10 - CE Service Improvement Plan 22-23 Mid-Year Monitoring Report
Renfrewshire Council · 17 November 2022
Back to Finance, Resources and Customer Services Policy Board — 17 November 2022 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
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2 ___________________________________________________________________ To: Finance, Resources and Customer Service Policy Board On: 17 November ___________________________________________________________________ Report by: Chief Executive ___________________________________________________________________ Heading: Chief Executive’s Service Improvement Plan 2022/25 Mid-Year Monitoring Report ___________________________________________________________________ 1. Summary 1.1 The Chief Executive’s Service Improvement Plan 2022-25 was approved by the Finance, Resources & Customer Services Policy Board in June 2022. The plan sets out the priorities for the development of the service over a three-year period. Since the Service Improvement Plan was developed, Council has approved a new five-year Council Plan. Consequently, actions and indicators in the Service Improvement Plan have been realigned to fit the themes in that new Council Plan and refreshed Community Plan, both approved by Council in September 2022. These are detailed later in the report. 1.2 Service Improvement Plans reflect the service activity for each Council service, rather than the themes of the Council’s Policy Boards. While some limited aspects of service delivery may fall within the remit of other Policy Boards, the majority of the plans for this service fall within the remit of this board and the Service Improvement Plan is reported in its entirety here. 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 Council Plan and Community Plan.
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3 1.4 This report contains details of Chief Executive’s Service performance and achievements over the period 1 April 2022 to 30 September 2022. 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 2022-25 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. 1.5 As detailed in section 5 of this report, over the past six months the service has made good progress in delivering positive outcomes for Renfrewshire and its residents. In addition to the priority actions targeted in the Service Improvement Plan, a number of emerging priorities have emerged which the service has had to support the local response to, whilst continuing to progress existing activities. These additional areas include our strategic and operational response to the cost-of-living crisis, managing cost and supply pressures on major infrastructure projects, contracts and service budgets and supporting the local response to the resettlement of Ukrainian citizens in Renfrewshire. The service also continues to play a key role in terms of supporting the recovery of the organisation as we move forward from the worst periods of the COVID pandemic, and we adapt to new ways of working. Key achievements for the service include: • Reintroducing live events as part of the ongoing and successful programme of events, including The Spree and the Halloween Festival; • Delivering national visitor marketing to support the restart of Renfrewshire’s tourism sector; • Progressing the Future Paisley cultural regeneration programme; • Progressing the delivery of key infrastructure projects, including the District Heating Network which will be complete by the end of 2022, and the active travel routes which support the Advanced Manufacturing Innovation District Scotland (AMIDS); • Finalising the Paisley-Renfrew active travel route linked to the AMIDS development; • Launching, with partners, a new Manufacturing Business Forum; • Continuing to deliver employability programmes and expanding provision to those in low-paid employment;
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4 • Progressing our approach to community wealth building, including planning a local suppliers event to encourage local businesses to bid for Council contracts; • Producing a new Council Plan and a refreshed Community Plan; • Rapidly implementing a strategic response to the cost-of-living crisis which is a cornerstone of the Fairer Renfrewshire work; • Progressing the Alcohol and Drug Commission programme including support for the new recovery work, commencing the trauma work and progressing the work on stigma and language; • Producing Renfrewshire’s Plan for Net Zero and beginning to deliver on its ambitions; • Continuing to deliver key strategic and support services to other Council services, stakeholders and communities. 2. Recommendations 2.1 It is recommended that the Finance, Resources and Customer Service Board note: 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. 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. 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 appendices to the plan contain an action plan and performance indicators against which progress can be measured. This mid-year monitoring report provides an update on progress against the 2022-25 plan.
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5 3.3 Section 4 of this report provides a note on the newly approved Council Plan, outlining the strategic direction the Council Plan describes and how the Service Improvement Plan process aligns with this. Section 5 gives details of service activity and achievements over the period April-September 2022. Section 6 discusses actions delayed or cancelled since the Service Improvement Plan, and any new actions added to reflect additional priorities identified since the plan was approved. Section 7 provides a narrative on performance against the service scorecard included as Appendix 2. 3.4 An outturn report detailing full-year performance will be brought before this board in Spring 2023. 4. New Council Plan 4.1 Since approval of the Chief Executive’s Service Improvement Plan by this Board in June, Council has approved a new Council Plan, which sets out our strategic priorities under five themes – Place, Economy, Fair, Green and Living our Values. It also has a cross-cutting theme of improving outcomes for children and families, reflecting the importance of delivering the best possible start for children in Renfrewshire. 4.2 The new Council Plan recognises the financial challenge that Renfrewshire Council, like all local authorities, currently faces. The scale of the challenge has been set out for elected members and the public through a series of reports to Council, and officers will continue to provide regular updates in this way. In response, Council agreed in June 2022 to a portfolio of financial sustainability work to be delivered alongside the main transformation programme and reviews undertaken by individual services. Whilst there is a core focus on supporting financial sustainability, a key driver is also to continue to deliver modern and efficient services which meet the needs of local people, businesses and communities The outcomes of this work may be reflected in future Service Improvement Plans as well as the Council Plan. 4.3 The strategic priorities of the Council over the next five years will be driven by our five key themes as set out in the Council Plan: • We will encourage kind and connected communities where citizens take pride in the place they live • We will support a strong and flexible local economy • We want Renfrewshire to be a fair place, where people feel safe, supported and empowered • We will work towards a greener future
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6 • As an organisation, we will be driven by our values, to be fair, helpful, collaborative and value learning. 4.4 Cutting across all of this is our wish for all of Renfrewshire’s children to have loving, happy lives where everyone can enjoy the same opportunities and where wellbeing is nurtured. 4.5 In order to align Service Improvement Plans with the new Council Plan, existing actions and performance indicators have been re-allocated to new themes. 5. Service Update and Key Achievements April-September 2022 5.1 Local authorities continue to operate in a rapidly changing environment. In addition to supporting local people as the country continues to recover from the pandemic, councils are having to manage cost pressures across their supply chain and support residents who may be at most risk from the cost-of- living crisis. The Council and Renfrewshire residents have responded compassionately to the war in Ukraine and welcomed Ukrainians to our area. 5.2 As well as managing the impact of national and global events, the Chief Executive’s Service has progressed major infrastructural projects, introduced a number of new key strategic documents, continued to support local residents and businesses, delivered several key cultural events, and provided strategic support to other services within the Council. Key achievements are detailed below, by Council Plan theme. Place 5.3 Delivery on the Paisley Town Centre action plan continues; officers are working with the developers who have been granted planning permission for redevelopment of the Paisley Centre as well as progressing discussions on new uses for the Piazza Centre and Liberal Club. Both the Liberal Club and premises at 5 George Place, Paisley, have been awarded grant funding from the Townscape Heritage and Conservation Area Regeneration Scheme 2 (TH/CARS2 programme. The service has proactively worked with property owners on buildings central to Renfrewshire’s built heritage; refurbishments are complete at the former Johnstone Police Station and at County Place, Paisley, and a Scottish Government grant has been secured for a new youth theatre project run by PACE. The Council has been allocated £4.4m from the Place-Based Investment Fund as well as £5.1m from the Shared Prosperity Fund for the period 2022-2025. We have also been successful in a bid for
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7 Levelling Up Funding in its first round, and have submitted a bid in round 2, seeking £19.2m to develop a new community health and learning hub in Renfrew. 5.4 The Cultural Infrastructure projects are making good progress, with contractors on site at Paisley Museum Reimagined, Paisley Town Hall, Paisley Learning and Cultural Hub and Paisley Arts Centre. All projects are on target to complete in the first half of 2023 and will be complemented by public realm works in Abbey Quarter and County Square. In order to keep members updated on this work, an additional action relating to this programme has been added to the action plan in Appendix 1. 5.5 Supporting the growth of Renfrewshire’s cultural sector remains a priority for the Council and the Marketing and Communications Service has continued to drive the Capital Appeal for Paisley Museum, through PRM Ltd charitable Trust. To date, £1 million has been raised, most of it from charitable trusts and foundations. In addition, £400,000 of cultural funding has been awarded to local groups and organisations through the Culture, Events and Heritage Fund and the Cultural Organisations Development Fund. 5.6 The Marketing and Communications Service has re-started a programme of successful in-person events after a long period of online or hybrid events through the pandemic. The Spring/Summer programme included Sma’ Shot Day, Renfrew and Barshaw Gala Days, the Paisley Food & Drink Festival and the Spree (attracting 48,740 visitors). The Autumn/Winter programme has already begun with the Wee Spree, Paisley Halloween Festival, and Christmas events scheduled. 5.7 The destination marketing and tourism work generated significant interest, evidenced by campaign reach and engagement. This included a Paisley visitor campaign, funded by VisitScotland, and a summer visitor campaign promoting Renfrewshire outdoors attractions. Economy 5.8 The Chief Executive’s service also leads on several large capital infrastructure projects, including the City Deal developments, the Advanced Manufacturing Innovation District Scotland (AMIDS) and our cultural infrastructure programme. Renfrewshire is home to AMIDS and the City Deal and Infrastructure Team has also been progressing the infrastructure projects at Clyde Waterfront Renfrew Riverside and Glasgow Airport Investment Area, as well as developing a state-of-the-art District Heating Network at the AMIDS site; this will be complete by the end of 2022. The team was also successful in obtaining circa £38M from Round One of the Levelling Up funding from the
