2025 30/06/2025 £5,000 MUFG Corporate Markets Call Off No. 1 : Lot 1 - Carriageway Resurfacing 20/03/2025 07/04/2025 21/04/2025 £99,108 John McGeady Ltd Demolition of Auchentorlie Quadrant 20/03/2025 07/04/2025 04/07/2025 £100,098 George Beattie & Sons Ltd Full Learning Estate (All Schools) 2025 20/03/2025 24/03/2025 27/08/2025 £39,750 Edge Analytics Ltd Replacement Roof for Tank Room at St Catherines Primary School 20/03/2025 24/03/2025 02/05/2025 £45,396 City Gate Construction Limited Processing of Pre-Segregated Wood from Household Waste Recycling Centres 20/03/2025 01/04/2025 31/03/2029 £49,999 Enva Scotland Limited Residents Survey 24/03/2025 24/03/2025 23/12/2025 £30,000 Research Resource Scotland Limited Oracle Premier Support 28/03/2025 01/04/2025 31/03/2026 £29,954 Oracle Corporation Uk Ltd. Page 346 of 442
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OFFICIAL Annex 3: Potential Future Contract Renewals 2025-2027 The table provided below reflects possible renewals of existing contracts, and some potential new commissions This information does not guarantee commission / procurement of any requirement. Contract Title Possible Renewal Date Supply of Small plant and tools 01-Dec-25 North Street Houston - Street Lighting replacement 01-Dec-25 Election Printing 01-Dec-25 Howwood Road – Clerk of Works 01-Dec-25 Construction of Red Smiddy to Erskine Active Travel Route 01-Jan-26 Independent Advocacy Services - Adults Services 01-Jan-26 External Works – Ferguslie Park Green Line 06-Jan-26 Term Contract for the In-Service Inspection and Testing of Electrical Equipment. 06-Jan-26 Vehicle and Plant Hire with Operatives 10-Jan-26 Candren Burn Restoration 30-Jan-26 Cashless Parking 01-Feb-26 Demolition of Cell block and Police Station 27-Feb-26 Renfrewshire Events - Evaluation of Events 27-Feb-26 Hawkhead Cemetery - Infrastructure Works 27-Feb-26 Energy Performance Certificates Application 27-Feb-26 Specialist Cleaning, Clearances and Ad hoc Services 01-Mar-26 Renfrewshire House Firestopping Works 01-Mar-26 Full Heating & Boiler Only Replacements – Tenanted Properties 02-Mar-26 External Building Fabric Refurbishment & Repairs 10-Mar-26 Single Building Assessment 19-Mar-26 Carbrook Road Design and Build Contract 23-Mar-26 SVQ Training 01-Apr-26 Treatment of Food Waste 01-Apr-26 Treatment of Garden Waste 01-Apr-26 Treatment of Comingled Food & Garden Waste 01-Apr-26 Weekly cutting/maintenance of fine sports turf - Bowling Greens 01-Apr-26 Transport Framework (Buses & Taxis) 01-Apr-26 Flexible Framework for Early Learning and Childcare Places 01-Apr-26 Feasibility Study for Wind Farms 30-Apr-26 Paisley Museum Reimagined Kitchen/ Café Fit out Spring 2026 Paisley Museum Reimagined Furniture, Fixtures and Equipment Spring 2026 Paisley Museum Reimagined Back-Of-House Fit-Out Spring 2026 Page 347 of 442
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OFFICIAL Contract Title Possible Renewal Date Paisley Museum Reimagined Printed Materials Spring 2026 Paisley Museum Reimagined Shop Fit out Spring 2026 Paisley Museum Reimagined Signage/Wayfinding Production/Installation Spring 2026 Paisley Museum Reimagined Learning/Educational Equipment and materials (kit) Spring 2026 Recycling of Corporate WEEE Spring 2026 Microsoft Enterprise Agreement Spring 2026 Accident damage and operational damage repairs Spring 2026 Cash Receipting and Income Management Spring 2026 Digital Experience Second Delivery Phase Spring 2026 Citrix Renewal Spring 2026 Household WEEE Spring 2026 Carbrook Street - Clerk of Works 01-May-26 Electronic Suited Key Lock System 05-May-26 Howard Street – Demolition 06-May-26 Asbestos surveys - Planned Maintenance 15-May-26 Road kerb and footway herbicide application 15-May-26 Net Zero Retrofit Works (Externals) 18-May-26 Biomass District Heating - Pipework Replacement 29-May-26 Treatment and Disposal of Tarmac 01-Jun-26 Foxbar Rivers Design and Build Contract 01-Jun-26 Gallowhill Playpark Equipment 01-Jun-26 Asbestos Removal and Disposal 01-Jun-26 Access to Counselling in Schools 01-Jun-26 Heriot Primary School – Full space heating system and boiler house replacement 30-Jun-26 Trinity High School Upgrade of 3G Pitch 30-Jun-26 Framework Contract for Roads Related Maintenance Works 01-Jul-26 Term Contract for CCTV, Fire Alarm and Intruder Alarm Maintenance (including the provision of an alarm monitoring service). 01-Jul-26 Vehicle and Plant Recovery 01-Jul-26 Inspect, Maintain and Repair of Fixed and Portable Gym Equipment 01-Jul-26 Employee Assistance Programme 01-Jul-26 Framework Contract for Works to Roads Related Structures 11-Jul-26 Maintenance and Refurbishment of Void Properties 15-Jul-26 Asbestos surveys - Void and Reactive Repairs 15-Jul-26 Term Contract for the Statutory Compliance and Reactive Repairs of Powered Pedestrian Access Doors. 27-Jul-26 IT Health Checks Summer 2026 Security Operations Centre Services Summer 2026 Supply of Switches and Licences Summer 2026 Page 348 of 442
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OFFICIAL Contract Title Possible Renewal Date Provision of a Case Management Application for Regulatory Services Summer 2026 Debt Recovery and Sheriff Officers 01-Aug-26 Houston Square Bandstand 01-Aug-26 Multi-Storey Refurbishment Programme 01-Sep-26 Castle Semple Active Travel 01-Sep-26 Erskine Town Centre Works 01-Sep-26 Johnstone Town Centre Works 01-Sep-26 Linwood Town Centre Works 01-Sep-26 Wayfinding strategy - Paisley Town centre 01-Sep-26 Tourism action plan 01-Sep-26 Rot Eradication Contract 17-Sep-26 Festive Lighting 26-Sep-26 Advanced Automation Technology 01-Oct-26 Cash Collection Services 01-Oct-26 Provision of a housing support service for single homeless people and childless couples who may have complex needs 01-Oct-26 Electrical Isolator Switch Installation - Long Term 01-Nov-26 Traffic Signals Planned and Unplanned Inspection and Maintenance 01-Nov-26 Decarbonisation of Primary School Buildings 04-Dec-26 Family Support Services for Children Affected by Disability 01-Dec-26 Maintenance of Business Objects Winter 2026 Housing Sensors Renewal Contract 01-Mar-27 Estate Agency Services - Open Market Sales Framework 01-Mar-27 The Provision of Community Based Mental Health Services incorporating Distress Brief Interventions Services Level 2 01-Apr-27 Hybrid Mail 01-Apr-27 Occupational health and wellbeing 01-May-27 Procurement Cards 01-Nov-27 Road kerb and footway herbicide application 15-May-27 Pas2035 Retrofit Works RENEWAL TBC House disinfectant programme TBC Housing Ventilation programme TBC Replacement of Traffic Signal Halogen Lamps TBC Replacement of Building Services Fleet TBC Redesign of Junctions TBC Replacement of Signal Controller BR/TS/09 TBC Supply, installation, testing and commissioning of Pedestrian Crossing Points TBC 2025/26 Framework - Lot no 5 - Surface Treatment TBC Fleet Management Software TBC Page 349 of 442
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OFFICIAL Contract Title Possible Renewal Date Inspection, Testing, Maintenance and Reactive Repairs to Fire Dampers 2024-2029 TBC Supply and Delivery of Mobile Elevated Work Platform TBC Linside Link Paisley - Active Travel Route TBC Supply and Installation of Modular Buildings at Underwood Road, Paisley TBC Electrical Substation for Underwood Road Depot TBC Design and Supply of Kitchens and Associated Spares TBC Page 350 of 442
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OFFICIAL ___________________________________________________________________ To: Finance, Resources and Customer Services Policy Board On: 20 November 2025 ___________________________________________________________________ Report by: The Director of Finance and Resources and the Director of Environment, Housing and Infrastructure ___________________________________________________________________ Heading: Contract Authorisation Report for Thistle Primary School Main 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 c800 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 current design and market testing position represents comprehensive design proposals that meet our expectations, a robust cost plan that aligns with the agreed budget parameters and delivery programme that supports the Council's strategic priorities and anticipated timelines. 1.3. The Advanced Works Contract, approved at the Finance, Resources and Customer Services Policy Board meeting on 11 September 2025, which comprises of carrying out targeted civil engineering and services preparatory works commencing November 2025, should be completed by mid-January 2026. At the Finance, Resources and Customer Services Policy Board meeting on 11 September 2025, it was advised that a further report would be brought to a future board to seek approval of the award of the Main Works Contract. Item 20 Page 351 of 442
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OFFICIAL 1.4. Formal approvals are now required to progress the Project to ensure the Project deadline is met; Finance, Resources and Customer Services Policy Board approval is requested for a Main 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 Thistle Primary School Main Works Contract with Hub West Scotland Limited (Registered Company SC381561). Please note, for the purposes of contractual clarity this will be by way of amendment and reinstatement of the Advance Works Contract (i.e. the Advance Works contract will be varied to include the Main Works phase). Please also note that HWS will wholly subcontract all these Advance Works under this Contract to BAM Construction Limited (Registered Company 02379469). 2.2. Authorises the award of the Main Works Contract for £35,130,451.00 excluding VAT, to Hub West Scotland Limited (“the Contract Sum”). Please note, this sum is inclusive of the sum of £3,894,263.40 that was approved for the Advance Works by the Finance, Resources and Customer Services Policy Board on 11 September 2025. 2.3. Authorises a contingency spend of £1,756,522.55 in relation to the Main Works Contract, which equates to 5% of the Contract Sum. 2.4. Authorises a total Approved Contract Value for the Main Works Contract of £36,886,973.55 (which is the total of the Contract Sum plus the contingency spend). 2.5. Authorises the acceptance of a Limitation on Hub West Scotland Limited’s Liability for uninsured losses up to the value of the Contract Sum for the Main Works Contract. To note: this is the market standard position. 2.6. Notes that construction associated with the Main Works Contract is anticipated to commence in February 2026 and be completed by June 2027 to facilitate the new school becoming operational by August 2027 for the 2027/28 academic year. Page 352 of 442
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OFFICIAL 2.7. Authorise the acceptance of a Limitation of Liability on Design Consultants to the sums referred to in 3.3 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. _________________________________________________________ 3. Background 3.1 The key Renfrewshire Council (Council) critical success factor is that the Project must be complete by June 2027 in order that the school will be operational for pupils by the new term in August 2027. Main Works are programmed to commence in early February 2026 and complete by June 2027. 3.2 The Main Works Contract will comprise construction of a new three storey primary school building for a c800 pupils and include facilities for community use such as a full size 3G pitch and community garden space. The Main Contract Works include all construction elements including steel frame, roof, building façades, interior finishes, landscaping, playgrounds, carparks and paths required to deliver an educational facility. 3.3 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 Enabling Works position with exception of sub-limited £250,000 in aggregate for Asbestos (JM Architects Limited). 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 Page 353 of 442
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OFFICIAL Legal Entity Value Terms Sub Limit 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 3.4 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. ___________________________________________________________________ Page 354 of 442
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OFFICIAL Implications of the Report 1. Financial – The cost for this Main Works Contract of £36,886,973.55 (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 3.3. 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. - 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. Page 355 of 442
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OFFICIAL 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 c800 pupils as well as facilities for Community Use including a full-size Flood-lit 3G playing field. 6. Information Technology – None directly arising from this report 7. Equality & Human Rights – None directly arising from this report 8. Health & Safety – None directly arising from this report 9. Procurement – Hub West Scotland is a joint-venture organisation which is owned by both the public and private sectors. 10. Risk – A Risk Register has been produced for the Project and will be managed and maintained throughout the Project lifetime. 11. Privacy Impact – None directly arising from this report 12. Climate Risk – None directly arising from this report 13. Children’s Rights – This report does not cover a new policy, function or strategy nor a substantive change to an existing policy, function or strategy which will have an impact on children’s rights. 14. Cosla Policy Position – None directly arising from this report. _______________________________________________________ List of Background Papers (a) Learning Estate Update – on 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 Page 356 of 442
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OFFICIAL (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 (d) Contract Authorisation Report: New Primary School in Dargavel, Advanced Works Contract on 11 September 2025 to Finance, Resources and Customer Services Policy Board ______________________________________________________________ Author: Joanna Tannock, Interim Strategic Category Manager, 0141 487 1534, joanna.tannock@renfrewshire.gov.uk Page 357 of 442
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OFFICIAL ___________________________________________________________________ To: Finance, Resources and Customer Services Policy Board On: 20 November 2025 ___________________________________________________________________ Report by: The Director of Finance and Resources and the Director of Environment, Housing and Infrastructure ___________________________________________________________________ Heading: Contract Authorisation Report for Erskine Library – Hire of Modular Building (RC-CPU-25-134) ___________________________________________________________________ 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 Supply Contract for Erskine Library – Hire of Modular Building (RC-CPU-25- 134) to Portakabin (Scotland) Ltd. 1.2 The recommendation to award the Contract follows a procurement exercise conducted in accordance with the Council’s Standing Orders Relating to Contracts and the Scottish Procurement Alliance (SPA) Framework Agreement for Design, Supply and Installation of Permanent and Temporary Modular Buildings (reference MB3) for an above Threshold Supply Contract. 1.3 A competitive award procedure was conducted under this SPA Framework, Workstream 3 – Hire of Temporary Buildings. 1.4 A contract strategy was approved by the Interim Corporate Procurement Manager, the Head of Facilities and Property Services and the Head of Policy and Partnerships on 9 October 2025. ___________________________________________________________________ Item 21 Page 359 of 442
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OFFICIAL 2. Recommendations It is recommended that the Finance, Resources and Customer Services Policy Board: 2.1 Authorises the Head of Corporate Governance to award a Supply Contract in accordance with the Scottish Procurement Alliance (SPA) Framework Agreement Design, Supply and Installation of Permanent and Temporary Modular Buildings (reference MB3) to Portakabin (Scotland) Ltd. 2.2 Authorises the approved total tendered contract sum of £341,613.00 excluding VAT for the Leasing Agreement period. 2.3 Authorises a contingency of spend of £51,241.95 which equates to 15% of the total tendered contract sum. 2.4 Authorises a total Approved Contract Value of £392,854.95 excluding VAT, which is total tendered contract sum plus the contingency spend. 2.5 Note that it is anticipated that the Contract will commence on 15 December 2025. It is anticipated that the installation of the modular building will be complete and operational by 10 April 2026.The minimum hire period will commence on the day of handover and run for a period of up to 5 years, this will allow for proposals in relation to leisure and cultural facilities in Erskine to be developed as part of the wider review of services provided by One Ren and the wider Strategic Property Programme. 2.6 Note that as per Portakabin (Scotland) Ltd standard terms and conditions they have included a liability cap to damage of physical property to the value of £1m and included a liability cap in respect of all liabilities (other than damage to physical property) of 100% of the hire charges paid by Renfrewshire Council. These limits are deemed sufficient by the project team and acceptance confirmed by the Head of Policy and Partnership. _________________________________________________________ 3. Background 3.1 Renfrewshire Council seeks to appoint the services of a competent and suitably experienced company for the hire of a modular building to be used as a temporary library facility at the existing Erskine Sports Centre who can deliver the site in early April 2026 on behalf of Page 360 of 442
