Agenda Document Pack - Finance, Resources and Customer Services Policy Board - 17/11/2022
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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Notice of Meeting and Agenda Finance, Resources and Customer Services Policy Board Date Time Venue Thursday, 17 November 2022 10:00 Teams - virtual meeting, MARK CONAGHAN Head of Corporate Governance Membership Councillor John Shaw (Convener): Councillor Fiona Airlie-Nicolson (Depute Convener): Councillor Alison Ann-Dowling: Councillor Jacqueline Cameron: Provost Lorraine Cameron: Councillor Michelle Campbell: Councillor Graeme Clark: Councillor Audrey Doig: Councillor Chris Gilmour: Councillor Edward Grady: Councillor Neill Graham: Councillor Bruce MacFarlane: Councillor David McGonigle: Councillor Sam Mullin: Councillor Iain Nicolson: Apologies Apologies from members. Declarations of Interest Members are asked to declare an interest in any item(s) on the agenda and to provide a brief explanation of the nature of the interest. 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
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Minute 1 Joint Consultative Board (Non-Teaching) Minute of meeting held on 9 November 2022. 1 - 4 Finance 2 Revenue and Capital Budget Monitoring as at 16 September 2022 Report by Director of Finance & Resources. 5 - 16 3 Revenue and Capital Budget Monitoring – Council Overview as at 16 September 2022 Report by Director of Finance & Resources. 17 - 28 4 Treasury Management Mid-Year Review 2022/23 Report by Director of Finance & Resources. 29 - 40 Performance 5 Business Services Performance Report Report by Director of Finance & Resources. 41 - 52 6 Customer Services Performance Report Report by Director of Finance & Resources. 53 - 58 7 Finance & Resources Service Improvement Plan 2022/23 Mid-Year Monitoring Report Report by Director of Finance & Resources. 59 - 76 8 Facilities Management Operational Performance Report Report by Director of Environment & Infrastructure. 77 - 84
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9 Environment & Infrastructure Service Improvement Plan 2022/25 Mid-Year Monitoring Report Report by Director of Environment & Infrastructure. 85 - 106 10 Chief Executive’s Service Improvement Plan 2022/25 Mid-Year Monitoring Report Report by Chief Executive. 107 - 154 Civic Hospitality 11 Civic Hospitality Report by Director of Finance & Resources. 155 - 158 Policy 12 Revised Policy and Guidelines on Surveillance Report by Director of Finance & Resources. 159 - 184 13 People Strategy 2021-26 - New and Revised HR&OD Policies Report by Director of Finance & Resources. 185 - 216 Procurement 14 Annual Procurement Report 2021/2022 Chief Executive. 217 - 256 15 Renfrewshire.gov.uk Alpha Phase (RC-COU-22-121) Report by Chief Executive. 257 - 260 16 Vehicle and Plant Hire with Operatives (RC-CPU-22- 128) Joint report by Chief Executive and Director of Environment & Infrastructure. 261 - 266
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17 National Care Home Contract Minute of Variation 22/23 (1) Joint Report by the Chief Executive and the Chief Officer Renfrewshire Health and Social Care Partnership 267 - 272 18 Contract Award: Upgrading of Artificial Pitch at Parkmains High School, (RC-CPU-22-105) Joint report by Chief Executive and Director of Finance & Resources. 273 - 278 19 Contract Award: Relocation of External Gas Services, (RC-CPU-22-022) Joint report by Chief Executive and the Director of Communities & Housing. 279 - 282 20 Contract Award: Kirklandneuk Primary School Construction of a New MUGA Pitch (RC-CPU-22-106) Joint report by Chief Executive and Director of Finance & Resources. 283 - 288
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Minute of Meeting Joint Consultative Board (Non-Teaching) Date Time Venue Wednesday, 09 November 2022 15:00 Via Teams Platform, Present: Councillor Fiona Airlie-Nicolson, Councillor Audrey Doig, Councillor Chris Gilmour, Councillor Lisa-Marie Hughes, Councillor Sam Mullin Representing Trade Unions John Boylan and Mark Ferguson ( both UNISON); Kirsten Muat and Anne Canning (both GMB); and Gordon Cochrane (UNITE). In Attendance G Hannah, Transportation & Change Manager (Environment & Infrastructure); and M Boyd, Head of HR & OD, R Laouadi, HR Manager, R Cree, OD & Workforce Planning Manager, S Fanning, Principal HR & OD Adviser, D Pole, End User Technician and J Barron and D Cunningham, both Assistant Committee Services Officers (all Finance & Resources). Recording of Meeting Prior to the commencement of the meeting the Chair intimated that this meeting would be filmed for live or subsequent broadcast on the Council's internet site. Item 1 Page 1 of 288
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Apologies L Kilicaslan, Senior Manager for CAH Services, Renfrewshire Health and Social Care Partnership; S Hicks (UNISON). Transparency Statement Councillor Mullin indicated that he had a connection to items 4, 5 and 6 of the agenda as he was a member of the GMB Union. However, he indicated that he had applied the objective test and did not consider he had an interest and intimated that it was his intention to remain in the meeting and to take part in any discussion or voting thereon. Councillor Hughes indicated that she had a connection to items 4, 5 and 6 of the agenda as she was a member of the Unison Union. However, she indicated that she had applied the objective test and did not consider she had an interest and intimated that it was her intention to remain in the meeting and to take part in any discussion or voting thereon. Councillor Gilmour indicated that he had a connection to items 4, 5 and 6 of the agenda as he was a member of the Unite Union. However, he indicated that he had applied the objective test and did not consider he had an interest and intimated that it was his intention to remain in the meeting and to take part in any discussion or voting thereon. 1 Appointment of Chair Person It was proposed and agreed John Boylan chair the meeting. DECIDED: That John Boylan chair the meeting. 