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8 UK government to finance the AMIDS South project, which is now underway and will link AMIDS and Paisley Town Centre. An extensive range of community benefits have been built into all investment projects; all but one of the 70 benefits from the Glasgow Airport Investment Area (GAIA) programme have been delivered and despite the early stages of the Clyde Waterfront and Renfrew Riverside work, 67 of the 150 benefits have been delivered. 5.9 The Economy and Development Team continues to support regeneration across Renfrewshire, development management and development control, and delivered a number of initiatives designed to boost economic activity in Renfrewshire. The team has worked with procurement colleagues to set up a suppliers event to encourage local businesses to bid for Council contracts. The event will take place at the end of November 2022. 5.10 The Council and its partners continue to have a strong focus on employability. The Kickstart scheme has now concluded and was very successful across Renfrewshire. The Council Kickstart Gateway placed young people into 408 roles across Renfrewshire, including 71 at Renfrewshire Council. As a result, 43 of the council trainees have moved onto sustainable employment and a further six have progressed to a college or university course. Twenty-four of those now in employment went on to find roles at the council. The Renfrewshire Gateway was one of the largest in Scotland, again showing the commitment locally to support young people into work. The Department of Work and Pensions (DWP) has recognised the economic development team for their role in delivering "excellent work placements and job outcomes" through this programme. The Young Persons Guarantee also continues to perform well, and the Local Employability Partnership continue to be held up as best practise across Scotland for the partnership engagement and commitment to improving the opportunities of local unemployed people. Fair 5.10 The Policy and Commissioning Service carried out a Community Impact Assessment in early 2021 measuring the impact the Covid-19 pandemic had on the Renfrewshire community, between March 2020 and March 2021. In Spring 2022 the team carried out a Public Services Panel survey to find out how residents were feeling about the lasting effects of the pandemic, such as ongoing financial worries and health and wellbeing impacts. This valuable report formed some of the evidence base for the revised Council and Community Plans. 5.11 The service has played a key role in the Council’s response to the current cost-of-living crisis. It supports the Fairer Renfrewshire sub-committee, and is developing the Fairer Renfrewshire programme, which brings together several
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9 strands of work that directly supports residents through a range of funds and support mechanisms. In partnership with other Council services and stakeholders, the Winter Connections programme is being developed to support people through the winter months and tackle social isolation. The Head of Policy and Commissioning has been appointed as the ‘food champion’ for Renfrewshire, and is working to develop a new food partnership which will focus on issues such as food sustainability, health and wellbeing and food insecurity. The Community Food Fund continues to support community food provision initiatives across Renfrewshire, whilst the Fuel Insecurity pilot project supports the provision of fuel vouchers and energy advice. The continuation of the Financial Insecurity Winter Payment supports households who are struggling to purchase essentials like food and fuel. 5.12 Delivery on the recommendations of the Alcohol and Drugs Commission continues to make strong progress, with the Service taking forward a number of projects within the Alcohol and Drugs Change Programme, as well as providing the lead for the overall programme itself. An initial action plan for the Trauma Informed and Responsive Renfrewshire Programme has been developed and agreed, and a Trauma Informed Programme Lead has been recruited to take forward this programme of work. The Recovery Change Fund, which supports the development of local groups and organisations who provide social connection and support recovery, launched over summer and is currently open for a second round of funding. Funding has been awarded to projects delivering specific one to one female and male support for those affected by substance use, as well as initiatives supporting and encouraging local people to access recovery and wellbeing services. The Service is also developing a Language Matters initiative for partners, which will support them to challenge preconceptions and stigma around drug and alcohol use, and promote positive conversations around recovery in Renfrewshire. 5.13 The service is supporting the Council to meet its target of 1% of Council spend being determined through participatory budgeting, with a draft framework now agreed. The service has led the grant funding arm of participatory budgeting, Celebrating Renfrewshire, with over £350k allocated, and it supported a £50k participatory budgeting pilot across 9 schools and You Decide programme lead by Environment and Infrastructure. 5.14 In the June 2022 meetings for Local Partnerships, most of the grant funding was allocated for the 2022/2023 financial year. There will be a further round of grant allocation in November. The team supports local partnership meetings and support partnerships to deliver local priorities, though each group has flexibility on how they decide which applications for funding are successful. Across the 7 local partnerships, £402,954 has been allocated across 173 application, leaving £27,398 to be allocated.
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10 Green 5.15 The Chief Executive’s service leads on the climate emergency on behalf of the Council and in August, launched Renfrewshire’s Plan for Net Zero. This sets out how the Council intends to transition Renfrewshire towards Net Zero by 2030 and was developed following an extensive engagement programme with key stakeholders and communities, including Renfrewshire’s Climate Panel The Chief Executive’s Service, across all teams, lead and support projects of all scales which will support Renfrewshire’s Net Zero journey from small pots of funding to support community projects to large infrastructure projects like the District Heating Network noted above. The active travel network extending the link from Inchinnan to AMIDS, and through to AMIDS South will continue to Paisley town centre and Gallowhill. This is nearing completion and the Council will identify further green travel opportunities. The Marketing and Communications team have developed a recognisable Ren Zero brand to help identify Council, stakeholder and community activity which supports Renfrewshire’s Net Zero journey. Living our Values 5.16 The service leads on the development of both the Council and Community Plans, the key strategic plans which set our priorities over the medium and longer term. As outlined above, the new Council Plan, which sets out what the Council will do and the outcomes it hopes to achieve for residents, was approved in September 2022. A refreshed Community Plan, setting out what the Council and key partners hope to deliver for Renfrewshire was also approved in September 2022. The Policy and Commissioning team co- ordinates the work on the Community Plan on behalf of the Community Planning Partnership. Both these documents reflect on the considerable changes to society and the economy in recent years, and set out an ambitious plan for making Renfrewshire the best possible place it can be. 5.17 Alongside major projects, the Chief Executive’s service has continued to deliver the range of ‘business as usual’ strategic supports that help the Council function. This includes activities ranging from managing the Council’s property portfolio to ,corporate communications and public affairs, , and from working with services on supplier contracts to supporting Local Partnerships. Teams have responded flexibly to increased demands and changes to ways of working. 5.18 The Council recognises the potential impact of the last few years on staff wellbeing, and will shortly produce a new Wellbeing Strategy for staff. Over the winter, a priority for the Chief Executive’s service will be implementing that
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11 strategy across all teams, and if appropriate, putting in place additional training, development or other supports to ensure the workforce continues to feel valued by the organisation and able to keep delivering on the areas noted in this report. 5.19 Work has progressed on the Council brand, with a toolkit available for all staff to ensure consistent branding and communication across all services. Work has also progressed on the delivery of a new Council website, with the discovery phase now completed and procurement under way for the next phase. 6. Areas where actions have been delayed or cancelled 6.1 All actions are making progress as expected. Teams have made significant efforts to and identify any potential issues or dependencies to ensure activity has remained on schedule wherever possible. 7. Progress against performance measures 7.1 The Chief Executive’s Service has 38 performance indicators in its current scorecard. Of these, 25 are reported quarterly and 13 are reported annually. This report contains data pertaining to Quarter 1 and 2 as well as trend data. No indicators have been added or removed at this mid-year point; however, two have revised wording to better reflect the support services offered. The performance indicators relating to employability services have been amended to include ‘people in low-paid employment’ alongside ‘unemployed people’, to better reflect that support is offered for those considered under-employed as well. 7.2 There are six new quarterly indicators for which baselines will be established this year, and so do not yet have targets. Of the remaining 19 indicators, 13 are meeting or exceeding the target set. 7.3 Events performance has been positive following the return to in-person events. The numbers of people viewing, participating in, performing in, and the number of volunteers supporting the events programme have all exceeded target. Opportunities to see or hear something positive about Renfrewshire Council activity almost tripled its target in 2021/22 and far exceeded it in Q1 this year, and more than doubled the target for Q2. 7.4 Employment support has performed positively, not only in terms of the number of people supported but the number in sustained employment six