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OFFICIAL Renfrewshire Leisure trading as OneRen (trading name of Renfrewshire Leisure Limited). As per the Contract Terms Portakabin (Scotland) Ltd have confirmed that OneRen has permission to use the modular buildings. 3.2 The Contract is for the provision of a turn-key library facility for use as a temporary library facility. The Contract comprises of the installation and rental of a single span modular building for a minimum rental period of 5 years with associated enabling works and dismantle on completion of the rental period. The modular building should be maintained by the supplier for the 5-year hire period. Council officers have requested that OneRen work with the community to put into place all arrangements relating to the operations of the new library facility. 3.3 In considering use of this Framework, the Council’s CPU assessed this as a speculative Framework in accordance with the Guidance issued in the SPPN 03/2017. A risk assessment was therefore carried out on the recommendation to use this Framework as opposed to alternative options which were all noted in the contract strategy which was approved by the Interim Corporate Procurement Manager, the Head of Facilities and Property Services, the Head of Policy and Partnerships and the Operations and Estates Director of OneRen. Use of the Framework is deemed the only route available that will allow a fully functioning library to be delivered by 10 April 2026. 3.5 A Competitive Award Procedure mini-competition was conducted in accordance with the SPA Modular Buildings Framework Agreement Design, Supply and Installation of Permanent and Temporary Modular Buildings under workstream 3 (Framework) and following those procedures an expression of interest was sent out to all ten Appointed Companies on the Framework. From this ten, six Appointed Companies expressed an interest. 3.6 On 10 October 2025 the mini-competition documentation was issued to all six Appointed Companies who expressed an interest via the Public Contracts Scotland – Tender portal. By the deadline date, 24 October 2025, three Appointed Companies submitted a response, one declined to offer due to timescales involved and two others failed to respond. 3.7 The three tender submissions were each evaluated against the award criteria issued with this mini-competition based on a weighting of 70% Quality and 30% Price. Page 361 of 442
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OFFICIAL The Quality Scores were taken from inception of the Framework; as per the terms of the Framework the option to open commercial scoring only was taken. The scores relative to the award criteria for each of the Appointed Company Offers are noted below: Price (30%) Quality (70%) Total (100%) 1 Portakabin (Scotland) Ltd 30.00% 55.68% 85.68% 2 McAvoy Modular Offsite Limited 21.81% 48.04% 69.85% 3 P McVey Mobile Building Systems Ltd 18.49% 46.27% 64.76% 3.8 The evaluation of tender submissions received identified that the submission by Portakabin (Scotland) Ltd was the most economically advantageous tender. 3.9 Community Benefits were requested as part of the procurement and Portakabin (Scotland) Ltd confirmed that they commit to the following: ___________________________________________________________________ Implications of the Report 1. Financial - The Approved Contract value is £392,854.95 for a five-year hire period, which includes the total tendered contract sum and the Contingency, excluding VAT. The limits of liability are as detailed within paragraph 2.6 above. 2. HR & Organisational Development - No TUPE implications as this is a new requirement. Community Benefit Description No of People / Activity Work Experience Placement for an individual aged 14+ years of age (and currently in full-time education) 2 Industry Awareness Events 2 Industry Skill Transfer to Schools 2 Non-Financial Support for a Social Enterprise or other approved community initiative 1 Page 362 of 442
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OFFICIAL 3. Community/Council Planning – • Our Renfrewshire is thriving – maximising economic growth that is inclusive and sustainable • Our Renfrewshire is well – supporting the wellness and resilience of our citizens and communities • Our Renfrewshire is fair - addressing the inequalities that limit life chances • Our Renfrewshire is safe – protecting vulnerable people, and working together to manage the risk of harm 4. Legal - The Procurement of this Supply Contract has been conducted, in accordance with the Council’s Standing Orders Relating to Contracts January 2024, after following a competitive award procedure under the Scottish Procurement Alliance Framework Agreement Design, Supply and Installation of Permanent and Temporary Modular Buildings (reference MB3). As part of this Framework Agreement and in line with market conditions the Council has agreed to accept the terms and conditions from Portakabin Ltd, agreeing to the use of these terms was approved by the Head of Policy and Partnerships following assessment. The Director of Finance and Resources has been consulted during the process. 5. Property/Assets - This contract is for turn-key library facility for a temporary library facility. A review and amendment agreement with OneRen for Erskine Sports Centre to occupy the land at the rear of the building to install the new Library will be required, and a back-to-back agreement with OneRen will be agreed to abide by the contract conditions set out within the Portakabin leasing terms to ensure that ongoing maintenance, repairs and building usage are carried out in accordance with the terms. 6. Information Technology – None directly arising from this report. 7. Equality & Human Rights - The recommendations contained within this report have been assessed in relation to their impact on equalities and human rights. No negative impacts on equality groups or potential for infringement of individuals’ human rights have been identified arising from the recommendations contained in the report. 8. Health & Safety - None directly arising from this report. Page 363 of 442
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OFFICIAL 9. Procurement - The procurement procedures outlined within this report ensures that the Council meets its statutory requirements in respect of procurement procedures, efficiency, and modern Government. The procurement procedures outlines within this report were carried out in accordance with the Public Contracts (Scotland) Regulations 2015 and the Council's Standing Orders Relating to Contracts. The Council was required to enter into a participation agreement to permit access to the Scottish Procurement Alliance Framework. 10. Risk – As per the terms and conditions of Portakabin (Scotland) Ltd, the modular buildings will be insured by the Council at the point of handover in the joint names of the Council and Portakabin (Scotland) Ltd. 11. Privacy Impact – None directly arising from this report. 12. Cosla Policy Position – None directly arising from this report.. 13. Climate Risk – The Scottish Government Sustainability was carried out as part of the strategy for this procurement. The impact is considered low risk. To mitigate the risk profile the following is applied to this contract: • Portakabin (Scotland) Ltd is ISO9001 and ISO4001 accredited 14. Children’s Rights – None directly arising from this report. _________________________________________________________ List of Background Papers (a) None ___________________________________________________________________ Author: Joanna Tannock, Assistant Category Manager, Corporate Procurement Unit, Joanna.tannock@renfrewshire.gov.uk Page 364 of 442
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OFFICIAL ___________________________________________________________________ To: Finance, Resources and Customer Services Policy Board On: 20 November 2025 ___________________________________________________________________ Report by: The Director of Finance and Resources and the Director of Environment, Housing and Infrastructure ___________________________________________________________________ Heading: Contract Authorisation Report for the Design, supply and installation of Lagoon Active Play (RC-CPU-25-139) ___________________________________________________________________ 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 Delivery Agreement (“Contract”) for the design, supply and installation of Lagoon Active Play (RC-CPU-25-139) to Alliance Leisure Services Limited (Registered Company Number 02723797). 1.2. The recommendation to award this Contract follows a procurement exercise conducted in accordance with the terms of the Leisure Development Partner for the UK Leisure Framework 2022-2026 and Renfrewshire Council’s Standing Orders relating to Contracts for an above Threshold Mixed Contract. 1.3. A Contract Strategy endorsed by Renfrewshire Leisure Limited trading as OneRen (“OneRen”), the Council’s tenant, was approved by the Head of Facilities Management and Property Services and the Interim Corporate Procurement Manager in October 2025. ___________________________________________________________________ 2. Recommendations It is recommended that the Finance, Resources and Customer Services Policy Board: Item 22 Page 365 of 442
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OFFICIAL 2.1. Authorises the Head of Corporate Governance to award a Contract to Alliance Leisure Services Limited (Registered Company Number 02723797) (“Alliance”), made following a direct appointment under the Leisure Development Partner for the UK Leisure Framework 2022-2026. Please note that Alliance will wholly subcontract the requirements through the following arrangements: • Contract Administrator, Quantity Surveyor and project management to Axiom Project Services Limited (Registered Company Number SC358148); • Principal Designer (CDM) to ABT Safety Limited (Registered Company Number SC453051); • Architect to Construction Design Architects Limited (Registered Company Number SC352990); • Design, supply and installation of the play equipment to Play Revolution Limited (Registered Company Number 06548374; and • The minor building works and associated design to Thomas Johnstone Limited (Registered Company Number SC136445). 2.2. Authorises the Total Approved Contract value of £956,000.00 excluding VAT (which is the total of the cost plan and includes allowance for the Council (Client) risk). 2.3. Authorises the Contract will commence on 8 December 2025. Building works are anticipated to commence in April 2026 and take 15 weeks to complete. In the event the Contract does not commence on 8 December 2025, the Contract shall run from the actual commencement date confirmed in the Contract. 2.4. Authorises the acceptance of a limitation on Alliance’s total liability for insurable risk at the level of insurance maintained (£5m in the aggregate) and a limitation of liability for uninsured losses up to the Delivery Manager’s Fee (up to 2% of the Approved Contract Value). This is a market position and dictated by the terms of the Framework Agreement. 2.5. Authorises the acceptance of a limitation of liability for total insurable risk for Sub-Consultants and the Building Contractor to the sums referred to in 3.8 below. Note, these are market position(s) and dictated by the terms of the Framework Agreement. Page 366 of 442
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OFFICIAL 2.6. Note Alliance is required to provide the Council with Collateral Warranties for each of the sub-contractors and sub-consultants with design responsibility. _________________________________________________________ 3. Background 3.1. Lagoon Leisure Centre, located in the heart of Paisley, is the flagship leisure centre of OneRen and caters for various sporting activities and events including swimming, fitness, aerobics and dance. 3.2. In 2021, as part of the Council’s cultural infrastructure programme, OneRen on behalf of the Council entered into an Access Agreement with Alliance Leisure Services Limited (“Alliance”) in accordance with the Leisure Development Partner for the UK Leisure Framework 2022-2026 (“the Framework”) procedures, to review options for the Lagoon Leisure Centre’s facilities focusing on the large six-court sports hall. The aim of the review was to consider options for converting this sports hall, which would complement the Council’s investment in cultural infrastructure in Paisley town centre, increase physical activity levels, promote social cohesion of the community, and support OneRen to sustainably deliver leisure services into the future. 3.3. As part of the Access Agreement, Alliance have prepared a RIBA Stage 4 detailed design and cost plan based on converting the large six-court sports hall into a state-of-the-art Active Play facility, creating an inclusive offering for all ages including provision for children with additional support needs (ASN). 3.4. In accordance with the Framework call off procedures, the next stage following completion of the RIBA Stage 4 report is for the Council to enter into a Development Agreement (“Contract”) with Alliance as the Development Manager to undertake the design, supply and installation of an active play facility in the Lagoon Leisure Centre’s existing large six court sports hall. 3.5. The Contract includes the creation of a reception area for the family active play area as well as a café and seating area which will be centrally located with a good view of the 4 key play zones: • Baby/Toddler Soft Play • Adventure Zone (Junior Zone) • TAG Active Arena • Gymnastics area/multipurpose area suitable for ASN Page 367 of 442
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OFFICIAL The store currently located in the hall will also be split to provide a Party Room and a Store as part of the Contract. 3.6. In considering use of this Framework for the Delivery Agreement phase of the project, the Council’s CPU assessed this as a speculative Framework in accordance with the Guidance issued in SPPN 03/2017. A risk assessment was therefore carried out on the recommendation to use this Framework as opposed to alternative options such as open tender or restricted procedure and it was concluded that while other route options may limit the Council’s exposure to potential procurement risk, the Framework is the only route available that allows the Council to utilise the work carried out by Alliance to date, including the RIBA Stage 4 design, benefit from the expertise and experience of a leisure sector expert and access to their robust and experienced supply chain, allowing procurement of the works in time for site works to commence in Spring 2026. 3.7. The recommendation to use the Framework and directly appoint Alliance to progress the design, supply and installation of Lagoon Active Play has been approved by the Interim Corporate Procurement Manager and the Head of Property and Facilities Management as the route presenting the best value approach. 3.8. As part of this Contract, the total limitation of liability of Alliance’s Sub- Consultants shall be the amounts in the aggregate referred to in the table below. These figures reflect standard market position. Nature of Consultant / Contractor Name Proposed PI Limit Architect Construction Design Architects £1m M&E Consultant Wallace Whittle Limited £1m Structural Engineer Struer Consulting Engineers Limited £1m Employer’s Agent / Project Manager / Quantity Surveyor Axiom Project Services Limited £1m Principal Designer CDM ABT Safety Limited £2m Building Contractor Thomas Johnstone Limited £2m Page 368 of 442
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OFFICIAL 3.9. The Council provided Alliance with a Community Benefit Outcome Menu that targets 30 points for a Project of this nature and overall value. On appointment, the Building Contractor will commit to delivering Community Benefits and will work with the Council and Alliance to deliver to deliver these in line with the Council’s community benefit policies. __________________________________________________________________ Implications of the Report 1. Financial – The total Approved Contract value is £956,000.00 (which is the Delivery Agreement Fee consisting of the Contract Sum, Equipment Supplier Price, Consultant Fees and Client Risk allowance) excluding VAT for the Contract period stated at 2.3 above, will be met through the Capital – General Services budget. The limits of liability are as detailed within paragraph 3.8. 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. Living Our Values: - Leading positively through transition and change. - Delivering best value for our citizens and customers. 4. Legal - As identified at 3.6 there are risks entering into a speculative Framework. This is a public sector Framework which has been created for use by all public sector bodies in the UK. As noted above there are limited routes available for these specialised services. The Framework has been created by Denbighshire Leisure Limited and therefore the Council will require to conform with the Public Contracts Regulations Page 369 of 442
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OFFICIAL 2015 rather than the Scottish Public Contracts (Scotland) Regulations 2015 as part of this Contract. In accordance with Regulation 33 of these Regulations, the Council will require to accept the conditions as laid out by the Framework. The Director of Finance and Resources and the Head of Corporate Governance have been consulted during the process to date. 5. Property/Assets - The Council’s investment in Lagoon Leisure Centre offers the opportunity for a place-based approach to local outcomes and integrating local services to support communities. The refurbished sport centre will allow OneRen to offer a range of family focussed activities for all age groups including children and young people with additional support needs to Renfrewshire communities. As the works require to be undertaken in the Lagoon Leisure Centre while the building remains operational, the Council and OneRen will enter into Minutes of Agreement relating to the Property Agreement and Lease as well as works licences and licences to occupy. 6. Information Technology – None directly arising from this report 7. Equality & Human Rights – An Equality impact assessment (EQIA) has been developed to inform the proposals for re-design in the Lagoon Leisure Centre, and impacted groups have been identified. The proposals for redesign centre on creation of an active play facility suitable and accessible for all children and young people including those with additional support needs. The dedicated play zone as part of the service offering has been designed with consideration to the particular inequalities that may be faced by someone with additional support needs and their family/ carer, particularly barriers to participating in active play, including the provision of a sensory zone. OneRen will continue to develop the provision for the active play facility cognisant of potential inequalities for those with ASN, and develop a fee structure mindful of families / young people facing barriers due to income level. 8. Health & Safety – None directly arising from this report 9. Procurement – The appointment of Alliance Leisure Services Limited through the Framework has been conducted in accordance with the Council’s Standing Orders relating to Contract and assessment of the Framework as noted in 3.6 of this Report. Page 370 of 442
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OFFICIAL 10. Risk – A Risk Register has been produced for the Project and will be managed and maintained throughout the Project lifetime. The works will be insured by the Building Contractor and the Council is satisfied Thomas Johnstone Limited’s insurance arrangements meet the Council’s requirements regarding insurable risk. The Lagoon Leisure Centre will continue to be insured by OneRen for the duration of the works and obligations for this will be confirmed between the Council and OneRen in the Minute of Agreement for the Lease and Property Agreement. 11. Privacy Impact – None directly arising from this report 12. Climate Risk – None directly arising from this report 13. Children’s Rights – This report does not cover a new policy, function or strategy nor a substantive change to an existing policy, function or strategy which will have an impact on children’s rights. 14. Cosla Policy Position – None directly arising from this report. _______________________________________________________ List of Background Papers None ___________________________________________________________________ Author: Rebecca Park, Strategic Category Manager, rebecca.park@renfrewshire.gov.uk Page 371 of 442
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OFFICIAL ___________________________________________________________________ To: Finance, Resources and Customer Services Policy Board On: 20 November 2025 ___________________________________________________________________ Report by: The Director of Finance and Resources and the Director of Environment, Housing and Infrastructure ___________________________________________________________________ Heading: Contract Authorisation Report for Vehicle and Plant Hire with Operatives (RC-CPU-24-322) ___________________________________________________________________ 1. Summary 1.1 The purpose of this report is to seek the approval of the Finance, Resources and Customer Services Policy Board to award a Contract for Vehicle and Plant Hire with Operatives to John McGeady Limited. 1.2 The recommendation to award the Contract for Vehicle and Plant Hire with Operatives follows a procurement exercise conducted in accordance with the Public Contracts (Scotland) Regulations 2015, as amended and the Council’s Standing Orders Relating to Contracts for a Works Contract using the Open Procedure. 1.3 A Contract Strategy was approved by the Strategic Category Manager, the Head of Climate, Public Protection and Roads and the Interim Corporate Procurement Manager in August 2025. ___________________________________________________________________ 2. Recommendations It is recommended that the Finance, Resources and Customer Services Policy Board: 2.1 Authorise the Head of Corporate Governance to award the Contract for Vehicle and Plant Hire with Operatives (RC-CPU-24-322) to John McGeady Limited. Item 23 Page 373 of 442
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OFFICIAL 2.2 Authorises the cumulative spend under this Contract up to a maximum approved value of £8,000,000 excluding VAT. 2.3 Note that the intended starting date is 10 January 2026 with the service period being for a period of 36 months with the Council having the option, at its sole discretion, to extend the Contract on 2 occasions for a period of up to 12 months on each occasion. _________________________________________________________ 3. Background 3.1 Renfrewshire Council has a statutory obligation to maintain and improve public roads, excluding trunk roads, within the Council boundary. 3.2 The Contract is for the hire and operation of vehicles and plant with operatives to assist in the delivery of maintenance and improvements of public roads excluding trunk roads. 3.3 The Contract will be formed using NEC3 Term Service Short Contract April 2013 edition incorporating the additional and amended ‘Z’ Clauses. 3.4 A Contract Notice was dispatched via the Public Contracts Scotland portal on 22 August 2025 and advertised on the Find a Tender Service on the same date. The tender documents were available for download through the Public Contracts Scotland – Tender portal. This procurement exercise was conducted as an above GPA Works Contract using the Open Procedure. 3.5 During the tender period, 25 companies expressed an interest in the Contract. By the closing date set for return of electronic tenders, 12 noon on Tuesday, 23 September 2025, 3 companies provided a response, 5 declined to respond and 17 did not respond. The Tender Submissions received were evaluated by a panel comprising representatives from Environment, Housing and Infrastructure, Health and Safety, Risk and the Corporate Procurement Unit. 3.6 Tenderers were evaluated against a pre-determined set of criteria in the form of the Single Procurement Document (SPD). All Tenderers satisfied the Council’s requirements in respect of their responses to the SPD. 3.7 The technical and commercial responses contained in each Tender Submission were then scored against the award criteria of 40% technical (Quality) and 60% commercial (Price). Page 374 of 442
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OFFICIAL 3.8 The scores relative to the award criteria of the Tenderers are noted below: Price (60%) Quality (40%) Total (100%) 1 John McGeady Limited 60.00% 40.00% 100.00% 2 Hillhouse Quarry Group Limited 32.62% 40.00% 72.62% 3 Hamilton Tarmac (Sole Trader) 31.81% 22.00% 53.81% 3.9 The evaluation of Tender Submissions received identified that the submission by John McGeady Limited was the most economically advantageous tender. 3.10 John McGeady Limited has committed to providing Community Benefits. The level of Community Benefits provided will be based on the cumulative value of task orders issued to John McGeady Limited. This means that 5 Community Benefit Points will be delivered for every £100,000 (excluding VAT) spent through the Contract. The Community Benefits to be delivered will be in line with the Council’s Community Benefits Outcome Menu. ___________________________________________________________________ Implications of the Report 1. Financial – The maximum approved value is £8,000,000, excluding VAT for this Contract for the initial 3 year period, as well as the 2 optional extensions of up to 12 months for each extension. The cost of all Task Orders issued under this Contract will be met by the Roads Capital – General Services budget. 2. HR & Organisational Development – None directly arising from this report. 3. Community/Council Planning – Place – working together to enhance wellbeing across communities. The Contract proposed will support the delivery of this outcome. 4. Legal – The Procurement of this Contract was conducted in accordance with the Public Contracts (Scotland) Regulations 2015, as amended for an above GPA Threshold Works Contract using the Open Procedure and Renfrewshire Council’s Standing Orders Relating to Contracts. Page 375 of 442
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OFFICIAL 5. Property/Assets – this Contract will ensure that the Council’s roads are maintained to a high standard. 6. Information Technology – None directly arising from this report. 7. Equality & Human Rights - None directly arising from this report. 8. Health & Safety – John McGeady Limited’s health and safety credentials were evaluated by Corporate Health and Safety and met the Council’s requirements regarding Health and Safety. 9. Procurement – The procurement procedures outlined within this report shall ensure that the Council meets its statutory requirements in respect of procurement procedures, efficiency, and modern Government. 10. Risk – John McGeady Limited insurances have been assessed and evaluated to confirm that they have met the minimum requirements regarding insurable risk. 11. Privacy Impact – None directly arising from this report. 12. Climate Risk – The level of impact associated with works connected with the Contract has been assessed using the Scottish Government Sustainability Test and is high risk. John McGeady Limited will be required to organise their activities in such a way that the impact they have on the environment is minimised. 13. Children’s Rights – None 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 376 of 442
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OFFICIAL ___________________________________________________________________ To: Finance, Resources and Customer Services Policy Board On: 20 November 2025 ___________________________________________________________________ Report by: The Director of Finance and Resources and the Director of Environment, Housing and Infrastructure ___________________________________________________________________ Heading: Contract Authorisation Report for Maintenance and Refurbishment of Tenanted Properties (RC-CPU-24-208) ___________________________________________________________________ 1. Summary 1.1 The purpose of this report is to seek the approval of the Finance, Resources and Customer Services Policy Board to award a Works Contract for the provision of Maintenance and Refurbishment of Tenanted Properties (reference RC-CPU-24-208) to City Gate Construction (Scotland) Limited. 1.2 The recommendation to award the Contract for Maintenance and Refurbishment Works of Tenanted Properties follows a procurement exercise conducted in accordance with the Public Contracts (Scotland) Regulations 2015, as amended and the Renfrewshire Council’s Standing Orders Relating to Contracts for an above GPA Works Contract using the Open Procedure. 1.3 A Contract Strategy was approved by the Interim Corporate Procurement Manager on 26 June 2025 and the Head of Housing on 12 June 2025. ___________________________________________________________________ 2. Recommendations It is recommended that the Finance, Resources and Customer Services Policy Board: Item 24 Page 377 of 442
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OFFICIAL 2.1 Authorises the Head of Corporate Governance to award a Works Contract in the form of a SBCC Measured Term Contract, 2011 edition for use in Scotland with Employer’s Amendments for the Maintenance and Refurbishment of Tenanted Properties (RC-CPU-24-208) to City Gate Construction (Scotland) Limited (co. no.SC244614). 2.2 Authorises the approved contract value of up to £27,747,894.47, excluding VAT, for the Contract Period including any extension periods. 2.3 Note that it is anticipated that the Contract Commencement Date will be 02 February 2026. The Contract will be for an initial Contract Period of 24 months with the option to extend this period for up to 12 months on two separate occasions at the Council’s sole discretion. 2.4 Note that as part of the Contract, as identified in the ITT, City Gate Construction (Scotland) Limited will enter into a Data Processor Agreement with the Council. _________________________________________________________ 3. Background 3.1 A central requirement of Environment, Housing and Infrastructure is to ensure that Council properties, facilities and assets are of a proper standard, are properly maintained in a manner that complies with statutory legislation and that the appropriate records are maintained. This procurement is for a Measured Term Contract for the appointment of a suitably qualified contractor to carry out the maintenance and refurbishment works to tenanted properties, including kitchens, bathrooms and rewires, where the requirement for these works cannot be met internally within the Council by Building Services. The award of this contract will ensure the Council’s housing stock is maintained to the required regulatory standards, including the Scottish Housing Quality Standard (SHQS), and that properties are maintained and refurbished within an agreed timescale to ensure targets are met. 3.2 This is a contract with no guarantee of spend under the SBCC Measured Term Contract 2011 Edition with Employer’s Amendments. The maximum spend over the maximum 4 year period including use of both extensions is up to £27,747,894.47. Payment will only be made for completion of relevant task orders issued by the Council and accepted by the Contractor. Page 378 of 442
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OFFICIAL 3.3 To initiate this procurement process a contract notice was published on Find a Tender via the Public Contracts Scotland advertising portal on 27 June 2025 with the tender documentation available for downloading from the Public Contracts Scotland – Tender portal from this date. 3.4 During the live tender period, 38 organisations expressed an interest in this opportunity. By the closing date set for the return of electronic tender submissions, 12 noon on 25 August 2025, 4 organisations (Tenderers) submitted a response, 8 declined and 26 failed to respond. 3.5 All Tenderers were required to complete a Single Procurement Document (“SPD”) to be submitted with their tender submission in accordance with Regulation 60 of the Public Contracts (Scotland) Regulations 2015. The 4 tender submissions received contained a completed SPD and each was then evaluated against a pre-determined set of criteria in the SPD by representatives from Housing Services, the Corporate Procurement Unit, Corporate Risk and Corporate Health and Safety. 3.6 Three of the tender submissions received complied with the minimum selection criteria of the SPD. One tender submission did not meet the minimum selection criteria detailed within the SPD and was deemed irregular and removed from the procurement process. The remaining tender submissions were each evaluated against the Award Criteria, which were based on a weighting of 65% Price and 35% Quality. 3.7 The scores relative to the award criteria for each of the tender submissions are noted below: Quality (35%) Price (65%) Total (100%) 1 City Gate Construction (Scotland) Limited 35 65 100 2 MP Group UK Limited 33.25 62.12 95.37 3 Procast Property Services Ltd. 33.50 52.30 85.80 3.8 The evaluation of tender submissions received identified that the tender submission by City Gate Construction (Scotland) Limited was the most economically advantageous tender. 3.9 The form of Contract will be SBCC Measured Term Contract 2011 Edition with Employer’s Amendments. 3.10 Community Benefits were requested as part of the procurement process and City Gate Construction (Scotland) Limited have committed to the following Community Benefits: Page 379 of 442
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OFFICIAL Community Benefits Description No of People / Activity Job for an unemployed individual 2 Modern Apprenticeship 2 Work Experience Placement for an individual 16+ years of age 5 Work Experience Placement for an individual 14+ years of age 5 Industry Awareness Events 5 ___________________________________________________________________ Implications of the Report 1. Financial – The approved contract value will be up to a maximum value of £27,747,894.47, excluding VAT, including the optional two extension years. The costs for this Contract will be met from the Housing Revenue Account (HRA) capital budget for the refurbishment works and the HRA revenue repairs budget for the maintenance works. 2. HR & Organisational Development – None directly arising from this report. 3. Community/Council Planning – • Our Renfrewshire is fair - Reducing child poverty in Renfrewshire and improving outcomes for children and families currently living in poverty • Reshaping our place, our economy and our future - Ensuring Renfrewshire has the supply of green, high-quality, tenanted properties in the right places to meet current and future demands The work carried out under the contract and the impact it will have will directly assist in meeting the key outcomes also indirectly through sustainability and social and economic development. 4. Legal - The Procurement of this Contract was conducted in accordance with the Public Contracts (Scotland) Regulations 2015, as amended for an above GPA Threshold for Works Contract using the Open Procedure and Renfrewshire Council’s Standing Orders Relating to Contracts. 5. Property/Assets - The contract will provide refurbishment works and maintenance/repair to the Council’s tenanted domestic properties. 6. Information Technology - None directly arising from this report. Page 380 of 442
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OFFICIAL 7. Equality & Human Rights - None directly arising from this report. 8. Health & Safety - Health and Safety credentials were requested as part of the tender. City Gate Construction (Scotland) Limited’s evidence was evaluated against by Corporate Health and Safety and met the Council’s requirements regarding Health and Safety. 9. Procurement – The procurement procedures outlined within this report shall ensure that the Council meets its statutory requirements in respect of procurement procedures, efficiency, and modern Government. 10. Risk – City Gate Construction (Scotland) Limited insurances have been assessed and evaluated to confirm they meet the requirements regarding insurable risk. 11. Privacy Impact - A Data Processor Agreement will be in place for the Contract Period. This will cover the Data Protection elements of the Contract, the sharing of information between the Contractor and the Council. 12. Climate Risk– The level of impact associated with provision of this service have been assessed using the Scottish Government Sustainability Test and is considered as Low Risk. The Single Procurement Document (Scotland) (SPD) Environmental Management question 4C.7 was utilised with the following response. The Contractor will undertake: • Fleet Management and Decarbonisation – replace our existing diesel fleet as it ages out, utilising a combination of lower emission vehicles, plug-in hybrids and solely electric vehicles. • Efficiency in Material Deliveries & Storage– All materials come straight from manufacturer reducing the mileage of potential distributors. These materials are then assigned and delivered in a single visit from our transport teams. • Supply Chain Review & Engagement– to seek opportunities to move away from global and national suppliers towards local suppliers wherever practicable. • Waste Management – aim to divert 95% of waste from landfill through partnerships with recycling and reclamation organisations. 13. Children’s Rights – None directly arising from this report 14. Cosla Policy Position – None directly arising from this report Page 381 of 442