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12 months after the support. The number of new business start-ups has not met target but this reflects the current economic climate and a refocusing of support towards individuals over the last two years. Support has also been concentrated on helping existing businesses to remain viable during periods of restriction and the current economic situation. 7.5 Although there have been improvements on timescales for building warrants, this remains behind target. Lower performance has been attributed to reduced staffing levels; additional staff have been recruited and this is already leading to performance gains. The time taken to issue building warrants has been impacted by response times from external agencies; the service has been meeting its own internal target times and cannot control the response of other organisations, though these are necessary to complete the warrant. The average time to process a planning application continues to exceed its target. 7.6 Performance on frontline complaints did not meet the target in Q1. Only 2 frontline complaints were received by the service but were not resolved within 5 days. In quarter 2 this improved, with the service receiving 10 frontline complaints of which 8 were completed within timescale. Support and guidance will be provided by teams to help improve performance. 7.7 The average number of workdays lost due to employee sickness per employee in Q1 was 1.5, missed the target of 1.3. Sickness absence averages have improved since before the pandemic and this area remains a key area of focus for the Senior Management Team within the Chief Executive’s Service. 8. Priorities over the next six months 8.1 Promoting Renfrewshire as a place to live, do business and visit will continue to be a priority going forward. Planning is well underway for the delivery of the 2023 major events and cultural programme and the hosting of the Royal National Mod 2023, and our cultural infrastructure projects at Paisley Town Hall, Paisley Museum Reimagined and Paisley Learning and Cultural Hub will all complete in 2023 and provide amenities for residents and visitors alike. Beyond Paisley, we will consider how take forward our placeshaping agenda and link this to infrastructure projects in order to deliver benefits across Renfrewshire. 8.2 The Economy and Development team will begin to develop longer term visions for Johnstone and Renfrew town centres and then, subsequently,
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13 Erskine and Linwood. These will all be prepared in conjunction with local communities to ensure they reflect stakeholder aspirations for enhanced places. 8.3 There will be a bid submitted to Historic Environment Scotland and the Heritage National Lottery Fund for funding towards a heritage restoration project for Johnstone and Kilbarchan and neighbouring villages. This £3.6m will focus on the enhancement of key local buildings and interpretation activities. 8.4 Recovery from the pandemic, both in terms of how the Council delivers services and how it continues to support residents, will continue to be a priority for all parts of the Council. Within Chief Executive’s, business support and employability services continue to prioritise recovery in their services, and tackling poverty work continues to address Covid recovery alongside current and future financial pressures for families and individuals across Renfrewshire. 8.5 The next 6 months is likely to be difficult for a lot of residents and families in Renfrewshire with the rising cost of living, including the rise in energy and food prices, and incomes not keeping pace with rising inflation. Managing household finances is increasingly difficult for residents, particularly with the rising price of mortgages and rent. A key focus of the Fairer Renfrewshire programme will continue to be on the immediate pressure on household finances, this will be critical to ensure supports are in place for Renfrewshire residents over the coming winter period. Alongside reviewing data and evidence, officers are progressing work to establish a panel of people with lived experience of low-income, which will provide critical insights to shape the development of policy and practice in Renfrewshire. 8.6 The Climate Emergency is a key priority in the Council Plan, and the goals within Renfrewshire’s Plan for Net Zero also tie in with the cost-of-living crisis, with the Plan seeking to support measures to address fuel poverty and promote energy efficiency. A road map will be developed over the coming months which will identify opportunities and solutions to support Renfrewshire’s journey towards Net Zero. Work will also commence on considering how to ensure climate considerations underpin the Council’s long term strategic and financial planning with officers from the Chief Executive’s Service working closely with all Council services to develop an effective approach. 8.7 A key project which supports Renfrewshire’s ‘Ren Zero’ campaign is the AMIDS District Heating Network which will provide low carbon heating, cooling and hot water via a district heating network to businesses at the
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14 Advanced Manufacturing Innovation District site in Paisley. The project is being delivered by the City Deal & Infrastructure team; work has been ongoing, and the heating network is due to be completed and operational in November 2022. 8.8 The Council will sign the Clyde Climate Clyde concordat alongside the other seven local authorities in the city region. This concordat is aimed at working alongside national agencies and landowners to facilitate additional tree planting across Renfrewshire communities. The early stages of the project have involved the planting of approximately 3,000 trees (‘whips’) at Barwood Park, Erskine and Glennifer Braes, Paisley. The new Local Development Plan will assist in identifying further sites for planting. 8.9 The financial sustainability of the Council is a key priority across the entire organisation. The Marketing and Communications team is supporting the Council’s financial sustainability strategy and launched a public and staff campaign to raise awareness of the Council’s financial challenge in September which will run for 4 to 6 weeks. This aims to raise awareness of the financial challenge ahead, the steps being taken to address this, and explain how the Council manages its finances. It will also signpost to services to help with cost of living. The Chief Executive’s service will undertake service reviews in both Policy and Commissioning and Marketing and Communications teams. Officers with the service are playing a lead role in delivering two corporate workstreams: Procurement Savings and the Strategic Review of Property. 8.10 The proposed National Care Service (NCS) will have considerable implications for local government in Scotland. As plans to develop the NCS progress, the service will continue to engage with, and where possible influence, these plans at every opportunity. 8.11 With the new Council Plan and refreshed Community Plan having been approved by Council, the service will now develop an action plan and performance scorecard for each document. This will set out what is to be monitored and the timescales for delivery. The Council Plan is a key tool for the Council’s workforce over a period of significant change – closely aligned to Our Values and communicating the organisation’s vision, priorities and, crucially, Council employees’ role in delivering these. The Service will roll out a communications plan to ensure the workforce understand and feel ownership of the Council Plan message. Implications of the Report
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15 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 – This report notes progress on the Service Improvement Plan, which shows how this service is delivering the priorities of the Council Plan. 4. Legal – None 5. Property/Assets – The report notes progress on work relating to council property and sustainability. 6. Information Technology – 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 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. 8. Health & Safety – Appendix 2 includes actions relating to employee wellbeing and absence. 9. Procurement – The report notes progress on actions related to procurement. 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 tackling the climate emergency. ___________________________________________________________________ List of Background Papers: None ___________________________________________________________________
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16 Author Seony Ross, Senior Planning and Policy Development Officer, Seony.ross@renfrewshire.gov.uk
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17 Appendix 1 CE SIP 2022-25 Actions Council Plan Theme 1: Place Code Title Status Assigned To Progress Due Date Latest Note CESDP21 - 01 - 11 Pilot and test the creation of active travel routes between neighbourhoods, town centres and business locations using these to test SMART travel solutions and evaluate benefits to biodiversity, air quality and access Regeneration and Place Manager 60% 31-Mar-2023 Work has advanced on a number of routes. The Renfrew-Paisley Cycleway is on site; the network around AMIDS is nearing completion with the phase to Inchinnan on site in 2022; LUF funding for new transport infrastructure between AMIDS and Paisley includes extensive active travel provision. In addition, work has been commissioned to identify further phases and designs of active travel infrastructure to economic locations for delivery as funding becomes available. CESDP21 - 01 - 13 Deliver on the ambitions of our town centre strategies and specifically working with partners to transform Paisley Town Centre through the Paisley Town Regeneration and Place Manager 25% 31-Mar-2023 The town centre action plan and the Paisley Vision for 2030, published in 2020, is catalysing new potentials for development in the town centre. A planning application for the redevelopment of the Paisley Centre has been approved in March 2022 with the developers
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18 Centre Action Plan 2016- 2026. intent on formalising development agreements to be on site in 2023. Further discussions on repurposing spaces for new uses are also underway with the owners of the Piazza Centre and the Liberal Club. CESDP21 - 01 - 15 Proactively work with property owners to bring some of the area’s most valued assets back into use Regeneration and Place Manager 25% 31-Mar-2023 Active progress has been made across several buildings. 2/3 County Place, Paisley refurbishment has been completed; as has the refurbishment of the former Johnstone Police Station with grant support from the Council and ScotGov; the Leadership Board has approved grant support for the Liberal Club and 5 George Place in Paisley; the Council has secured £800k from ScotGov for PACE theatre’s new youth theatre project. Further work is progressing on priorities such as Forbes Place in Paisley and Renfrew's former police station. CESDP21 - 01 - 27 Monitor benefits of City Deal Projects, including Glasgow Airport Investment Area, Clyde Waterfront and Renfrew Riverside and City Region wide employment programmes Programme Director, City Deal and Infrastructure 60% 31-Mar-2025 Clyde Waterfront & Renfrew Riverside - 45% Community Benefits: 67 of 150 community benefits have been delivered to date. The remainder are on track/have been re-baselined to be completed as part of the project lifespan. Project Benefits: Project is at the early stages of its development with all expected benefits in terms of infrastructure, economy and wider regeneration on track. Glasgow Airport Investment Area - 95%
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19 Community Benefits: 69 out of 70 community benefits have been delivered with the remainder relating to supply chain development ongoing. Project Benefits: Enabling infrastructure benefits of the GAIA projects have largely been complete with some minor work remaining. The infrastructure in place has allowed the progression of the AMIDS site to take place with key link road throughout and new connecting bridges opened. CESIP22.01.01 Establish a programme of engagement work with communities on the Community Benefits that might be derived from the Council’s procurement activity. Strategic Procurement Manager 25% 31-Mar-2023 The procurement team have an established relationship with Engage Renfrewshire which provides significant support in realising the Community Engagement and Supply Chain Opportunities (Business advice and support) Community Benefits offered within contracts. Engage has a member of staff on the Community Benefit Forum with particular responsibility for engaging with Social Enterprises in Renfrewshire to ensure the community benefits offered are delivered across the network in a fair and equitable way. Next steps to further our ambitions for community engagement include widening the range of organisations supported to include community groups and local clubs.