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OFFICIAL ___________________________________________________________________ Author: Megan McLuskey, Senior Procurement Specialist, Megan.McLuskey@renfrewshire.gov.uk, 0141 487 3263 Page 382 of 442
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OFFICIAL ___________________________________________________________________ To: Finance, Resources and Customer Services Policy Board On: 20 November 2025 ___________________________________________________________________ Report by: The Director of Finance and Resources and the Director of Environment, Housing & Infrastructure ___________________________________________________________________ Heading: Contract Authorisation Report for Phase 2 Housing Management System Consultancy (Ref: RC-CPU-25-125) ___________________________________________________________________ 1. Summary 1.1 The purpose of this report is to seek approval of the Finance, Resources and Customer Services Policy Board to award a Call-Off Contract for Phase 2 Housing Management System Consultancy to Gravitas Recruitment Group Limited. 1.2 The recommendation to award a Call-Off Contract follows a procurement exercise conducted in accordance with the Crown Commercial Services G-Cloud 14 Framework Agreement RM1557.14 Framework Schedule 5: Award Procedure and the RM1557.14 G-Cloud 14 (Lots 1, 2 and 3) Buyer Guide (Buyer Guide) and Renfrewshire Council’s Standing Orders Relating to Contracts for an above Threshold Services Contract. 1.3 A Contract Strategy was approved by the Head of Housing on 3 October 2025 and the Strategic Category Manager on 1 October 2025. ___________________________________________________________________ 2. Recommendations It is recommended that the Finance, Resources and Customer Services Policy Board authorises: Item 25 Page 383 of 442
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OFFICIAL 2.1 the Head of Corporate Governance to award the Contract for Phase 2 Housing Management System Consultancy to Gravitas Recruitment Group Limited, being a Call-Off Contract made under Lot 3 of the Crown Commercial Services G-Cloud 14 Framework Agreement (RM1557.14). 2.2 the Call-Off Contract Term of 19 months. The proposed Call-Off Start date is 5 January 2026. However, the actual Call-Off Start date will be confirmed in the Crown Commercial Services G-Cloud 14 Framework Agreement RM1557.14 Call-Off Order Form. 2.3 the maximum approved Call-Off Contract value of up to £250,000 excluding VAT, for the entire Call-Off Contact Term. 2.4 the Liability Cap of £1 million per year in direct loss or damage to the property, £2 million during the Call-Off Contract Term for Buyer Data Defaults, and that an annual total liability of the Supplier Gravitas Recruitment Group Limited) for all other Defaults will not exceed the greater of £1 million or 125% of the Charges payable by the Council to the Supplier during the Call-Off Contract Term (whichever is the greater). _________________________________________________________ 3. Background 3.1 The Council has a requirement for consultancy services to provide technical assistance with the ongoing implementation of the new integrated Housing Management System provided by NEC Software Solutions UK Limited. The services will include the redesign and re- engineering of associated processes and the related ways of working as the Council enters Phase 2 of the implementation of the Housing Management system. 3.2 The Council procured a fully integrated Housing Management System to replace several legacy systems which have become outdated. To fully support the Head of Housing to manage the implementation of the new housing management system, the appointed Supplier will manage multiple complex workstreams throughout the implementation of the Housing Management system. These services include structuring and controlling those workstreams and their interdependencies, so they collectively deliver the outputs needed to provide the capability for the Council to deliver all the implementation milestones agreed with NEC Software Solutions UK Limited. This will include providing direction and guidance to the wider, multi-disciplinary project team, consisting of Housing Services and Building Services. Page 384 of 442
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OFFICIAL 3.3 For this Contract the Council carried out a procurement exercise conducted in accordance with the Crown Commercial Services G- Cloud 14 Framework Agreement RM1557.14 Framework Schedule 5: Award Procedure and the RM1557.14 G-Cloud 14 (Lots 1,2 and 3) Buyer Guide (Buyer Guide) and Renfrewshire Council’s Standing Orders Relating to Contracts for an above Threshold Services Contract. 3.4 Following the Framework Schedule 5: Award Procedure and the Buyer Guide, the Council followed the steps 1-3 using search criteria as detailed below: Search Criteria Search Criteria Details Results 1 Housing Management System 368 suppliers 2 Implementation 68 suppliers 3 NEC 4 suppliers 3.5 After applying the relevant filter and search criteria, four solutions were identified from four individual G-Cloud 14 suppliers: Gravitas Recruitment Group Limited, Investigo Limited, Manifest Software Solutions Limited, and Home Connections Lettings Limited. 3.6 Following Step 4: Evaluation and selection of the Buyer Guide, a desktop analysis was conducted to assess the shortlisted Suppliers suitability against the specific Council’s requirements. This exercise identified that two of the four suppliers could not comply with the Council’s requirements. The following two Suppliers were evaluated against the Council’s requirements: - Gravitas Recruitment Group Limited - Investigo Limited 3.7 Following the evaluation, Gravitas Recruitment Group Limited were deemed to best meet the Council’s requirements and offer best value and are recommended to progress toward in accordance with the G- Cloud 14 requirements. 3.8 The Contract will be formed using Call-Off Contract (Order Form) and Call-Off Terms as contained within the G-Cloud 14. ___________________________________________________________________ Page 385 of 442
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OFFICIAL Implications of the Report 1. Financial - The maximum approved Call-Off Contract value of up to £250,000, excluding VAT, is for a period of 19 months commencing on 5 January 2026. 2. HR & Organisational Development - None directly arising from this report. 3. Community/Council Planning – • Working together to improve outcomes - Adopting a 'place shaping' approach to developing our communities - working together to maximise our collective impact and influence across economic, social, physical, cultural and environmental policies and practices 4. Legal - This procurement was carried out in accordance with Crown Commercial Services G-Cloud 14 reference RM1557.14 Framework Agreement Schedule 5: Award Procedure and (Lots 1,2 and 3) Buyer Guide and the Council’s Standing Orders Relating to Contracts for an above Threshold value Services Contract (Call-off Contract). 5. Property/Assets – The contract will support the implementation of a new Housing asset management system. 6. Information Technology - The services delivered under this Call-Off Contract will ensure the Council has access to the specialist knowledge and advice required to implement its new Housing Management software system. To effectively deliver these services under this Call- Off Contract, the resource provided by the recommended Supplier will be provided with a Council laptop. 7. Equality & Human Rights - None directly arising from this report 8. Health & Safety - None directly arising from this report. 9. Procurement – This procurement exercise was conducted in accordance with Crown Commercial Services G-Cloud 14 RM1557.14 Framework Schedule 5: Award Procedure and the RM1557.14 G-Cloud 14 (Lots 1,2 and 3) Buyer Guide and Renfrewshire Council’s Standing Orders Relating to Contracts. 10. Risk - The following liability caps apply as part of the Call-Off Contract: • Liability Cap clause - Defaults by either party resulting in direct loss or damage to the property (including technical infrastructure, Page 386 of 442
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OFFICIAL assets or equipment but excluding any loss or damage to Buyer Data) of the other Party will not exceed £1 million per year. • The annual total liability of the Supplier for Buyer Data Defaults resulting in direct loss, destruction, corruption, degradation of or damage to any Buyer Data will not exceed £2 million of the Charges payable by the Buyer to the Supplier during the Call-Off Contract Term (whichever is the greater). • The annual total liability of the Supplier for all other Defaults will not exceed the greater of £1 million or 125% of the Charges payable by the Buyer to the Supplier during the Call-Off Contract Term (whichever is the greater). • Any of the Supplier’s professional consultants are required to have professional indemnity insurance to a minimum value of £1,000,000 for each individual claim and will hold the following liability caps as part of the Call-Off Contract. 11. Privacy Impact - None directly arising from this report. 12. Climate Risk – None directly arising from this report. 13. Children’s Rights – None directly arising from this report. 14. Cosla Policy Position – None directly arising from this report. _________________________________________________________ List of Background Papers (a) None ___________________________________________________________________ Author: Rachel Davison, Digital Category Manager, Rachel.davison@renfrewshire.gov.uk Page 387 of 442
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OFFICIAL ___________________________________________________________________ To: Finance, Resources and Customer Services Policy Board On: 20 November 2025 ___________________________________________________________________ Report by: Report by the Director of Finance and Resources and the Director of Environment, Housing and Infrastructure ___________________________________________________________________ Heading: Contract Authorisation Report for Processing & Recycling of Gully Waste (RC-CPU-25-086) ___________________________________________________________________ 1. Summary 1.1 The purpose of this report is to seek the approval of the Finance, Resources and Customer Services Policy Board to award a Services Contract for Processing & Recycling of Gully Waste (reference RC-CPU-25-086) to WM Hamilton & Sons Limited. 1.2 The recommendation to award this Contract follows a mini-competition made under the Scotland Excel Dynamic Purchasing System (DPS) for the Treatment and Disposal of Recyclable and Residual Waste, schedule 27/17, Lot 17 – Treatment and Disposal of Street Sweepings and Gully Waste. 1.3 An Overarching Waste Commodity Contract Strategy was approved by the Director of Environment, Housing and Infrastructure and the Corporate Procurement Manager in October 2024. An Executive Summary Strategy specific to Processing & Recycling of Gully Waste was also approved by the Head of Infrastructure and Service Development and the Interim Corporate Procurement Manager in July 2025. ___________________________________________________________________ Item 26 Page 389 of 442
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OFFICIAL 2. Recommendations 2.1 It is recommended that the Finance, Resources and Customer Services Policy Board: 2.1.1 Authorises the Head of Corporate Governance to award a Contract for Processing & Recycling of Gully Waste (RC-CPU-25-086) to WM Hamilton & Sons Limited made following a mini-competition under Lot 17 of the Scotland Excel Dynamic Purchasing System for the Treatment and Disposal of Recyclable and Residual Waste, schedule 27/17. 2.1.2 Authorises the Approved Contract value of up to £700,000 excluding VAT. 2.1.3 Authorises the Period of Contract of four years anticipated to commence on 15 December 2025 until 14 December 2029. In the event that the Contract does not commence on that date, the Period of Contract shall run from the actual date of commencement date as stated in the Council’s Letter of Acceptance. _________________________________________________________ 3. Background 3.1. The Council has a statutory obligation under section 89 of the Environmental Protection Act 1990 to ensure that the gullies for which it is responsible are cleaned and jetted on a 2-yearly cycle, as well as dealing with and responding to ad-hoc gully complaints. The Supplier will be required to treat and dispose of gully waste collected by Council gully vehicles, with the purpose of extracting recyclables and reducing the amount of waste destined for disposal. 3.2. The Contract will cover waste arising from gully cleaning operations as defined by The Controlled Waste Regulations 1992 and The Waste (Scotland) Regulations 2012. Gully waste is classed as material that is likely to have been collected by mechanical and suction gully cleaning. The material will include both silt and detritus build up. This material requires treatment to remove inert waste, or waste capable of simple treatment to allow diversion of this part of the waste from landfill. 3.3. This procurement exercise has been tendered as a mini-competition under the Scotland Dynamic Purchasing System (DPS) for the Treatment and Disposal of Recyclable and Residual Waste, schedule 27/17 (“the DPS”) under Lot 17 Treatment and Disposal of Street Sweepings and Gully Waste (“Lot 17”). 3.4. At the time of the mini-competition, Lot 17 of the DPS had 23 Suppliers registered. All 23 Suppliers were invited to participate in the mini-competition issued through the Public Contract Scotland Tender platform on 21 July 2025. In accordance with the requirements of the DPS, the Council could Page 390 of 442
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OFFICIAL select to use the Contract Terms and Conditions prepared by Scotland Excel or alternatively could use Council terms and conditions as part of the mini- competition. The Council chose to use both the Council’s General Conditions of Contract for Services – Waste, and related Operational Terms and Conditions for this mini-competition. 3.5. By the closing date set for return of electronic tenders at 12 noon on 11 August 2025, 2 Suppliers had submitted a Tender Submission with the remaining 21 Suppliers not responding. 3.6. The DPS was effective from 19 February 2019 and is in its second extension period to expire 10 February 2026. The DPS was created prior to Brexit, as such under the DPS rules all Suppliers must complete the European Single Procurement Document (ESPD) when applying for a place on the DPS. The Suppliers confirmed within their respective Tender Submissions that none of the exclusion criteria as detailed within Regulation 58 of The Public Contracts (Scotland) Regulations 2015 apply to them. 3.7. Of the two Tender Submissions received, one tender submission was deemed non-compliant due to their waste management license not being able to accept waste liquids or slurry waste. As a result, this Tenderer bid was rejected. 3.8. The remaining Tender Submission was evaluated against a combined weighting of 30.00% Quality and 70.00% Price. The scores relative to the Award Criteria are as follows: Quality (30.00%) Price (70.00%) Total (100.00%) 1 WM Hamilton & Sons Limited 28.25% 70.00% 98.25% 3.9. The Tender Submission received by WM Hamilton & Sons Limited met the criteria set out in the procurement documents and was within the Council’s set budget and was therefore deemed to be value for money. 3.10. Community Benefits were requested as part of the procurement process and WM Hamilton & Sons Limited have committed to the following Community Benefits. Community Benefit Description No of People / Activity Work Experience Placement for an individual 16+ years of age (who is not currently in employment, education or training) and preferably from an identified priority group. 4 Business advice/support to an SME /Social Enterprise/ Voluntary organisation 1 Event to promote supply chain opportunities 1 Financial Support for a Community Project/Group. 1 Page 391 of 442
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OFFICIAL Implications of the Report 1. Financial - The costs for this Contract of up to £700,000 excluding VAT, over the period of four years, will be met from the Council’s waste disposal revenue budget within Environment, Housing and Infrastructure. 2. HR & Organisational Development - None directly arising from this report. 3. Community/Council Planning – Place - Working with partners to ensure our neighbourhoods are safe, vibrant, and attractive places to live. Economy - Supporting our citizens, particularly those furthest from the jobs market, into fair work - well paid, fulfilling employment through Community Benefits. Green - Working across partners and communities to deliver the priority areas highlighted in our Plan for Net Zero, working towards a net zero Renfrewshire by 2030. Living our Values - Ensuring our journey to net zero is a just transition with climate justice and fairness at the heart, finding opportunities to challenge inequalities in new green ways as we tackle the climate crisis. 4. Legal – The procurement of this Contract was carried out in accordance with the Scotland Excel Dynamic Purchasing System for the Treatment and Disposal of Recyclable and Residual Waste, schedule 27/17 and Renfrewshire Council’s Standing Orders Relating to Contracts. Council terms and conditions were selected for this Contract as permitted under the DPS. 5. Information Technology - None directly arising from this report. 6. Property/Assets - None directly arising from this report. 7. Equality & Human Rights - None directly arising from this report. 8. Health & Safety – WM Hamilton & Sons Limited’s Health and Safety submission was evaluated by the Council’s Corporate Health and Safety team and met the requirements regarding health and safety. 9. Procurement – The procurement procedures outlined within this report shall ensure that the Council meets is statutory requirements in respect of procurement procedures, efficiency and modern Government. 10. Risk – WM Hamilton & Sons Limited’s insurances have been assessed and evaluated to confirm they met the requirements regarding insurable risk. Page 392 of 442