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20 CESIP22.01.02 Maximise funding for regeneration of Renfrewshire’s places through grant submissions to external sources including UK and Scottish Governments. Regeneration and Place Manager 50% 31-Mar-2023 The Regeneration and Place Team have successfully been able to secure and receive funding through various external sources. Between 21/22 and 25/26 we have been allocated £4.4m from the Place Based Investment Fund for capital regeneration projects. Between 22/23 and 24/25 we have received £1.5m in funding for capital and revenue regeneration spend from the Shared Prosperity fund. We have consistently been successful in RCGF funding applications, with the most recent successful application receiving £800k in funding for the PACE theatre project. We have recently secured £35k funding from Visit Scotland to develop a strategic Tourism Infrastructure Development Plan for Clyde Muirshiel Regional Park. In July an application was submitted to the Levelling Up Fund for £20m to develop a new community hub in Renfrew, restoring two prominent listed buildings in the heart of the town. A decision on this application is expected by the end of October. CESIP22.01.03 Develop a Strategic Property Review of Council Head of Economy & Development 95% 31-Mar-2023 This review is almost complete and the next phase of work will be led by Environment &
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21 operational, non-operational and surplus assets Infrastructure. The Economy & Development team will continue to support work in this area. CESIP22.01.04 Carry out evaluation of Future Paisley and prepare a transition plan for the mainstreaming/external funding of projects beyond April 2024. Head of Marketing and Communications 40% 31-Mar-2024 The Evaluation Framework and the training to support Project Leads will be completed in October. This is enabling analysis of data and the collection of evidence on impact. Projects to be investigated through case studies have been confirmed and CCSE Ph.D. research is being applied. Step Change 2 and 3 activity is being prioritised due the nature of interventions, and the challenge in establishing long-term cumulative impact. The review and evaluation of individual Future Paisley funded projects and activity is ongoing. CESIP22.01.05 Expand destination marketing to promote Renfrewshire as a visitor and investment destination, maximising audience and product intelligence and ensuring brand relevance for all of Renfrewshire. Marketing Manager 75% 31-Dec-2023 The Summer visitor campaign has been implemented to promote a Renfrewshire-wide visitor offer – incorporating rural and urban attractions. The campaign started end of June ‘22 and will run to 30 September ‘22. A final marketing evaluation will take place in October. Top line paid-for metrics to date include: 432K outdoor impacts, 7701 clicks to Paisley.is, 1.2m digital impressions. The campaign included the following: • New campaign creative • £50K media-buy • Content refresh on www.paisley.is • Editorial content published on Paisley.is social media channels
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22 • Stakeholder and partner engagement Visitor activity is paused to allow future planning to be aligned to the new tourism strategy, delivered by Economy and Development colleagues. Preliminary work has taken place to expand the destination website to include investor marketing content. Further work on investor marketing will take place in coming months when sector work has been completed. CESIP22.01.06 Successfully delivery the Capital Appeal for Paisley Museum Reimagined Ltd. Fundraising Manager 30% 31-Mar-2024 The campaign has now raised £1 million. Efforts are ongoing to increase major donor and corporate income. To-date, just over £900k has been raised from Trusts and Foundations. CESIP22.01.07 Lead development of a new event strategy for Renfrewshire, expanding programming across Renfrewshire and undertaking work to understand the social impact of events for Renfrewshire communities Events Manager 40% 31-Dec-2023 Delivery of the 2022 events strategy is well underway with the first full in-person programme delivered since the outset of the Covid-19 pandemic. The Spring Summer programme attracted large audiences - Paisley Food and Drink festival, Renfrew and Barshaw Gala Days, Sma’ Shot day and Renfrew Pipe Bands. The autumn winter programme is underway with Spree, Spree for All and Doors Open Day successfully delivered. Wee Spree, Paisley Halloween Festival and the Christmas programme will be delivered from mid-October. Evaluation data gathered in 2022/23 programme will be used design a new strategy for 2024 onwards.
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23 CESIP22.01.08 Participate in and Monitor progression of the Clyde Metro in partnership with GCC, TS and other stakeholders. Programme Director, City Deal and Infrastructure 2% 31-Mar-2025 Participation in discussions as required, however no proposals have yet been approved by the City Deal Cabinet CESIP22.01.09 Deliver the Cultural Infrastructure Investment programme. Programme Director, City Deal and Infrastructure 60% 31 Oct 2023 Contractors have been on site at Paisley Museum Reimagined since July 2021 and work is progressing well. The Paisley Town Hall refurbishment is also progressing well, with practical completion expected in Spring 2023. Completion of the Paisley Learning and Cultural Hub is anticipated in early 2023. Main works have commenced at Paisley Arts Centre and that is also expected to complete in Spring 2023. The programme of works is complemented by public realm works in County Square and Abbey Quarter. Council Plan Theme 2: Economy Code Title Status Assigned To Progress Due Date Latest Note CESDP21 - 01 - 02 Develop a refreshed employability programme for Renfrewshire (utilising Youth Guarantee and Kickstart funding) to reduce Economic Development Manager 75% 31-Mar-2023 The Renfrewshire youth employment figures have been improving monthly and a recent report from ONS and SG showed that Renfrewshire had
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24 Code Title Status Assigned To Progress Due Date Latest Note unemployment among young people (18-24 yrs.) and to support local businesses the second highest youth employment rate in Scotland in 2021 at 67.4% (54.9% is Scotland average) and (by a considerable margin) the highest youth employment growth over the last 10 years across Scotland at 21.1% (against a Scotland increase of -0.3%). This shows the level of commitment and work on the youth employment agenda over the years, but particularly the last year. The Kickstart scheme has now concluded and was very successful across Renfrewshire. The Council Kickstart Gateway placed young people into 408 roles across Renfrewshire, including 71 at Renfrewshire Council. The Renfrewshire Gateway was one of the largest in Scotland, again showing the commitment locally to support young people into work. The Young Persons Guarantee continues to perform well and the Local Employability Partnership continue to be held up as best practise across Scotland for the levels of partnership and commitment to improving the opportunities of local unemployed people. CESDP21 - 01 - 03 Support and grow supply chain management and knowledge exchange among manufacturing SMEs to supply Scottish / Head of Economy and Development 80% 31-Mar-2023 The creation of a supply chain management programme for manufacturing SMEs is a priority to support economic recovery in Renfrewshire. In progressing this, partners (SE, Chamber, NMIS
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25 Code Title Status Assigned To Progress Due Date Latest Note UK businesses and global supply chain group and WCS) agreed to create a new a Manufacturing Business Forum. This work continues forward and will be augmented by a refocus on key growth sectors supporting the ELP and development of an account management process. CESDP21 - 01 - 09 Promote a Renfrewshire Apprentice Framework that can be rolled out across local businesses wishing to participate Economic Development Manager 90% 31-Mar-2023 The programme for ERIs has all but completed as has the City Region Chef Academy programme. Work with Education colleagues continues to support the marketing and information around Foundation apprenticeships and Modern Apprenticeships across Renfrewshire. CESDP21 - 01 - 26 Work with partners to deliver the Advanced Manufacturing Innovation District – Scotland (AMIDS) Programme Director, City Deal and Infrastructure 15% 31-Mar-2023 The need for delivery of investment at AMIDS is recognised within the Renfrewshire Economic Strategy 2020-2030 where AMIDS is noted as a key component. This drive for investment continues with the anchor facilities of NMIS & MMIC planned to open in 2022. This success, in parallel with direct engagement with manufacturing companies and the launch of a procurement exercise for a joint venture development partner will see progress towards the primary outcomes for AMIDS. Success in achieving agreement with UK Gov on 90% Levelling Up Funding towards the AMIDS
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26 Code Title Status Assigned To Progress Due Date Latest Note South project, will significantly aid the delivery of AMIDS, enhance work underway in Paisley Town centre and increase benefits for the wider area. CESIP20 - 01 - 07 Participate fully in all aspects of the new National Manufacturing Institute Scotland (NMIS) Governance arrangements and Medicine Manufacturing Innovation Centre (MMIC) delivery. Programme Director, City Deal and Infrastructure 75% 31-Mar-2023 RC have strong links with NMIS and MMIC as they are represented on the NMIS One Scotland Collaboration Group and chair the AMIDS Strategic Advisory Group with both organisations represented. CD&I team members work closely with both organisations daily and continue to assist with the commissioning of their buildings. MMIC building is already operational with NMIS expected to open in early 2023. CESIP22.02.01 Progressing the AMIDS South project to maintain the programme requirements of the UK Government Levelling Up Fund award. Programme Director, City Deal and Infrastructure 15% 31-Mar-2023 Planning application submitted alongside liaison with stakeholder liaison and continuing development of detailed designs. Dialogue with UK Government agencies continuing CESIP22.02.02 Actively engage with Renfrewshire suppliers to increase the percentage of procurement spend Strategic Procurement Manager 55% 31-Mar-2024 The procurement manager has been working closely with Economic Development to support local supplier events which will run at the end of November. These will provide an opportunity to place a spotlight on council spend and identify opportunities for local suppliers to bid for council contracts.
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27 Council Plan Theme 3: Fair Code Title Status Assigned To Progress Due Date Latest Note CESIP22.03.01 Develop the new Fairer Renfrewshire programme Strategic Partnerships and Inequalities Manager 15% 31-Mar-2025 Work on the Fairer Renfrewshire Programme has commenced, with funding allocated to a number of projects to support residents with Cost-of- Living increases. The Fairer Renfrewshire Sub- Committee met for the first time in August. CESIP22.03.02 Develop and implement the action plan for the Trauma- Informed and Responsive Renfrewshire Programme. Head of Policy & Commissioning 30% 31-Mar-2024 A coordinator post has been created to lead this programme of work going forward, with the coordinator starting in late October. The Trauma steering group has been established, and engagement with the Improvement Service and other local authorities has taken place. An initial action plan has been developed and presented to CMT, including actions such as reviewing the current training and development offer at a local and national level, reviewing recruitment and HR policies through a trauma informed lens, undertaking training/awareness sessions at leadership levels, and considering links to existing and emerging priorities such as The Promise, Our Values, Developing Communities, and Language Matters/Stigma
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28 Code Title Status Assigned To Progress Due Date Latest Note CESIP22.03.03 Deliver the Stigma/Language Matters project. Head of Policy & Commissioning 20% 31-Mar-2024 Partners are currently developing a Language Matters initiative, which will support them to challenge preconceptions and stigma around drug and alcohol use and promote positive conversations about recovery in Renfrewshire. Preliminary work has included developing a marketing and communications activity plan, with the following objectives: • demonstrating leadership by ensuring that we do not use language that stigmatises people in public or in our communications • supporting staff to understand the power of language, be confident in their use of language and to challenge stigma by speaking up when people make negative or wrong comments • supporting national campaigns to help people in Renfrewshire understand the power of language. CESIP22.03.04 Progress the next phase of Local Partnerships development Strategic Partnerships and Inequalities Manager 30% 31-Mar-2023 Grant awards were made to applicants for activity taking place during 2022/23 at the June 2022 meetings of Local Partnerships. Following the Council elections in May 2022, new councillors took up their places on relevant Local Partnerships at the June meetings and there were changes of Lead Officer in a number of Local
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29 Code Title Status Assigned To Progress Due Date Latest Note Partnerships. Community membership of the Local Partnerships will be refreshed over 2022/23. CESIP22.03.05 Deliver a framework that ensures that 1% of council spend is now determined through participatory budgeting. Strategic Partnerships and Inequalities Manager 45% 31-Mar-2023 The draft framework has been agreed by CMT and discussions have been undertaken by a range of services about the budgets which they will spend using a PB approach. CESIP22.03.06 Develop and implement targeted interventions to supporting communities through the cost-of-living crisis, with a particular focus on food and fuel insecurity Strategic Partnerships and Inequalities Manager 30% 31-Mar-2023 The Community Food Fund has supported community food provision across Renfrewshire. Funding allocated to the Fuel Insecurity Pilot continues to support fuel vouchers augmented with energy advice and the continuation of the Financial Insecurity Winter Payment supports households who are struggling to purchase essentials like food and fuel. CESIP22.03.07 Develop mechanisms for supporting individuals with lived experience of poverty to influence policy in this area. Strategic Partnerships and Inequalities Manager 40% 31-Mar-2024 We have agreed that a lived experience panel be set up and contracted Poverty Alliance to support this work and are currently tendering for a local organisation to support clients to provide evidence at the panel sessions. CESIP22.03.08 Undertake a recommissioning exercise for the provision of independent advice services in Renfrewshire. Strategic Partnerships and Inequalities Manager 20% 31-Mar-2023 This work is currently ongoing.
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30 Code Title Status Assigned To Progress Due Date Latest Note CESIP22.03.09 Carry out an evaluation of the Tackling Poverty programme and develop a transition plan for mainstreaming this work. Strategic Partnerships and Inequalities Manager 5% 30-Sep-2023 Work commenced in Q2. CESIP22.03.10 Support local strategic activities which facilitate the integration refugees and asylum seekers across Renfrewshire. Head of Policy & Commissioning 50% 31-Mar-2023 The Policy & Commissioning Team continue to support other council services with the delivery of refugee, UDP and UASC programmes. A current priority is support for the Ukrainian Displaced Persons scheme. CESIP22.03.11 Bring forward actions to reduce health inequalities, improving economic participation, more secure earnings and greater earning power. Economic Development Manager 50% 31-Mar-2024 An ongoing action – health inequalities is a key element of employability work, and a number of actions are already in place. Further support from the UK SPF will follow in spring 2023. CESIP22.03.12 Launch a new council website – Renfrewshire.gov.uk – and implement the digital experience strategy, transforming how citizens interact with the council across digital platforms. Communications & Public Affairs Manager 40% 31-Oct-2023 The audit of existing content on renfrewshire.gov.uk continues. Procurement is underway (August) for the Alpha phase of the programme and evaluation for recruitment of posts nearing completion. Council Plan Theme 4: Green
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31 Code Title Status Assigned To Progress Due Date Latest Note CESIP22.04.01 Complete the District Heating Network at AMIDS, with supplies to NMIS and MMIC. Programme Director, City Deal and Infrastructure 80% 31-Mar-2023 Project continues towards completion with the majority of construction complete. Construction due to be finalised by November 2022 to then become operational. NMIS and MMIC have been formally notified that DHN is expected to become operational on 14th November 2022. CESIP22.04.02 Develop the first stage of Renfrewshire’s Plan for Net Zero Strategy, Policy and Insight Manager 100% 31-Dec-2022 The Plan for Net Zero was developed in partnership with other services, stakeholders and our citizens through Renfrewshire’s Climate Panel. The Plan was approved by the Planning and Climate Change Policy Board on 23rd August. The next steps include the development of a child-friendly and an easy read versions of the Plan and a detailed phased road map, including quantified delivery plans. CESIP22.04.03 Ensure that climate considerations are taken into account in our procurement strategies and tenders with a focus on reducing emissions. Strategic Procurement Manager 100% 31-Mar-2025 The contract strategy template provides an opportunity for procurement officers to identify opportunities to help tackle the climate emergency and maximise opportunities to achieve energy efficiency and carbon reduction.