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OFFICIAL 11. Privacy Impact - None directly arising from this report. 12. Climate Risk - The level of impact associated with provision of this service has been assessed using the Scottish Government Sustainability Test and this contract will strive towards the Scottish Government’s aims and objectives for a Zero Waste Scotland. 13. Children’s Rights – This report does not cover a new policy, function or strategy nor a substantive change to an existing policy, function or strategy which will have an impact on children’s rights. 14. Cosla Policy Position - None directly arising from this report. _________________________________________________________ List of Background Papers None ___________________________________________________________________ Author: Sam Smith, Procurement Adviser (sam.smith@renfrewshire.gov.uk) Page 393 of 442
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OFFICIAL ___________________________________________________________________ To: Finance, Resources and Customer Services Policy Board On: 20 November 2025 ___________________________________________________________________ Report by: The Director of Finance and Resources and the Director of Environment, Housing & Infrastructure ___________________________________________________________________ Heading: Contract Authorisation Report for Measured Term Contract for Provision of Scaffolding and Associated Works (RC-CPU-25-046) ___________________________________________________________________ 1. Summary 1.1. The purpose of this report is to seek the approval of the Finance, Resources and Customer Services Policy Board to award the Measured Term Contract for the Provision of Scaffolding and Associated Works (RC-CPU-25-046) to JR Scaffold Services Ltd. 1.2. The recommendation to award the Measured Term Contract for the Provision of Scaffolding and Associated Works follows a procurement exercise which was conducted in accordance with the Open Procedure under Renfrewshire Council’s Standing Orders Relating to Contracts for a below Regulated Works contract. 1.3. A Contract Strategy was approved by the Interim Corporate Procurement Manager and the Head of Facilities and Property Services on 14 August 2025. ___________________________________________________________________ 2. Recommendations It is recommended that the Finance, Resources and Customer Services Policy Board: Item 27 Page 395 of 442
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OFFICIAL 2.1. Authorise the Head of Corporate Governance to award the Measured Term Contract for the Provision of Scaffolding and Associated Works in the form of SBCC Measured Term Contract for use in Scotland 2011, MTC/Scot (2011 Edition) incorporating the Employers Amendments, (RC-CPU-25-046) to JR Scaffold Services Ltd., (co.no. SC187329). 2.2. Authorises the cumulative spend under this Measured Term Contract up to a maximum value of £500,000, excluding VAT. 2.3. Note, the Contract Period will be for 3 years with the option for the Council, at its sole discretion to extend the Contract Period for up to a further 12 months, subject to satisfactory operation and performance. It is anticipated that the Measured Term Contract will commence on 15 December 2025. In the event that it does not commence on 15 December 2025, the Contract Period shall run from the commencement date as stated in the Award Schedule to the Council’s Letter of Acceptance. _________________________________________________________ 3. Background 3.1. The Council requires a scaffolding contractor for the hire of scaffold and aluminium towers to support maintenance and repairs to tenanted and operational properties within the Renfrewshire Council area. 3.2. The Measured Term Contract will be formed using SBCC Measured Term Contract for use in Scotland 2011, MTC/Scot (2011 Edition) incorporating the Employers Amendments as set out in the Tender Documents. 3.3. A Contract Notice was advertised on the Public Contracts Scotland portal on 15 August 2025. The tender documents were available for download from through Public Contracts Scotland – Tender portal from this date. This procurement exercise was conducted as an Open Procedure under the Council’s Standing Orders Relating to Contracts for a below Regulated Works contract. 3.4. During the tender period, 18 companies expressed an interest in the Measured Term Contract. By the closing date set for the return of electronic tenders, 12 noon on 18 September 2025, 4 organisations submitted a tender response, 3 organisations declined to respond, and 11 organisations did not respond. 3.5. The Tender Submissions received were evaluated by a panel comprising representatives from Environment, Housing and Infrastructure, Health and Safety, Risk and the Corporate Procurement Unit. Page 396 of 442
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OFFICIAL 3.6. In accordance with The Renfrewshire Council Standing Orders relating to Contracts 11.5, Tenderers were evaluated against a pre-determined set of criteria in the form of the Single Procurement Document (“SPD”). 3 Tenderers satisfied the Council’s requirements in respect of their responses to the SPD. 1 Tender submission failed to comply with the requirements set out within the SPD and was rejected on this basis. 3.7. The technical and commercial responses contained in each Tender Submission were then scored against the award criteria of 30% technical (Quality) and 70% commercial (Price). 3.8. The scores relative to the award criteria of the Tenderers are noted below: Price (70%) Quality (30%) Total (100%) 1 JR Scaffold Services Ltd. 70.00% 20.75% 90.75% 2 Clyde Scaffolding Ltd. 53.81% 27.25% 81.06% 3 Brand Energy & Infrastructure Services UK, Ltd. 36.11% 20.25% 56.36% 3.9. The evaluation of Tender Submissions received identified that the submission by JR Scaffold Services Ltd. was the most economically advantageous tender. 3.10. Community Benefits were requested as part of the procurement process and JR Scaffold Services Ltd. have committed to the following Community Benefits. Community Benefits Description No of People / Activity Job for a young person (age 16-24) from a recognised priority group e.g. from the councils' most deprived data zones 1 Work Experience Placement for an individual 16+ years of age 3 Financial Support for a Social Enterprise or other approved community initiative 1 ___________________________________________________________________ Page 397 of 442
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OFFICIAL Implications of the Report 1. Financial - The maximum value for this Measured Term Contract is £500,000 excluding VAT, for the Contract Period including the initial 3- year period and, at The Renfrewshire Council’s discretion, a further extension to the Contract Period of up to 12 months. The cost of this Measured Term Contract shall be met from the Hard Facilities Management revenue repairs budget, recharged to the Housing Revenue Account. 2. HR & Organisational Development - None directly arising from this report. 3. Community/Council Planning – Place – Working together to enhance wellbeing across communities - Working with partners to ensure our neighbourhoods are safe, vibrant and attractive places to live Economy – building an inclusive, green and resilient 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 Living our values – making a difference together - Ensuring Renfrewshire Council delivers Best Value for our citizens and customers, that we demonstrate we are a well governed, effective organisation 4. Legal - The procurement of this Measured Term Contract was conducted in accordance with the requirements of the Council’s Standing Orders Relating to Contracts for a below Regulated Works Contract. 5. Property/Assets – This Measured Term Contract will facilitate the maintenance and repairs to 12,500 tenanted and operational properties within Renfrewshire. 6. Information Technology - none directly arising from this report. 7. Equality & Human Rights - none directly arising from this report. 8. Health & Safety – JR Scaffold Services Ltd.’s Health & Safety submission was evaluated by the Council’s Corporate Health & Safety team and met the minimum requirements regarding health & safety. Page 398 of 442
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OFFICIAL 9. Procurement – The procurement procedure outlined within this report ensures that the Council meets its statutory requirements in respect of procurement procedures, efficiency, and modern Government. 10. Risk – JR Scaffold Services Ltd.’s insurances have been assessed and evaluated, and these met the Council’s requirements. 11. Privacy Impact - none directly arising from this report. 12. Climate Risk– The level of impact associated with works connected with the Contract has been assessed using the Scottish Government Sustainability Test and is considered to be low risk. 13. Children’s Rights – none directly arising from this report. 14. Cosla Policy Position – none directly arising from this report. _________________________________________________________ List of Background Papers - None ___________________________________________________________________ Author: Aileen Ross, Procurement Advisor, Corporate Procurement Unit (aileen.ross@renfrewshire.gov.uk) Page 399 of 442
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OFFICIAL ___________________________________________________________________ To: Finance, Resources and Customer Services Policy Board On: 20 November 2025 ___________________________________________________________________ Report by: The Director of Finance and Resources and the Director of Environment, Housing and Infrastructure ___________________________________________________________________ Heading: Contract Authorisation Report for Council Wide Laundry Maintenance (RC-CPU-25-103) ___________________________________________________________________ 1. Summary 1.1 The purpose of this report is to seek the approval of the Finance, Resources and Customer Services Policy Board to award a Services Contract for Council Wide Laundry Maintenance (RC-CPU-25-103) to Wolf Laundry Limited (Co no. 08023858). 1.2 The recommendation to award a Contract follows a procurement process conducted in accordance with the Public Contracts (Scotland) Regulations 2015 for an above Government Procurement Agreement (GPA) Threshold Measured Term Contract using the Open procedure (Services) and the Renfrewshire Council Standing Orders Relating to Contracts. 1.3 A Contract Strategy was approved by the Head of Facilities and Property Services on 21 August 2025 and the Interim Strategic Category Manager on 20 August 2025. ___________________________________________________________________ 2. Recommendations It is recommended that the Finance, Resources and Customer Services Policy Board: Item 28 Page 401 of 442
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OFFICIAL 2.1 Authorises the Head of Corporate Governance to award a Services Contract in the form of a SBCC Measured Term Contract for use in Scotland (MTC/Scot 2011) amended by the Employer’s Amendments for Council Wide Laundry Maintenance to Wolf Laundry Limited (Co no. 08023858). 2.2 Authorises the approved total contract value of up to £356,701.29 excluding VAT for the entire contract period. 2.3 Note, the contract period will be for 3 years. The commencement date is 28 January 2026 and the completion date for the whole of the services is 156 weeks from the commencement date. In the event that the Measured Term Contract does not commence on 28 January 2026, the contract period shall run from the access date as stated in the Award Schedule to the Letter of Acceptance issued to Wolf Laundry Limited. _________________________________________________________ 3. Background 3.1 The Council requires to appoint a suitably experienced Contractor to provide servicing and maintenance for the current Council wide laundry equipment and to provide reactive repairs across various properties within the Council area. 3.2 Renfrewshire Council has a portfolio in excess of 120 launderettes and over 450 pieces of laundry equipment located within Paisley, Johnstone and Renfrew, all of which require to have ongoing repairs carried out. To achieve this, Renfrewshire Council currently has a requirement for a competent Contractor to carry out reactive repairs as and when instructed by the Contract Administrator. 3.3 To initiate this procurement process a Contract Notice was published on Find a Tender Service via the Public Contracts Scotland portal on 21 August 2025 with the tender documentation available for downloading from the Public Contracts Scotland – Tender platform from this date. 3.4 During the tendering live period 9 companies expressed an interest in the tender. By the closing date set 12 noon, 23 September 2025 for return of electronic tender submissions 4 companies had submitted a tender response and 5 companies did not respond. Page 402 of 442
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OFFICIAL 3.5 As required by Regulation 60 of the Public Contracts (Scotland) Regulations 2015, as amended all Tenderers were each required to complete a Single Procurement Document (“SPD”), which was to be submitted with their tender submission. All 4 tender submissions were evaluated against a pre-determined set of criteria within the SPD by representatives from the following Council services: Property Services, the Corporate Procurement Unit, Corporate Risk and Corporate Health and Safety. 3.6 All 4 tender submissions complied with the minimum selection criteria of the SPD and progressed to evaluation against the published Award Criteria which was based on a weighting of 60% Quality and 40% Price. 3.7 During the commercial evaluation period, 2 tender submissions were identified as irregular bids and failed to comply with the procurement documents in accordance with Regulation 27(6). One tenderer did not return the correct Pricing Document as required by the procurement documents, it was treated as an irregular bid and that tenderer was excluded from the remainder of the tender process. A second tenderer also withdrew their tender submission having missed pricing all items of the Pricing Document and consequently were not prepared to maintain the Pricing Document as they tendered it. 3.8 The remaining 2 tender submission scores relative to the award criteria are noted below: Company Price (40%) Quality (60%) Total (100%) Wolf Laundry Limited 37.70% 48.00% 85.70% Electrolux Professional Limited 40.00% 37.00% 77.00% 3.9 The evaluation of the remaining tender submissions identified that the tender submission by Wolf Laundry Limited was the most economically advantageous to the Council. 3.10 The form of contract is SBCC Measured Term Contract for use in Scotland (MTC/Scot 2011) amended by the Employer’s Amendments. 3.11 The costs for this Measured Term Contract will be met from the Revenue – General Services Budget. 3.12 Community Benefits were requested as part of the procurement process and Wolf Laundry Limited confirmed that the following Community Benefits would be made available to the Council for this Measured Term Contract: Page 403 of 442
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OFFICIAL ___________________________________________________________________ Implications of the Report 1. Financial – The total approved contract value will be up to £356,701.29, excluding VAT, for the entire contract period. The costs will be met from the Housing Revenue Account. 2. HR & Organisational Development - None directly arising from this report. 3. Community/Council Planning – Our Renfrewshire is thriving - Making sure the infrastructure is in place to support growth in local economy and population (such as housing, transport and schools) Our Renfrewshire is well - Developing strong community-based services that respond to local need Living our values - Ensuring Renfrewshire Council delivers Best Value for our citizens and customers, that we are a well governed, effective organisation 4. Legal - The procurement of this Measured Term Contract has been conducted as an above GPA (Services) Open Procedure in accordance with the Council’s Standing Orders Relating to Contracts and the Public Contracts (Scotland) Regulations 2015, as amended. 5. Property/Assets - By awarding this Measured Term Contract, the Council will have the ability to carry out statutory maintenance and repairs on a reactive basis to the current installed laundry equipment throughout the Renfrewshire Council area. Community Benefit Description No of People / Activity Modern Apprenticeship 1 Work Experience Placement for an individual 16+ years of age 1 Non-financial support for a Social Enterprise or other approved community initiative 1 Page 404 of 442
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OFFICIAL 6. Information Technology – none directly arising from this report. 7. Equality & Human Rights - None directly arising from this report. 8. Health & Safety – Wolf Laundry Limited’s Health and Safety Submission was evaluated by the Council’s Corporate Health & Safety team and were deemed to have met the requirements regarding Health & Safety. 9. Procurement – This Measured Term Contract was tendered in compliance with Renfrewshire Council’s Standing Orders Relating to Contracts and statutory requirements in respect of procurement procedures, efficiency and modern government. 10. Risk – Wolf Laundry Limited was evaluated by the Council’s Risk team and met the Council’s minimum requirements. 11. Privacy Impact - None directly arising from this report 12. Climate Risk - The level of impact associated with provision of this service has been assessed using the Scottish Government Sustainability Test and is considered to be low risk. 13. Children’s Rights – none directly arising from this report. 14. Cosla Policy Position – No COSLA Policy Position implications have arisen or are anticipated. _________________________________________________________ List of Background Papers (a) none ___________________________________________________________________ Author: Stuart McLean, Procurement Adviser, stuart.mclean@renfrewshire.gov.uk Page 405 of 442