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32 Code Title Status Assigned To Progress Due Date Latest Note CESIP22.04.04 Implement a plan for managing supply chain disruption arising from external events Strategic Procurement Manager 50% 31-Mar-2023 A risk management approach is taken to all critical contracts. The procurement team contract manage key suppliers and monito markets to identify risks associated with volatility. Council Plan Theme 5: Living Our Values Code Title Status Assigned To Progress Due Date Latest Note CESIP22.05.01 Undertake a corporate self- assessment exercise in line with revised best value audit methodology Strategy, Policy and Insight Manager 10% 31-Mar-2023 Work is underway to undertake a corporate self- assessment with the CMT over the coming months and a meeting has taken place with the Improvement Service to share learning around this process. CESIP22.05.02 Review and refresh the Council’s performance management framework Strategy, Policy and Insight Manager 50% 31-Mar-2023 All services are being supported by the policy team to update their performance indicators and targets as required. This work also feeds into the development of a new Council Plan scorecard, following the approval of the new Council Plan on 29 September 2022.
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33 Code Title Status Assigned To Progress Due Date Latest Note CESIP22.05.03 Lead implementation of the council brand, prioritising tone of voice, inclusive communications and audience insights Head of Marketing and Communications 25% 31-Mar-2025 The brand tool kit is available on The Thread and has been presented and cascaded to each department and cascaded to help drive implementation. This includes services reviewing communications and touchpoints with residents and colleagues. There is ongoing through strategic communications and marketing (e.g., Fairer Renfrewshire), and through the council’s social media strategy. Audience planning and evaluation are built into marketing planning. The brand values are well reflected in the new council and community plans. An important brand project is the delivery of the new council website (detailed above). CESIP22.05.04 Lead implementation of strategic communications to support the council’s financial strategy Head of Marketing and Communications 40% 31-Mar-2023 A public and staff campaign to raise awareness of the council’s financial challenge was launched on Thursday 22 September. This includes internal communications to all staff groups and a public awareness campaign and short film animation. The campaign will run for 4 to 6 weeks. The aims is to raise awareness of the financial challenge ahead, the steps being taken to address this, and to explain how the council manages its finances. It also includes signposting people to Help with cost of living. Communications will be developed to support future change resulting from the budget strategy as required.
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34 Code Title Status Assigned To Progress Due Date Latest Note CESIP22.05.05 Undertake a workforce planning exercise across procurement to address challenges in recruitment and retention Strategic Procurement Manager 75% 31-Mar-2023 The majority of long-standing vacancies have now been filled. The procurement team are implementing the national procurement competency framework to identify training needs and develop career plans with the team. CESIP22.05.06 Undertake CIPS self- assessment activity. Strategic Procurement Manager 50% 31-Mar-2023 As part of the competency framework analysis CIPS (Chartered Institute of Purchasing and Supply status) is offered to the team via a self- study route. CESIP22.05.07 Ensure a service-wide focus on absence - supporting managers with training, embedding policies and supporting the health and wellbeing of employees. CEX Senior Management Team 30% 31-Dec-2023 The Head of Policy and Commissioning is the absence champion for the service, supported by the Strategy, Policy and Insight Manager. There are monthly meetings to review absence across the service and discuss the appropriate support for colleagues across the service. With recent recruitment exercises now complete, the management team are progressing the introduction of wellbeing plans with a target of ensuring staff are at the centre. This will have a focus on wellbeing, whilst ensuring that development is encouraged, and staff are motivated by implementing mutually beneficial ways of working that are fair. Work has already started to support staff in their return to work following the pandemic by implementing a fair blend of home and office working. Staff are encouraged to attend the office two days a week
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35 Code Title Status Assigned To Progress Due Date Latest Note to support communication, team building and morale. Work will continue to design and implement formal wellbeing plans that align with the People Strategy. CESIP22.05.08 Implement the Council’s People Strategy across the service, with a particular focus on employee wellbeing. CEX Senior Management Team 30% 31-Dec-2023 Employee wellbeing continues to be a key focus for the SMT and is a standing item on the Chief Executive’s SMT agenda. Regular programmes of one to ones and team meetings are scheduled in across all teams and have been moving back to face to face wherever possible in line with the Council’s new Ways of Working. Online ‘virtual’ service catch ups also continue to be utilised. The due date has been extended on this action from December 2022 to December 2023 to reflect that this an ongoing process and is subject to ongoing review, particularly as the new Ways of Working bed in over time. CESIP22.05.09 Enhance staff engagement through internal communications, providing equity of access to information and developing communication as a core management skill. Communications & Public Affairs Manager 40% 31-Mar-2023 Delivery of the internal communications action plan for 2023-24 in progress with a new section developed on the staff info section to support staff with the cost of living, further development of channels, support for HROD and review of staff policies, roll out of Living our Values and Ren Talks.
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1 Chief Executives Service Improvement Plan 2022-25 Scorecard (Qtr 1&2) Scorecard PI Status Alert Warning OK Unknown Data Only Long Term Trends Improving No Change Getting Worse Short Term Trends Improving No Change Getting Worse Priority: Place Code Performance Indicator Current Status Short Term Long Term 2021/22 Q1 2022/23 Q2 2022/23 Explanation of performance Value Target Value Target Value Target DHS.CP.RR01 Number of properties on Buildings at Risk Register 27 42 27 27 27 27 The Buildings at Risk Register, prepared and managed by Historic Environment Scotland, includes 27 Renfrewshire properties, with 5 in progress of restoration.
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2 Code Performance Indicator Current Status Short Term Long Term 2021/22 Q1 2022/23 Q2 2022/23 Explanation of performance Value Target Value Target Value Target DHS.VDL.01 Amount of land brought forward for re-use and development contributing to economic activity and enhancing the built and natural environment 28 20 Not measured for Quarters Not measured for Quarters 28 hectares of land was developed or brought back into use including to support the delivery of new affordable and private homes and the delivery of new developments at the Advanced Manufacturing and Innovation District Scotland and Hillington Business Park. The target for 2022/23 remains 20. HPSIP01 Affordable housing completions 170 243 Not measured for Quarters Not measured for Quarters The affordable newbuild housing programme involves both Council and Housing Association developments across a range of sites in Renfrewshire. Due to the impact of the COVID-19 pandemic some developments were delayed. The Council along with the Housing Associations active in Renfrewshire and the Scottish Government continue to work in partnership to deliver affordable housing across Renfrewshire and to ensure that delivery exceeds the target next year. Over 450 new affordable homes are now expected to be completed in 2022/23. SOA10.10a Private housing completions ?? 500 Not measured for Quarters Not measured for Quarters Private housing completions are monitored in an annual Housing Land Audit. The 2022 audit will be complete by the end of 2022 and will provide data on completions for the period 2021/22. Private completions haven’t been reported since 2019 due to the Covid 19 pandemic. Despite the pandemic, 1383 new private homes were completed in the 2 year period from 2019 to 2021 which exceeds targets. A range of new homes continue to be delivered across Renfrewshire including at Dargavel Village, the former BASF site in Paisley and the former Johnstone Hospital. FRCMT14a The proportion of operational accommodation in satisfactory condition. 94.41% 94% Not measured for Quarters Not measured for Quarters The percentage has reduced slightly to 94.41% (from 95.1% in 2020/21). There have been several additions of newly built properties. Dargavel Primary and Dargavel Early Learning and Childcare Centre and Houston, Lochfield and Kirklandneuk Early Learning and Childcare Centres. All of these are new purpose-built facilities and in best condition.
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3 Code Performance Indicator Current Status Short Term Long Term 2021/22 Q1 2022/23 Q2 2022/23 Explanation of performance Value Target Value Target Value Target There have been a number of demolitions reflected in this year’s figures including the Rowan Street store and Spateston pre five. Both of these were not in suitable condition. There have been two lease terminations where property has been returned to the landlord at Clark Street and West Regent Street. These buildings were in satisfactory condition so reduces the proportions. Roneil House is moved to surplus and is under offer for sale. Collier Street, which was previously an operational property has been leased out and is moved to the commercial list. Both were in satisfactory condition. It should be noted that due to continued financial pressures, the 2021/22 maintenance budget will be used to prioritise statutory health and safety obligations and wind and watertight repairs The target for 2022/23 remains 94%. FRCMT14b The proportion of operational accommodation that is suitable for its current use. 91.46% 96% Not measured for Quarters Not measured for Quarters The proportion has dropped slightly to 91.46% (from 92.1% in 2020/2021). There have been several additions of new purpose-built properties. Dargavel Primary and Dargavel Early Learning and Childcare Centre and Houston, Lochfield and Kirklandneuk Early Learning and Childcare Centres. There have been a number of demolitions reflected in this year’s figures including the Rowan Street store and Spateston pre five. There have been two lease terminations where property has been returned to the landlord at Clark Street and West Regent street. Roneil House is moved to surplus and is under offer for sale. Collier Street which was previously an operational property has been leased out and is moved to the commercial list. There have been no significant changes in classification however the works at the Paisley Town Hall and the
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4 Code Performance Indicator Current Status Short Term Long Term 2021/22 Q1 2022/23 Q2 2022/23 Explanation of performance Value Target Value Target Value Target Museum are nearing completion and should result in a higher percentage of suitability going forward. Proposals for improvements at the Victory Baths and community interest in Whitehaugh Barracks will bring further improvements. NB This measure is taken by property numbers rather than floor area. Differences in numbers from previous years are likely to be due to several buildings on a campus being regarded as one building. Each building has been counted individually this year. The target for 2022/23 remains 96% PT.DS.SMT.10 Percentage of First reports issued within 20 days of receiving a valid building warrant application 53% 95% 68% 95% 63.3% 95% Performance is lower than anticipated for Q1&2 as the section is carrying a further Assistant Building Standards Surveyor two vacancies. Staff recruitment and retention remains an issue. The section now has 5 Assistant Building Standards Surveyors who have less than one years’ experience and the level of training and mentoring which is required is resource intensive and this is impacting upon performance. CE.CIVIC.01 Measure of civic pride relating to events New for 2022/23 New for 2022/23 Not measured for Quarters Not measured for Quarters This indicator is new this year, the baseline is to be established and a target will be set next year CEX/EVENTS/ 01 Number of people participating in the events programme, digitally or in person 789 300 1,004 75 892 N/A Q1 events included Paisley Food and Drink Festival, Renfrew Gala Day and Barshaw Gala Day. Participation opportunities were available in aerial, circus skills, rugby, football, cooking and sustainable food growth. Participation opportunities in Q2 primarily came through Sma’ Shot day and the engagement programme to deliver the parade with over 892 people engaged both in advance and on the day of the event.
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5 Code Performance Indicator Current Status Short Term Long Term 2021/22 Q1 2022/23 Q2 2022/23 Explanation of performance Value Target Value Target Value Target CEX/EVENTS/ 02 Number of people performing in the events programme, digital or live performance 307 100 101 37.5 162 37.5 Performance opportunities in Q1 were predominately through live music and dance, with stages forming part of the programme in all three events, Paisley Food and Drink festival, Renfrew and Barshaw Gala Days. Q2 performance opportunities were created through Sma’ Shot, The Spree Festival and Spree for all fringe programme. Live music was the main art form alongside spoken word, drama and dance. The annual target for this indicator is 150. CEX/EVENTS/ 03 Number of volunteers supporting the development and delivery of the events 8 15 8 3.75 11 3.75 Volunteering opportunities in Q1 were created across all three events with workshops and event ambassador roles created for the Food and Drink Festival and stage and tech opportunities available through Erskine Arts who managed the live stage at both gala days. There were 11 volunteering opportunities between Sma’ Shot Day and Doors Open Day in Q2. Roles included event ambassadors, workshop assistants, music and production support and venue support. Volunteers spent over 50 hours supporting the delivery of Q2 events. The annual target for this indicator is 15. CEX/EVENTS/ 04 Number of people viewing or attending the events programme 63,630 65,000 45,000 16,250 21,700 16,250 The number of attendees at the events in Q1 were significantly higher than expected. Paisley Food and Drink Festival, although held in a wet weekend attracted over 17k people. Renfrew and Barshaw Gala days also attracted a combined 28k with both days benefited from warm dry weather. The expectation for Q1 events was around 25,000 attendees. Q2 events included the new Renfrew Pipe Band Competition, Sma’ Shot Day, Doors Open Days and the Spree Festival. Numbers for visitors to private Doors Open Days properties are still being provided at this stage, current figures suggest around 3.5k visited the participating venues.
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6 Code Performance Indicator Current Status Short Term Long Term 2021/22 Q1 2022/23 Q2 2022/23 Explanation of performance Value Target Value Target Value Target The Spree was cancelled mid-festival due to the period of national mourning and therefore three days of sold out shows accounting for over 1,000 attendees was lost. The Spree for All in Paisley and Renfrewshire wide attracted over 4k attendees to local venues. The annual target for this indicator remains 65,000.. CEX.OTSH.PI Opportunities to see or hear something (OTSH) positive about Paisley and Renfrewshire as part of Paisley is destination brand 314,041,62 1 240,000,00 0 55,990,769 70,000,000 87,944,833 70,000,000 High levels of coverage in this period featured around Renfrewshire’s events programme activity with Paisley Food and Drink Festival (Daily Record, The Skinny, Scottish Field, Scotland on Sunday, The Herald, The National, Evening Times), The Spree programme (BBC Radio Scotland, Daily Record, Evening Times,) and Sma’ Shot Day pre-event activity (Evening times and locals) particular highlights. Other coverage of note included Paisley Museum being featured on BBC Radio 4 and a BBC online article on ‘New blueprint to help town centres recover from Covid’ which mentioned the Vision for Paisley Town Centre 2030 blueprint. Renfrewshire’s events coverage featured heavily in Q2 period – including Sma’ Shot Day (Glasgow Times, local press), The Spree and related activity (BBC Radio Scotland, Daily Mail, The Skinny, Daily Record, The Scotsman, Glasgow Live, The Metro, Glasgow Times, local press) and the announcement of Paisley Halloween Festival (Daily Record, Clyde 1, Glasgow Live, Glasgow Times, local press). Other coverage of note during Q2 included the Underwood Lane production, which featured in The Times, Daily Record, The Herald, The National, Daily Telegraph and local press. The annual target for 2022/23 is 280,000,000 CEX/FUND/01 Fundraising Income Target 969,000 500,000 Not measured for Quarters Not measured for Quarters Despite the impact of Covid-19 on donor cultivation, we have continued to make good progress towards the target
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7 Code Performance Indicator Current Status Short Term Long Term 2021/22 Q1 2022/23 Q2 2022/23 Explanation of performance Value Target Value Target Value Target for Trusts and Foundations with £881,000 being secured against the original £1.5m target. 2021/22 highlights include: • Following the lifting and relaxation of covid restrictions on travel and gatherings, three site visits were held with prospective donors and ambassadors. The visits resulted in the following: • May 2021 - £100,000 pledge (Trust and Foundation) • June 2021: £30,000 pledge (Coats PLC) • March 2022: The Hugh Fraser Foundation adding £50,000 to their initial pledge of £200,000 • The PMR Ltd website has received donations totalling £2,740 Work has now fully restarted to support HNWI cultivation, which was paused during the pandemic: • The Case for Support has been published • Donor Recognition has been agreed • Widening of the HMWI Prospect List • Bi-annual Supporters Newsletter shared with donors and prospects Charity Operations • All for trustee meetings were held digitally and charity governance adhered to. • Post-pandemic Fundraising Strategy approved and implemented. • Part-time Fundraising Consultant recruited in September and a Full-time Fundraising Assistant recruited in December. The annual target for 2022/23 remains 500,000
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8 Priority 2: Economy Code Performance Indicator Current Status Short Term Long Term 2021/22 Q1 2022/23 Q2 2022/23 Explanation of performance Value Target Value Target Value Target DHS.EMP.08 Number of new business start ups in Renfrewshire with Business Gateway support 272 320 51 80 47 80 The uncertainty around the economy has seen fewer businesses start-ups in Renfrewshire in quarters 1&2, which is a similar trend to Scotland as a whole. The annual target for 2022/23 remains 320 CE.RCBT.01 Number of local businesses securing growth support, training or grants from Renfrewshire Council Business Team New in 2022/23 New in 2022/23 98 TBC 86 TBC This indicator is new this year, the baseline is to be established and a target will be set next year. A growing number of businesses have reported that the uncertainty around the broader economic outlook and tighter financial positions have caused them to delay investment plans. CE.%SPENDL E.01 % of procurement spend spent on local enterprises 19% 23% Not measured for Quarters Not measured for Quarters LGBF measure, Scottish average is currently 29%. Data for 2021/22 will be available in early 2023. CE.LBUSBIDP CS.01 Number of local businesses bidding for work on Public Contracts Scotland New in 2022/23 New in 2022/23 Not measured for Quarters Not measured for Quarters This indicator is new this year, the baseline is to be established and a target will be set next year. CE.LBUSREG PCS.01 Number of local businesses registered on Public Contracts Scotland New in 2022/23 New in 2022/23 Not measured for Quarters Not measured for Quarters This indicator is new this year, the baseline is to be established and a target will be set next year.