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OFFICIAL ___________________________________________________________________ To: Finance, Resources and Customer Services Policy Board On: 20 November 2025 ___________________________________________________________________ Report by: The Director of Finance and Resources and the Chief Executive’s Service ___________________________________________________________________ Heading: Contract Authorisation Report for External Works – Ferguslie Green Line – Belltrees (RC-CPU-25-006) ___________________________________________________________________ 1. Summary 1.1 The purpose of this report is to seek the approval of the Finance, Resources and Customer Services Policy Board to award a Works Contract for the External Works – Ferguslie Green Line – Belltrees (reference RC-CPU-25-006) to MacKenzie Construction Limited. 1.2 The recommendation to award the External Works – Ferguslie Green Line – Belltrees Contract follows a procurement exercise which was conducted in accordance with the Open Procedure under the Council’s Standing Orders Relating to Contracts for a below Regulated (Works) Contract. 1.3 A Contract Strategy was approved by both the Interim Corporate Procurement Manager and the Head of Economy and Development on 13 August 2025. ___________________________________________________________________ 2. Recommendations It is recommended that the Finance, Resources and Customer Services Policy Board: 2.1 Authorises the Head of Corporate Governance to award a Works Contract in the form of NEC3 Engineering and Construction Short Contract April 2013 (and related ‘Z’ Clauses) for the External Works – Item 29 Page 407 of 442
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OFFICIAL Ferguslie Green Line – Belltrees (RC-CPU-25-006) to MacKenzie Construction Limited. 2.2 Authorises the Total of the Prices of £619,999.26, excluding VAT. 2.3 Authorises a contingency spend of £123,999.85, which equates to 20% of the Total of the Prices. 2.4 Authorises a total Approved Contract value of £743,999.11 excluding VAT, which is the Total of the Prices plus the contingency spend. 2.5 Note, the starting date is anticipated to be 5 January 2026, and the completion date is 26 weeks from the starting date. If there are a change to these dates then, the actual dates will be as stated in the Award Schedule to the Council’s Letter of Acceptance to MacKenzie Construction Limited. 2.6 Note, that this Contract is fully externally funded and that no Council funding will be involved in the delivery of this Contract. The first year of annual maintenance will be covered by the Contractor; however, after this first year, the Council’s Neighbourhood Services will be responsible for the annual maintenance costs, estimated at £25,000. _________________________________________________________ 3. Background 3.1 Renfrewshire Council has a requirement to appoint a suitably qualified contractor to deliver a new multi-functional greenspace for informal recreation at Belltrees Crescent, Ferguslie Park, Paisley. The works include a nature play trail, orbital walking route, active travel enhancements and spaces for community activity, supporting transformation of a long-term area of vacant and derelict land. 3.2 The Council has received funding from the Scottish Government Vacant and Derelict Land Investment Programme, Scottish Government Place Based Investment Programme and UK Government Shared Prosperity Fund to deliver this project. 3.3 To initiate the procurement process a Contract Notice was published on Public Contracts Scotland advertising portal on 14 August 2025 with tender documentation available for downloading from Public Contracts Scotland – Tender portal from this date. 3.4 During the live tender period, 18 organisations expressed an interest in the tender. By the closing date set for the return of electronic tender submissions at 12 noon on 10 September 2025, 7 organisations Page 408 of 442
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OFFICIAL submitted a tender response, 4 organisations declined to respond, and 7 organisations did not respond. 3.5 Tenderers were required to complete a Single Procurement Document (SPD) in accordance with Standing Orders relating to Contracts clause 11.5, which they required to submit with their tender submission. All 7 organisations were evaluated against a pre-determined set of criteria in the form of the SPD by representatives from the following Council Services: Chief Executive’s Service (Regeneration and Place Team), the Corporate Procurement Unit, Corporate Risk and Corporate Health & Safety. 3.6 All 7 tender submissions complied with the minimum selection criteria within the SPD. The 7 tender submissions were each evaluated against the Award Criteria, which were based on a weighting of 60% Quality and 40% Price. 3.7 The 7 tender submissions scores relative to the Award Criteria are noted below: Quality (60%) Price (40%) Total (100%) 1 Mackenzie Construction Limited 50.75% 40.00% 90.75% 2 P1 Solutions Ltd 51.00% 36.50% 87.50% 3 Covanburn Contracts Limited 44.75% 33.99% 78.74% 4 Landscapes and Contracts Limited 43.50% 31.04% 74.54% 5 Coltart Contracts Limited 34.00% 35.04% 69.04% 6 M Squared (Scotland) Ltd 35.50% 29.92% 65.42% 7 John McGeady Limited 41.25% 23.00% 64.25% 3.8 The evaluation of tender submissions received identified that the submission by Mackenzie Construction Limited is the most economically advantageous tender. 3.9 Community Benefits were requested as part of the procurement process and MacKenzie Construction Limited have committed the following Community Benefits: Community Benefits Description No of People / Activity Work Experience Placement for an individual 16+ years of age 2 Industry Awareness Events 1 Industry Skill Transfer to Schools 1 Non-financial support for a Community Project/Group 1 Page 409 of 442
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OFFICIAL ___________________________________________________________________ Implications of the Report 1. Financial The Approved Contract value is £743,999.11, which includes the Total of the Price and the Contingency. The costs for this Contract will be met through the Scottish Government Vacant and Derelict Land Investment Programme, Scottish Government Place Based Investment Programme and UK Government Shared Prosperity Fund. There will be an additional cost of £25,000 required annually for maintenance costs after the first year, during which maintenance costs are included in the Mackenzie Construction Limited Approved Contract value. After the first year, the annual maintenance cost will require to be met by the Council’s Neighbourhood Services. 2. HR & Organisational Development – none directly arising from this report. 3. Community/Council Planning – • Our Renfrewshire is thriving – maximising economic growth, which is inclusive and sustainable. • Our Renfrewshire is well – supporting the wellness and resilience of our citizens and communities. • Our Renfrewshire is fair – addressing the inequalities which limit life chances. • Our Renfrewshire is safe – protecting vulnerable people and working together to manage the risk of harm. Place: - Adopting a 'place shaping' approach to developing our communities - working together to maximise our collective impact and influence across economic, social, physical, cultural and environmental policies and practices. - 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. Green: - Working with partners and communities towards a net zero Renfrewshire. Page 410 of 442
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OFFICIAL - Integrating climate impacts into our long term strategic and financial planning. Living our Values: - Ensuring Renfrewshire Council delivers Best Value for our citizens and customers, that we are a well governed, effective organisation. 4. Legal – The procurement of this Contract was conducted in accordance with the requirements of the Council’s Standing Orders Relating to Contracts for a below Regulated value Works Contract. 5. Property/Assets – This investment will see a long term vacant and derelict section of land transformed into a multi-functional green space providing for natural play and activity space. 6. Information Technology – none directly arising from this report. . 7. Equality & Human Rights – none directly arising from this report. 8. Health & Safety – MacKenzie Construction Limited’s Health & Safety credentials have been assessed and evaluated to confirm they meet the minimum requirements regarding Health & Safety. 9. Procurement – The procurement procedure outlined within this report ensures that the Council meets its statutory requirements in respect of procurement procedures, efficiency, and modern Government. 10. Risk – Mackenzie Construction Limited insurance has been assessed and evaluated to confirm they meet the minimum requirements regarding insurance risk. 11. Privacy Impact – none directly arising from this report. 12. Climate Risk – The level of impact associated with the provision of these works have been assessed using the Scottish Government Sustainability Test and is considered High Risk. To mitigate against the High Risk, the Contractor ISO 14001: 2015 accredited and will have: - Site specific Health, Safety and Environmental Plan - Environmental Test Procedures - Environmental Aspects and Impacts Register - Waste Management Plan - Special Waste Register 13. Children’s Rights – none directly arising from this report. Page 411 of 442
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OFFICIAL 14. Cosla Policy Position – none directly arising from this report. _________________________________________________________ List of Background Papers (a) None ___________________________________________________________________ Author: Kevin Milliken, Senior Procurement Specialist, Corporate Procurement Unit (kevin.milliken@renfrewshire.gov.uk) Page 412 of 442
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OFFICIAL ___________________________________________________________________ To: Finance, Resource and Customer Services Policy Board On: 20 November 2025 ___________________________________________________________________ Report by: The Chief Executive and The Director of Finance & Resources ___________________________________________________________________ Heading: Contract Authorisation Report for Delivery of Workshops, Surgeries and Expert Help to support Business Gateway (RC-CPU- 25-124) ___________________________________________________________________ 1. Summary 1.1 The purpose of this report is to seek the formal approval of the Finance, Resources and Customer Services Policy Board to award a Contract for Delivery of Workshops, Surgeries and Expert Help to support Business Gateway to Strategem (Scotland) Limited. 1.2 The recommendation to award this Contract follows a procurement exercise which was conducted as an Accelerated Open Procedure for an above Threshold Services Contract in accordance with the Public Contracts (Scotland) Regulations 2015, as amended and the Renfrewshire Council’s Standing Orders Relating to Contracts. 1.3 A Contract Strategy was approved by both the Head of Economy and Development and the Strategic Category Manager on 12 August 2025. ___________________________________________________________________ 2. Recommendations It is recommended that the Finance, Resources and Customer Services Policy Board authorises: 2.1 The Head of Corporate Governance to award a Contract for Delivery of Workshops, Surgeries and Expert Help to support Business Gateway, Item 30 Page 413 of 442
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OFFICIAL reference RC-CPU-25-124 to Strategem (Scotland) Limited (Co. no. SC195494). 2.2 The award of the Contract for a period of 2 years. The anticipated commencement date of the Contract is 05 January 2026; however, the actual date will be confirmed in the Council’s Letter of Acceptance. 2.3 The award of the Contract up to a maximum value of £196,000 (£98,000 per annum) excluding VAT. 2.4 The following liability of either Party: • the aggregate liability of either party for all Defaults resulting in direct loss of or damage to the property of the other under, or in connection with, the Contract shall in no event exceed £250,000 Sterling; and • the annual aggregate liability under the Contract of either party for all Defaults shall in no event exceed the greater of £1,000,000 Sterling of the price payable by the Council to the Service Provider in the year in which the liability arises. _________________________________________________________ 3. Background 3.1 Renfrewshire Council is seeking a Service Provider, with the competence and capability to deliver workshops, Surgeries and Expert Help to support Business Gateway in the Renfrewshire Council area. The current Contract is due to expire on the 31 December 2025. 3.2 The services provided by this Contract will include Core Start Up, Business Base, Specialist Workshops, Surgeries and Expert Help Consultations for growing businesses in areas such as Business Financial Management, Business Strategy, Growth and Development, Human Resources, Leadership and Skills, Procurement, Marketing, Innovation, Intellectual Property, Information Technology, Digital Development and Cyber Security, Energy Efficiency and Net Zero, Internationalisation and Tourism. 3.3 A Tender was issued using the accelerated Open Procedure in accordance with the Public Contracts (Scotland) Regulations 2015, as amended and the Renfrewshire Council’s Standing Orders Relating to Contract. A Contract Notice was published on the Find a Tender Service via the Public Contracts Scotland website on 25 September 2025. Page 414 of 442
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OFFICIAL The Invitation to Tender was also published and available on this date from Public Contracts Scotland – Tenders, with a tender submission deadline of 12 noon on 10 October 2025. 3.4 During the live tender period, 36 organisations expressed an interest in the tender opportunity. By the tender submission deadline, 5 organisations had submitted a tender submission response. The Council contacted those organisations who did not respond to ask their reasons for not participating, and the responses ranged from being unable to deliver all elements of the specification to not having capacity. 3.5 All 5 Tender submissions were evaluated against a pre-determined set of criteria in the form of the Single Procurement Document Scotland (“SPD”) by representatives from: the Corporate Procurement Unit, Health and Safety, Security & Compliance team, Corporate Risk team and Economic Development. All 5 tender submissions complied with the minimum selection criteria of the SPD. 3.6 The 5 tender submissions were then evaluated against the Award Criteria of 60% Quality and 40% Price. 3.7 The scores relative to the Award Criteria for each Tenderer are noted below: Tenderer Name Quality Score (60%) Price Score (40%) Total Score Strategem (Scotland) Limited 47.00% 37.45% 84.45% Inspirent Ltd 41.75% 37.74% 79.49% CJM Lumina Ltd 38.25% 38.10% 76.35% Academy of Enterprise Education Ltd 33.75% 40.00% 73.75% Social Ant Ltd 24.50% 39.17% 63.67% 3.8 The evaluation of the tender submissions received identified that the tender submission by Strategem (Scotland) Limited was the most economically advantageous tender. 3.9 Community Benefits were requested as part of this procurement process and Strategem (Scotland) Limited has confirmed the following Community Benefits will be delivered as part of the Contract: Page 415 of 442
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OFFICIAL Community Benefit Number Offered Industry Awareness Events 1 Industry Skill Transfer to Schools 1 Business advice/support to a local SME 1 Non-financial support for a Social Enterprise 2 ___________________________________________________________________ Implications of the Report 1. Financial – The costs for this Contract will be met by the Economic Development Service budget with a maximum Contract value of up to £196,000 (£98,000 per annum) for the two year Period of the Contract excluding VAT. 2. HR & Organisational Development – None directly arising from this report. 3. Community/Council Planning – • Place - Improving lives and securing wellbeing through a stronger, inclusive and sustainable economy, being creative, imaginative and linking opportunities to enhance the benefits for Renfrewshire • 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 4. Legal - This tender exercise was carried out in accordance with the procedures for an above Threshold Accelerated Open Procedure under the Public Contracts (Scotland) Regulations 2015 as amended and the Council’s Standing Orders Relating to Contracts. 5. Property/Assets – None directly arising from this report. 6. Information Technology - Strategem (Scotland) Limited was evaluated by the Council’s Security & Compliance team and met the Council’s requirements. 7. Equality & Human Rights - The Recommendations contained within this report have been assessed in relation to their impact on equalities and human rights. No negative impacts on equality groups or potential for infringement of individuals’ human rights have been identified Page 416 of 442
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OFFICIAL 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 - Strategem (Scotland) Limited health and safety credentials were evaluated by the Council’s Corporate Health and Safety team and met the Council’s requirements. 9. Procurement – The procurement procedure outlined within this report shall ensure that the Council meets its statutory requirements in respect of procurement procedures, efficiency, and modern Government. 10. Risk - Strategem (Scotland) Limited insurances were evaluated by the Council’s Corporate Risk team and met the Council’s minimum requirements The following limit of liability caps for Default in accordance with the General Conditions of Contracts for Services: • the aggregate liability of either party for all Defaults resulting in direct loss of or damage to the property of the other under or in connection with the Contract shall in no event exceed £250,000 Sterling and • except as set out in Condition 18.1 the annual aggregate liability under the Contract of either party for all Defaults shall in no event exceed the greater of £1,000,000 Sterling of the price payable by the Council to the Service Provider in the year in which the liability arises. 11. Privacy Impact - As part of the procurement exercise, a data privacy impact assessment was conducted by Economy and Development Services and the Council’s Information Governance team. Strategem (Scotland) Limited will be a data processor and will sign the Data Processor Agreement prior to delivery of the service. 12. Climate Risk - The level of impact associated with the Contract was assessed using the Scottish Government Sustainability Test and is considered to be low impact. Sustainability was included as part of the technical question in the tender and Strategem (Scotland) Limited have committed to delivering low carbon environmental model and paperless working. Strategem (Scotland) Limited will monitor and report to the Council on the environmental impact. Page 417 of 442