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9 Code Performance Indicator Current Status Short Term Long Term 2021/22 Q1 2022/23 Q2 2022/23 Explanation of performance Value Target Value Target Value Target CE.NSE.01 Number of Social Enterprises supported to grow / develop / income generate with Council support New in 2022/23 New in 2022/23 27 N/A 12 N/A This indicator is new this year, the baseline is to be established and a target will be set next year Number of new organisations receiving one to one support to grow, develop and income generate. In addition to the above: • 3 monthly email circulars are issued to 279 Mailchimp subscribers detailing external funding opportunities and social enterprise support. • 3 monthly External Funding support sessions which includes registered Renfrewshire based Social Enterprises. • Content for a weekly e-bulletin is issued to registered members of the Renfrewshire Social Enterprise Network Ad hoc funding alerts and social enterprise links are issued via social media (Twitter / Facebook) DHS.EMP.01 Number of unemployed/ low waged people being supported through Renfrewshire Council Employability Programme (INVEST) 859 1,100 400 275 297 275 In quarter one 400 new registration ( including 30 employed low wage participants) This is addition to active caseload carried forward from 21/22 of 521. There were 297 new Registrations for employment support in Q2. The numbers are slightly above target for the period. The annual target for 2022/23 remains 1,110. CE.EMP.01 Number of unemployed/ people in low paid employment moving into paid employment through Renfrewshire Council Employability Programme 686 350 112 87.5 95 87.5 207 people being supported through the employability services have directly secured employment during the first 2 quarters. The annual target for 2022/23 remains 350. CE.EMP.02 Number of unemployed / people in low paid New in 2022/23 New in 2022/23 82 TBC 123 TBC This indicator is new this year, the baseline is to be established and a target will be set next year.
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10 Code Performance Indicator Current Status Short Term Long Term 2021/22 Q1 2022/23 Q2 2022/23 Explanation of performance Value Target Value Target Value Target employment securing qualifications through Renfrewshire Council Employability Programme (INVEST) During the first 2 quarters 205 employability clients have been supported to achieve a qualification as part of their employability support. CE.TRAINEER C.01 Number of trainee type posts created for unemployed people at Renfrewshire Council New in 2022/23 New in 2022/23 31 TBC 10 TBC This indicator is new this year, the baseline is to be established and a target will be set next year. 41 trainee type posts have been supported to date this year at the council. DHS.EMP.03 Number of people supported, sustained in work at 6 Months through Renfrewshire Council Employability Programme (INVEST) 221 180 Not measured for Quarters Not measured for Quarters At the current time 221 people have been sustained in work after 6 months. This number will increase substantially as the Council and Scottish Government have supported an economic development initiative named “Kickstart Plus” in Renfrewshire to provide a further 6 months support to Kickstart trainees (with employers also contributing) to allow them to continue in the workplace. Priority 3: Fair
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11 Code Performance Indicator Current Status Short Term Long Term 2021/22 Q1 2022/23 Q2 2022/23 Explanation of performance Value Target Value Target Value Target FRAMT01 Asset Management Transfer - number of months from receipt of an application to a determination being issued from the Council 0 6 Not measured for Quarters Not measured for Quarters No applications were concluded during 2021/22. The applications currently being considered are all on target to be completed within the target timescale and will be reported as part of the 2022/23 figure. Priority 4: Green Code Performance Indicator Current Status Short Term Long Term 2021/22 Q1 2022/23 Q2 2022/23 Explanation of performance Value Target Value Target Value Target CE.BUSNETZ ERO.01 Number of local businesses working with the Council to progress the Net Zero agenda (NEW) New in 2022/23 New in 2022/23 18 TBC 30 TBC This indicator is new this year, the baseline is to be established and a target will be set next year. Work is ongoing to raise awareness of the Net Zero agenda amongst the business community and we are continuing to engage with colleagues at Renfrewshire Chamber of Commerce, Business Gateway, Engage Renfrewshire, Invest in Renfrewshire & Scottish Enterprise. This has enabled a range of businesses and third sector organisations to begin their Net Zero journey. We continue to expand our engagement. CE.BUSNETZ ERO.02 Number of local businesses securing Net Zero growth grants from Renfrewshire New in 2022/23 New in 2022/23 N/A TBC N/A TBC This indicator is new this year, the baseline is to be established and a target will be set next year. Currently supporting a number of businesses through the application process to ensure compliance with funding requirements.
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12 Code Performance Indicator Current Status Short Term Long Term 2021/22 Q1 2022/23 Q2 2022/23 Explanation of performance Value Target Value Target Value Target Council Business Grants (NEW) Priority 5: Living our Values Code Performance Indicator Current Status Short Term Long Term 2021/22 Q1 2022/23 Q2 2022/23 Explanation of performance Value Target Value Target Value Target CE08 % of FOI requests in a quarter completed within timescale in the Chief Executive's Department 93.5% 100% 100% 100% 100% 100% During Qtr 2, CEx received 32 single service FOIs. All 32 were completed within timescale. CE153 % of investigation complaints responded to within timescales agreed with customer (Chief Executive’s) 77% 85% 100% 85% 100% 85% In Q2, the Chief Executive's Service received 1 investigation complaint which was completed within timescale CEX/COMP/01 % of frontline response complaints responded to within timescales agreed with 40% 85% 0% 85% 80% 85% In Q1, Chief Execs Service received 2 Frontline complaint and these were not responded to within timescale. Training and support will be put in place to improve this measure.
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13 Code Performance Indicator Current Status Short Term Long Term 2021/22 Q1 2022/23 Q2 2022/23 Explanation of performance Value Target Value Target Value Target customer (Chief Executive’s) In Q2, Chief Execs Service received 10 Frontline complaints, 8 of which were completed within timescale and 2 cases completed outwith timescale. CEABS01dii Average number of work days lost through sickness absence per employee (Chief Executive's) (FTE) 5.98 6.5 1.5 1.3 1.0 1.2 Performance has improved in Q2 and is above target. Monitoring of absence continues across the service with service absence stats are presented to CMT and reported to Board. The annual target for 2022/23 is 6.5. CEX.DIGCHA NNELS Number of people engaging with the Council’s digital channels (not including website). 64,822 56,800 66,875 60,000 67,897 60,000 The followers on our social media channels have been rising steadily since the introduction of our Social Media Content Strategy in August 2021 and continue to do so. The merging of our 2 LinkedIn profiles in August 2021 has also helped increase our follower numbers. CEX/COMMS/ 01 % of staff who feel that the information they receive from internal communications is helpful 85% 85% Not measured for Quarters Not measured for Quarters Based on results of the Smarter Ways of Working Survey issued to all staff in June 2021. The survey results show that 85% feel the information they receive from internal communications is very helpful (26%) or helpful (59%) This is measured annually. This indicator was new in 2021/22 and no trend information is therefore available. The annual target for 2022/23 remains 85% CEX.OTSH.RC Opportunities to see or hear something (OTSH) positive about Renfrewshire Council activity 371,061,67 3 125,000,00 0 80,149,479 50,000,000 127,773,95 6 50,000,000 47% of media coverage in Q1 was positive, including coverage of the return of popular events – Paisley Food and Drink Festival, Sma Shot Day, Barshaw and Renfrew Gala Days. Media reach in Q2 increased overall from the previous quarter. 43% of articles were positive, including coverage of exam results, river safety and drowning prevention campaigns, spotless September and extensive coverage of the council’s events programme. The annual target for 2022/23 is 200,000,000.
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14 Code Performance Indicator Current Status Short Term Long Term 2021/22 Q1 2022/23 Q2 2022/23 Explanation of performance Value Target Value Target Value Target DHS.BSTAN.1 a Time to issue a building warrant or amendment to warrant from receipt of application (days) 101.2 60.0 93.5 60.0 106 60.0 Internal target has been set at 60 days and measures the overall time it takes from receipt of a valid building warrant application to issuing the building warrant approval. This KPO measures both building standards officers and external agents response times and, as a result, there are aspects of this KPO that are outwith our control. The KPO stems from the Building Standards Performance Framework - KPO1, which places a responsibility on LA verifiers to constantly seek to reduce and minimise turnaround times for building warrant applications. Given current performance and that elements of this KPO are out with our control, consideration should be given to reviewing this target. DHS.BSTAN.1 c Percentage of building warrants or amendments issued within 10 days of receipt of all satisfactory information 60.1 90.0 80.2 90.0 79.9 90.0 Performance has improved but is still lower than target as the section is carrying a further Assistant Building Standards Surveyor two vacancies. Staff recruitment and retention remains an issue. The section now has 5 Assistant Building Standards Surveyors who have less than one years’ experience and the level of training and mentoring which is required is resource intensive and this is impacting upon performance. PT.DS.PPF.C MT01 Average Time for processing Planning Applications (Householder) 7.2 8 6.7 8 N/A 8 This indicator is verified by the Scottish Government bi- annually.