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OFFICIAL 13. Children’s Rights – None directly arising from this report. 14. Cosla Policy Position – None directly arising from this report. _______________________________________________________ List of Background Papers (a) None ___________________________________________________________________ Author: Amy Crumb, Procurement Assistant, Corporate Procurement Unit, Amy.Crumb@renfrewshire.gov.uk Page 418 of 442
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OFFICIAL ___________________________________________________________________ To: Finance, Resources and Customer Services Policy Board On: 20 November 2025 ___________________________________________________________________ Report by: The Director of Finance and Resources and the Chief Executive Services ___________________________________________________________________ Heading: Contract Authorisation Report for Erskine Civic Plaza (RC-CPU-25- 007) ___________________________________________________________________ 1. Summary 1.1 The purpose of this report is to seek the approval of the Finance, Resources and Customer Services Policy Board to award a Works Contract for Erskine Civic Plaza (RC-CPU-25-007) to Covanburn Contracts Limited. 1.2 The recommendation to award the Contract follows a procurement exercise conducted in accordance with the Renfrewshire Council’s Standing Orders Relating to Contracts for a below Regulated (Works) Contract using the below Regulated value Open Procedure. 1.3 A Contract Strategy was approved by the Interim Corporate Procurement Manager on 13 August 2025 and Head of Economy & Development Services on 12 August 2025. ___________________________________________________________________ 2. Recommendations It is recommended that the Finance, Resources and Customer Services Policy Board: Item 31 Page 419 of 442
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OFFICIAL 2.1 Authorises the Head of Corporate Governance to award a Works Contract in the form of NEC3 Engineering and Construction Short Contract April 2013 incorporating the additional and amended ‘Z’ clauses, for Erskine Civic Plaza (RC-CPU-25-007) to Covanburn Contracts Limited (Co. no. SC263761): 2.2 Authorises the award of the Total of the Prices of £494,881.21 excluding VAT. 2.3 Authorises a contingency spend of £98,976.24 excluding VAT which equates to 20% of the Total of the Prices. 2.4 Authorises a total Approved Contract Value of £593,857.45 excluding VAT (which is the Total of the Prices plus the contingency spend). 2.5 Note that the starting date is anticipated to be 5 January 2026, and the completion date is 22 weeks from the starting date. If there is a change to these dates then, the actual dates will be as stated in the Award Schedule to the Council’s Letter of Acceptance to Covanburn Contracts Limited. ______________________________________________________ 3. Background 3.1 This procurement exercise is for the appointment of a contractor to carry out the construction of a multi-functional civic plaza within Erskine Town Centre, with associated soft landscaping, lighting and street furniture. The project will create a new active route and new blue/green habitats. 3.2 A Prior Information Notice (PIN) was issued on the Public Contracts Scotland portal on 10 July 2025 to advertise the opportunity in advance of the issue of the Contract Notice. 3.3 The Contract Notice was published on the Public Contracts Scotland advertising portal on 14 August 2025 with tender documentation available for downloading from Public Contracts Scotland – Tender portal from this date. 3.4 During the live tender period, 31 organisations expressed an interest in the tender. By the closing date set for return of electronic tender submissions, 12pm on 11 September 2025, 5 organisations submitted a response, 9 organisations declined to respond, and 17 organisations did not respond. Page 420 of 442
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OFFICIAL 3.5 In accordance with the Renfrewshire Council’s Standing Orders relating to Contracts, standing order 11.5, each Tenderer was required to complete a Single Procurement Document Scotland (SPD) to be submitted as part of their tender submission. All 5 SPDs were evaluated against a pre-determined set of Criteria in the SPD by representatives from the following Council services: Chief Executive Service (Economy & Development Services), the Corporate Procurement Unit, Corporate Risk and Corporate Health & Safety. 3.6 1 tender submission failed to submit a completed Contractor’s Offer by the tender deadline. Another tender submission failed to comply with the information and instructions in the ITT and was deemed Abnormally Low. Both tender submissions were deemed non-compliant and excluded from the procurement process. The remaining 3 tender submissions complied with the minimum selection criteria of the SPD and each Tender Submission was further evaluated against the Award Criteria of 60% Quality and 40% Price. 3.7 The scores relative to the Award Criteria for each of the 3 tender submissions are noted below: Tenderer Name Price Score (40%) Quality Score (60%) Total Score (100%) Covanburn Contracts Limited 40.00% 55.50% 95.50% Landscapes and Contracts Limited 34.79% 49.75% 84.54% JH Civil Engineering Limited 15.31% 48.00% 63.31% 3.8 The evaluation of tender submissions received identified that the submission by Covanburn Contracts Limited is the most economically advantageous tender. 3.9 The form of Contract is NEC3 Engineering and Construction Short Contract April 2013 incorporating the additional and amended ‘Z’ clauses. 3.10 The Contract is being part funded by the UK Government's Shared Prosperity Fund and Scottish Government's Place Based Investment Programme. 3.11 Community benefits were requested as part of the tender and Covanburn Contracts Limited have offered the following community benefits: Page 421 of 442
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OFFICIAL Community Benefit Outcome Description No of People / Activity Work Experience Placement for an individual 16+ years of age 1 Work Experience Placement for an individual in full time education 2 Commitment to ensure that supply chain opportunities are prioritised for Renfrewshire based businesses 1 Financial Support for a Social Enterprise or other approved community initiative 2 Non-financial support for a Social Enterprise or other approved community initiative 1 ___________________________________________________________________ Implications of the Report 1. Financial - The Approved Contract Value of £593,857.45 for the 22-week Contract will be met through 3 sources: • Renfrewshire Council Capital funds £243,857.45 • Shared Prosperity Fund (UK Government) £200,000 • Place Based Investment Programme (Scottish Government) £150,000 The £200,000.00 Shared Prosperity Fund allocation requires to be spent by the end of March 2026. After consultation, the Council’s Neighbourhood Services department has confirmed that no significant additional resource is required for ongoing maintenance of the project. The first year of maintenance costs have been included in Covanburn Contracts Limited approved contract value. 2. HR & Organisational Development - None directly arising from this report. 3. Community/Council Planning – Place - working together to enhance wellbeing across communities • Adopting a 'place shaping' approach to developing our communities - working together to maximise our collective impact and influence across economic, social, physical, cultural and environmental policies and practices. Page 422 of 442
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OFFICIAL • 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. Green - leading Renfrewshire to Net Zero • Working across partners and communities to deliver the priority areas highlighted in our Plan for Net Zero, working towards a net zero Renfrewshire by 2030. • Integrating climate considerations into our long term strategic and financial planning as an organisation. Living our Values - making a difference together • Ensuring Renfrewshire Council delivers Best Value for our citizens and customers, that we are a well governed, effective organisation. 4. Legal - This procurement exercise was carried out as an Open Procedure for a below Regulated value works contract in accordance the Council’s Standing Orders relating to Contracts. 5. Property/Assets - Delivery of the works will return a long-term area of vacant and derelict land to a positive use for the local community. 6. Information Technology - None directly arising from this report. 7. Equality & Human Rights - None directly arising from this report. 8. Health & Safety – Covanburn Contracts Limited health and safety submissions have been evaluated by the Corporate Health and Safety team and met the Council’s requirements regarding health and safety. 9. Procurement – The procurement procedures outlined within this report ensures that the Council meets its statutory requirements in respect of procurement procedures, efficiency and modern Government. 10. Risk - Covanburn Contracts Limited insurances have been assessed and evaluated to confirm that they have met the requirements regarding insurable risk. 11. Privacy Impact - None directly arising from this report. 12. Climate Risk– The Scottish Government Sustainability Test was carried out and the risks associated with this has been assessed as High Risk. Mitigations to address this high risk are that the project will include enhanced landscaping, biodiversity and climate resilience. Page 423 of 442
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OFFICIAL Covanburn Contracts Limited have developed a Carbon Reduction Plan that aims to reduce their emissions in line with the Scottish Government’s targets that includes the reduction of carbon emissions, waste minimisation and implementation of recycling innovation; all of which will be considered throughout the lifetime of the Contract. 13. Children’s Rights – None directly arising from this report. 14. Cosla Policy Position – None directly arising from this report. _________________________________________________________ List of Background Papers - None __________________________________________________________________ Author: Louise Bishop, Procurement Adviser - louise.bishop@renfrewshire.gov.uk Page 424 of 442
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OFFICIAL ___________________________________________________________________ To: Finance, Resources and Customer Service Policy Board On: 20 November 2025 ___________________________________________________________________ Report by: The Director of Finance and Resources ___________________________________________________________________ Heading: Contract Authorisation Report for Software Asset Management as a Service (SAMaaS) (RC-CPU-25-041) ___________________________________________________________________ 1. Summary 1.1 The purpose of this report is to seek the approval of the Finance, Resources and Customer Services Policy Board to award a Contract for Software Asset Management as a Service to Business Continuity Services Limited. 1.2 The recommendation to award the Contract follows a procurement exercise conducted using the above Government Procurement Agreement (GPA) Threshold Open Procedure in accordance with the Public Contracts (Scotland) Regulations 2015 and Renfrewshire Council’s Standing Orders Relating to Contracts. 1.3 A Contract Strategy was approved by the Head of Digital, Transformation and Customer Services and the interim Corporate Procurement Manager on 19 June 2025. ___________________________________________________________________ 2. Recommendations It is recommended that the Finance, Resources and Customer Services Policy Board: Item 32 Page 425 of 442
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OFFICIAL 2.1 Authorises the Head of Corporate Governance to award a contract for Software Asset Management as a Service to Business Continuity Services Limited. 2.2 Authorises an initial contract period of three years with the option to extend for a further 2 years on one occasion at the sole discretion of the Council. The Contract Commencement Date will be 15 January 2026. 2.3 Authorises the approved contract value of £451,196.30, excluding VAT, for the initial contract period and extension period. The initial contract period will be £267,377.10 excluding VAT. _________________________________________________________ 3. Background 3.1 The Council requires a Service Provider to deliver Software Asset Management as a Service which ensures licence compliance, software optimisation and cost reductions. The Council has in excess of 500 commercial applications across the organisation that the Service Provider will analyse in order to identify any software compliance issues. 3.2 The procurement exercise for this Contract was conducted using the above Government Procurement Agreement (GPA) Threshold Open Procedure in accordance with the Public Contracts (Scotland) Regulations 2015, as amended and the Renfrewshire Council’s Standing Orders Relating to Contracts. A Contract Notice was despatched to the Find a Tender Service via the Public Contracts Scotland portal on 19 June 2025 and published on the same date. 3.3 During the tender live period, 53 organisations expressed an interest in the tender opportunity. By the tender deadline of 22 July 2025, 3 companies submitted a Tender Submission, 10 declined to respond, and the remaining 40 did not respond. For the 10 that declined to respond, all noted that the specification did not align with their core business. 3.4 All 3 Tender Submissions were evaluated against a pre-determined set of criteria in the form of the Single Procurement Document (Scotland) (“SPD”) by representatives from ICT Services, Corporate Procurement Unit, Corporate Risk and Corporate Health and Safety. All Tenderers met the selection criteria set within the SPD. Page 426 of 442
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OFFICIAL 3.5 One Tender Submission was then deemed non-compliant as it failed to meet the Council’s minimum cyber security requirements and was excluded from Tender process. 3.6 The remaining 2 Tender Submissions were evaluated against the published set of award criteria of 70% Quality and 30% Price. 3.7 The scores relative to the Award Criteria for these Tenderers are noted below: Tenderers Name Quality Score (70%) Price Score (30%) Total Score (100%) Business Continuity Services Limited 59.50% 23.57% 83.07% Phoenix Software Limited 46.25% 30.00% 76.25% 3.8 Business Continuity Services Limited Tender Submission was identified as the most economically advantageous tender. 3.9 Cost under this Contract will be funded by the ICT revenue budget. 3.10 Business Continuity Services Limited has committed to deliver the following community benefits as part of this Contract: Community Benefit No of People/ Activity Work Experience Placement for an individual 16+ years of age 2 Work Experience Placement for an individual in full time education 2 Industry Awareness Events • Schools • Invest in Renfrewshire – Employability • Further Education 2 Industry Skill Transfer to Schools 1 Non-financial support for a Community Project 1 ___________________________________________________________________ Implications of the Report 1. Financial – The costs for this Contract of £451,196.30 excluding VAT, for the initial contract and extension period will be met from the ICT revenue budget, the maximum approved contract value for the initial contract period is £267,377.10 excluding VAT. Page 427 of 442
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OFFICIAL 2. HR & Organisational Development – None directly arising from this report. 3. Community/Council Planning – Living our values - making a difference together - Ensuring Renfrewshire Council delivers Best Value for our citizens and customers, that we are a well governed, effective organisation. 4. Legal - The procurement exercise for this contract was conducted as an above Government Procurement Agreement (GPA) Threshold Open Procedure under the Public Contracts (Scotland) Regulations 2015, as amended and the Renfrewshire Council’s Standing Orders Relating to Contracts. 5. Property/Assets – None directly arising from this report. 6. Information Technology – This Service Provider of this Contract will work with ICT Services to provide specialist advice regarding the management of software applications. 7. Equality & Human Rights – None directly arising from this report. 8. Health & Safety – Business Continuity Services Limited’s health and safety credentials were evaluated by Corporate Health and Safety and met the Council’s requirements regarding health and safety. 9. Procurement – The procurement exercise for this contract was conducted as an above Government Procurement Agreement (GPA) Threshold Open Procedure under the Public Contracts (Scotland) Regulations 2015, as amended and the Renfrewshire Council’s Standing Orders Relating to Contracts. 10. Risk – Business Continuity Services Limited’s insurance cover was assessed by Corporate Risk and met the Council’s minimum requirements for insurable risk. 11. Privacy Impact - None directly arising from this report. 12. Climate Risk – The level of impact associated with this Contract has been assessed using the Scottish Government Sustainability Test and is considered to be low risk with limited climate change implications noted as part of this Contract. 13. Children’s Rights – None directly arising from this report. Page 428 of 442
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OFFICIAL 14. Cosla Policy Position – None directly arising from this report. _________________________________________________________ List of Background Papers (a) None ___________________________________________________________________ Author Rachel Davison, Digital Category Manager, rachel.davison@renfrewshire.gov.uk Page 429 of 442
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OFFICIAL ___________________________________________________________________ To: Finance, Resources and Customer Service Policy Board On: 20 November 2025 ___________________________________________________________________ Report by: The Director of Finance and Resources ___________________________________________________________________ Heading: Contract Authorisation Report for Microsoft Enterprise Agreement ( RC- CPU-25-104) ___________________________________________________________________ 1. Summary 1.1 The purpose of this report is to seek the approval of the Finance, Resources and Customer Services Policy Board to award a contract for a Microsoft Enterprise Agreement to Phoenix Software Ltd (company number: 02548628). 1.2 The procurement exercise was conducted in accordance with the Call- Off Award Procedure as a further competition under the Crown Commercial Services (CCS) Framework Agreement for Technology Products & Associated Services 2, reference RM6098 Lot 3 (Software) and Renfrewshire Council’s Standing Orders Relating to Contracts. 1.3 A contract strategy document was approved by the Head of Digital, Transformation and Customer Services on 11 September 2025 and the Interim Corporate Procurement Manager on 10 September 2025. ___________________________________________________________________ 2. Recommendations It is recommended that the Finance, Resources and Customer Services Policy Board authorises: Item 33 Page 431 of 442
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OFFICIAL 2.1 The Head of Corporate Governance to Award a Call-Off Contract for a Microsoft Enterprise Agreement to Phoenix Software Limited (company number: 02548628) following a further competition under Lot 3 (Software) of the Crown Commercial Services (CCS) Framework Agreement Technology Products & Associated Services 2, reference RM6098 in accordance with the Framework Call-Off Award Procedure. 2.2 That the Call-Off Contract is for a period of 3 years and it is proposed that the Call-Off Contract Start Date will be 1 April 2026 to expire on 31 March 2029. However, the actual Call-Off Start Date and Call-Off Expiry Date will be confirmed in the Order Form in accordance with the Framework Call-Off Award Procedure. 2.3 That the approved Call-Off Contract value is £6,089,901.72 excluding VAT for the full three year period. 2.4 In accordance with the Core Terms of the Framework Agreement, an aggregate liability cap for this Call-Off Contract which will not exceed the greater of £1 million or 150% of the Estimated Yearly Charges. _________________________________________________________ 3. Background 3.1 The Council has a requirement for a replacement Microsoft Enterprise Agreement as the current Microsoft Enterprise Agreement contract expires on 31 March 2026. This new Contract will provide Microsoft licensing for all the Council’s current corporate and academic users. 3.2 A review of the procurement options identified that the Crown Commercial Services (CCS) Framework Agreement Technology Products & Associated Services 2 reference RM6098 (“the Framework”) could be utilised. The procurement exercise for this Contract was conducted in accordance with the Call-Off Award Procedure as a further competition under Lot 3 of the Framework and in accordance with the procedures for use of third party frameworks under the Council’s Standing Orders Relating to Contracts. 3.3 The further competition documentation was issued to all 40 suppliers on Lot 3 (Software) of the Framework via the Public Contracts Scotland – Tender portal on 11 September 2025 with the tender submission deadline of 12 noon on 30 September 2025. Four responses were received in response to this further competition. Thirty-six suppliers did not respond. Of the four responses received, one response was excluded from the Tender process as Crown Commercial Services advised that this Supplier had been recently suspended from the Framework. Page 432 of 442
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OFFICIAL 3.4 The suppliers who did not bid were contacted to ascertain the reason for not bidding. The main reasons provided stated that they were not accredited to provide the Microsoft Licences or did not have the capacity to bid. 3.5 This is a proposed Call-Off Contract from an above GPA Threshold Framework. The Supplier selection requirements contained in the Single Procurement Document were already met at the Framework Award stage and evaluated as part of the Framework procurement by Crown Commercial Services. 3.6 The remaining three Tender Submissions were then evaluated against the further competition Award Criteria of 20% Quality and 80% Price. The individual supplier scores relative to the Award Criteria are noted below: Tenderer Name Quality Score (20%) Price Score (80%) Total Score (100%) Phoenix Software Limited 18.00% 79.62% 97.62% Ultima Business Solutions Ltd 16.50% 79.24% 95.74% Softcat PLC 12.00% 80.00% 92.00% 3.7 It is recommended that the Call-Off Contract under Lot 3 of the Framework, is awarded to Phoenix Software Limited, who based on evaluation, have provided the most economically advantageous tender. The Call-off Contract will be formed under the Framework Award Procedure using the Order Form and relevant Call-Off Schedules and Joint Schedules as published with the Framework and identified at the further competition stages of this Call-Off Contract. 3.8 The cost for this Call-Off Contract will be funded by the ICT Revenue Budget. 3.9 Community benefits were requested as part of the further competition procedure and Phoenix Software Limited has committed to deliver the following community benefits as part of this Call-Off Contract: Community Benefit Number of People/Activities Industry Awareness Events 3 Industry Transfer to Schools 6 Page 433 of 442
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OFFICIAL ___________________________________________________________________ Implications of the Report 1. Financial - The approved Call-Off Contract value is £6,089,901.72, excluding VAT, for the 3 year contract period. The cost of this Call-Off Contract will be met from the ICT Services Revenue budget. 2. HR & Organisational Development - None directly arising from this report. 3. Community/Council Planning – Living our values - making a difference together - Ensuring Renfrewshire Council delivers Best Value for our citizens and customers, that we are a well governed, effective organisation 4. Legal - The procurement for this Call-Off Contract was carried out in accordance with the further competition requirements under the CCS Framework Agreement for Technology Products & Associated Services 2, reference RM6098 under Lot 3 (Software) and Renfrewshire Council’s Standing Orders Relating to Contracts. 5. Property/Assets - The Microsoft licences purchased will work only on Council laptops used by Council staff or in Renfrewshire schools. 6. Information Technology - This contract will provide necessary licences for Corporate and Academic which allows the Council to operate the technology and have a robust communication channel. 7. Equality & Human Rights - None directly arising from this report. 8. Health & Safety - The health and safety for Phoenix Software Limited was evaluated by the Council’s Health and Safety Section and met the Council’s requirements. 8. Procurement – The procurement exercise was conducted in accordance with the Call-Off Award Procedure as a further competition under the Crown Commercial Services (CCS) Framework Agreement for Technology Products & Associated Services 2 reference RM6098 Lot 3 (Software) and Renfrewshire Council’s Standing Orders Relating to Contracts 1.5 and 29. Page 434 of 442
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OFFICIAL 9. Risk – Phoenix Software Limited insurance documents were evaluated by Crown Commercial Service at the time of Framework award and were deemed to meet the minimum requirements. An aggregate liability cap will be included in this Call-Off Contract which will not exceed the greater of £1 million or 150% of the Estimated Yearly Charges. 10. Privacy Impact - None directly arising from this report. 11. Climate Risk – None directly arising from this report. 12. Children’s Rights – None directly arising from this report. 13. Cosla Policy Position – None directly arising from this report. _________________________________________________________ List of Background Papers (a) None ___________________________________________________________________ Author: Rachel Davison, Digital Category Manager, rachel.davison@renfrewshire.gov.uk Page 435 of 442
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OFFICIAL ___________________________________________________________________ To: Finance, Resource and Customer Services Policy Board On: 20 November 2025 ___________________________________________________________________ Report by: The Director of Finance and Resources and the Chief Officer Renfrewshire Health and Social Care Partnership (RHSCP) ___________________________________________________________________ Heading: Contract Authorisation Report for Provision of a Professional Independent Advocacy Service for Adults (RC-CPU-25-063) ___________________________________________________________________ 1. Summary 1.1 The purpose of this report is to seek the approval of the Finance, Resources and Customer Services Policy Board to enter into a Contract for Provision of a Professional Independent Advocacy Service for Adults, with VoiceAbility Advocacy. 1.2 The recommendation to award this Contract follows a procurement exercise which was conducted as an Open Procedure for an above Threshold contract in accordance with the Public Contracts (Scotland) 2015 Regulations 2015, as amended, Social and Other Specific Services, and the Renfrewshire Council’s Standing Orders Relating to Contracts. 1.3 A Contract Strategy was approved by the Chief Officer (RHSCP) and the Chief Finance Officer (RHSCP) on 1 August 2025 and the Strategic Category Manager on 31 July 2025. ___________________________________________________________________ 2. Recommendations It is recommended that the Finance, Resources and Customer Services Policy Board: Item 34 Page 437 of 442
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OFFICIAL 2.1 Authorises the Head of Corporate Governance to award a Contract for the Provision of a Professional Independent Advocacy Service for Adults, reference RC-CPU-25-063, to VoiceAbility Advocacy (Company Registration number 03798884); 2.2 Authorises up to a maximum approved contract value of £761,352 (£190,338 per annum), excluding VAT, and notes that the maximum approved contract value is made up of the following: • Contract Value (confirmed) £621,352 (£155,338/annum) • Alcohol and Drugs advocacy* £140,000 (£35,000/annum) * Additional funding for Alcohol and Drugs focused advocacy is dependent on Scottish Government funding, which will be confirmed annually but is NOT guaranteed for the duration of the Contract. 2.3 Authorises the award of a Contract for a period of 3 years with the option to extend for up to a further 12 months on one occasion. The extension will be at the sole discretion of the Council; 2.4 Note that the anticipated Commencement Date for the Contract is 1 January 2026; however, this may be impacted by transitional requirements including TUPE therefore the actual Commencement Date will be confirmed in the Council’s Letter of Acceptance. _______________________________________________________ 3. Background 3.1 The Council has a requirement for the Professional Independent Advocacy Service for Adults within Renfrewshire as the current contract for this requirement is due to expire. The Service will be based within the Renfrewshire Council area and play an important role in supporting individuals to express their views and ensure that these views are heard and considered by the people who are involved in decision making that will affect the lives of these individuals. 3.2 The procurement process for the Contract was conducted using the Open Procedure in accordance with the Public Contracts (Scotland) Regulations 2015, as amended (Social and Other Specific Services) and the Renfrewshire Council’s Standing Orders Relating to Contracts. 3.3 A Contract Notice was published on the Find a Tender Service via the Public Contracts Scotland website on 01 August 2025. The Invitation to Tender was also published and available on this date from Public Contracts Scotland – Tender. The Tender Deadline was 12 noon on 15 September 2025. Page 438 of 442
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OFFICIAL 3.4 During the tender live period, 9 economic operators viewed the tender opportunity prior to the Tender Deadline: • 3 submitted tender responses • 5 did not submit a response • 1 declined to respond. Feedback was sought from those who declined or did not submit, and responses included insufficient resources, financial viability or that economic operators could not meet the scope of requirements. 3.5 The 3 Tender Submissions received were evaluated against a pre- determined set of criteria in the form of the Single Procurement Document (Scotland) (“SPD”), by: representatives from the Corporate Procurement Unit (CPU); representatives from RHSCP; representatives from Health and Safety; representatives from Risk and representatives from Cyber teams, against pre-determined bidder selection criteria which assessed competence, expertise and financial stability. 3.6 As part of the Quality requirements, the Technical Experience section of the SPD was evaluated by representatives from the RHSCP. Tenderers had to detail experience to demonstrate capacity and capability to deliver services within the Renfrewshire Council area. All 3 Tenderers passed the technical experience element of the SPD. 3.7 All Tenderers confirmed compliance with the minimum selection criteria set within the SPD. 3.8 Each Tender Submission was then evaluated against the published award criteria of 70% Quality/30% Price by representatives from both the CPU and the RHSCP. The Total Score achieved by each Tenderer is detailed below: Tenderer Quality (70%) Price (30%) Total Score VoiceAbility Advocacy 65.00% 30.00% 95.00% The Advocacy Project (Scotland) 64.00% 28.72% 92.72% You First Advocacy 60.00% 28.71% 88.71% 3.9 Tenderers were required to complete Renfrewshire Council’s Cyber Security Questionnaire, and this was evaluated by the Council’s Cyber Security team. The recommended Tenderer will be required to undergo an annual review to ensure ongoing compliance and/or improvement of their current Cyber Security status. Page 439 of 442
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OFFICIAL 3.10 Community Benefits were requested as part of this procurement process. The recommended Tenderer offered the Community Benefits detailed below: Community Benefit Number Work Experience Placement for an individual 16+ years of age 3 Industry Skill Transfer to Schools. 3 Non-financial support for a Community Project/Group 1 ___________________________________________________________________ Implications of the Report 1. Financial - The maximum approved value of £761,352, excluding VAT, for the initial 3 year period plus further extension of up to a further 12 months, will be met from the RHSCP Adult Services Budget, and specific funding from Scottish Government for Alcohol and Drugs focused advocacy (as outlined in 2.2 above). 2. HR & Organisational Development - None directly arising from this report. 3. Community/Council Planning – • Place – working together to enhance wellbeing across communities - Developing local plans that reflect the voices of our communities, alongside strengthening our local partnerships, working together to deliver local priorities. • Fair – nurturing bright, happy and healthy futures for all – o Reducing inequalities in Renfrewshire, focusing on supporting our communities and empowering people to live fulfilled lives; o Working with a range of partners to support the improved health and wellbeing of our citizens. 4. Legal - This procurement was carried out in accordance with the procedures for an above Threshold Contract as permitted under part 3 Section 7 (Social and Other Specific Services) of the Public Contracts (Scotland) Regulations 2015, as amended, and the Council’s Standing Orders Relating to Contracts. 5. Property/Assets – None directly arising from this report. 6. Information Technology – The Council’s Security & Compliance team evaluated the cyber security evidence submitted by the recommended and this met the Council’s minimum requirements. ICT will support the review of cyber security evidence on an annual basis. Page 440 of 442
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OFFICIAL 7. Equality & Human Rights - The recommendations contained within this report have been assessed in relation to their impact on equalities and human rights. No negative impacts on equality groups or potential for infringement of individuals’ human rights have been identified arising from the recommendations contained in the report because for example it is for noting only. If required following implementation, the actual impact of the recommendations and the mitigating actions will be reviewed and monitored. 8. Health & Safety – The Corporate Health and Safety team evaluated the Health and Safety evidence submitted by the recommended Tenderer and these met the Council’s minimum requirements. 9. Procurement – The procurement procedures outlined within this report shall ensure that the Council meets its statutory requirements in respect of procurement procedures, efficiency and modern Government. 10. Risk - The Council’s Risk team evaluated the insurance evidence submitted by the recommended Tenderer, and these met the Council’s minimum requirements. 11. Privacy Impact – The Council’s Information Governance Team and RHSCP conducted a data protection impact assessment as part of the procurement exercise. The recommended Tenderer will be a Data Controller and will be required to comply with the Conditions of Contract including Data Protection Conditions. 12. Climate Risk – The level of impact associated with the services was assessed using the Scottish Government Sustainability Test and is considered to be low impact. 13. Children’s Rights – None directly arising from this report. 14. Cosla Policy Position – None directly arising from this report. _______________________________________________________ List of Background Papers - none ___________________________________________________________________ Author: Shona Brydson, Senior Procurement Specialist, Corporate Procurement Unit, shona.brydson@renfrewshire.gov.uk Page 441 of 442
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