2 Developments in Health, Safety and Wellbeing There was submitted a report by the Director of Finance & Resources relative to health, safety and wellbeing issues since the previous meeting of the JCB (Non- Teaching) on 31 August 2022. The Health & Safety Team continued to work collaboratively with key stakeholders, to ensure risks were assessed, review policies and guidance, support front line services in the delivery of emergency and prioritised work, evaluate contractor's and supplier's health and safety documentation when applying for contracts, respond to Freedom of Information requests, produce health and wellbeing guidance to support the workforce, and review all injury accidents occurring within the Council. It was noted that Renfrewshire Council was in discussion with Greater Glasgow & Clyde Health Board relative to certain Council staff carrying Naloxone to assist with drug overdoses. Page 2 of 288
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DECIDED: (a) That the report be noted; and (b) That it be noted that further progress reports regarding the carrying of Naloxone would be brought to this Board. 3 Grievance Reports 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. The report indicated that there were a total of 11 grievances as at October 2022, which was a increase of two cases since the last meeting of this Board. DECIDED: That the report be noted. 4 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 September 2022 and detailing the capacity and Services in which they were engaged. The report advised that as at September 2022, 192 agency workers were employed across all Services, and that this was a reduction of 16 agency workers since August 2022. DECIDED: That the report be noted. 5 Timetable of Meetings 2023 There was submitted a report by the Director of Finance & Resources relative to the proposed timetable of meetings for 2023. The report advised that the current constitution of the JCB stipulated the frequency of meetings of the Board, currently requiring the Board to meet no less than five times per year. Following discussion with representatives of the management side and the trade union representatives it was proposed that meetings of the JCB Non-Teaching be held on 25 January, 15 March, 24 May, 30 August and 8 November 2023. It was agreed that all future meetings of the JCB Non-Teaching start at 3 pm. DECIDED: (a) That the proposed timetable for the JCB Non -Teaching meeting dates for 2023, detailed in the report, be approved; and (b) That it be noted that future meetings of the JCB Non-Teaching would start at 3 pm. Page 3 of 288
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6 Date of Next Meeting DECIDED: That it be noted that the next meeting of the JCB Non-Teaching was scheduled to be held at 3pm on 25 January 2023. Page 4 of 288
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To: Finance, Resources and Customer Services Policy Board On: 17 November 2022 Report by: Director of Finance and Resources Heading: Revenue and Capital Budget Monitoring as at 16 September 2022 1. Summary of Financial Position 1.1. The projected revenue outturn at 31 March 2023 for those services reporting to the Finance, Resources and Customer Services Policy Board is an overspend position of £0.894m (0.9%) against the revised budget for the year. 1.2. The projected capital outturn at 31 March 2023 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 Appendices. Table 1: Revenue Division Revised Annual Budget £000 Projected Annual Outturn £000 Budget Variance £000 Budget Variance % Finance and Resources 42,861 43,214 (353) (0.8%) Environment and Infrastructure 20,112 20,653 (541) (2.7%) Miscellaneous 40,479 40,479 0 0% Total 103,452 104,346 (894) (0.9%) Item 2 Page 5 of 288
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Table 2: Capital Division Revised Annual Budget £000 Projected Annual Outturn £000 Budget Variance £000 Budget Variance % Finance, Resources and Customer Services 9,158 9,158 0 0% 2. Recommendations Members are requested to: 2.1. Note the projected Revenue outturn position detailed in Table 1 above; 2.2. Note the projected Capital outturn position detailed in Table 2 above; and 2.3. Note the budget adjustments detailed at sections 4 and 6. 3. Revenue 3.1. The Revenue Budget Monitoring report at Appendix 1 identifies a projected annual overspend of £0.894m (0.9% of total budget) for all services reporting to this Policy Board. Detailed division service reports can be found at the end of this report, along with an explanation of any significant projected variances. 3.2. 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. 3.3. The main reasons for the projected outturn position are indicated below the tables showing both the subjective analysis (what the budget is spent on) and the objective analysis (which division is spending the budget). 4. Revenue Budget Adjustments 4.1. Members are requested to note from Appendix 1 that budget adjustments totalling £0.362m have been processed since the last report at Period 3, with the main reasons as follows: • + £1.092m additional funding (redetermination) for the full year impact of the 2021/22 Teachers’ Pay Award transferred into Miscellaneous Services; • - £0.930m allocation of NI Social Care Levy budgets (covering 1 April-6 November) from Miscellaneous Services to other Council services; and • + £0.236m allocation of NI Social Care Levy budgets (covering 1 April-6 November) into Finance and Resources and Environment and Infrastructure. Page 6 of 288
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5. Capital 5.1. The Capital Investment Programme 2022/23 to 2026/27 was approved by the Council on 3 March 2022. For Finance, Resources and Customer Services the approved capital spend for 2022/23 is £9.158m (£9.107m approved Capital Plan). 5.2. The budget movement primarily results from reprofiling in the approved capital programme for Finance, Resources and Customer Services for the year and funding approved by Council for Artificial Pitch Upgrades. Further detail can be found at Appendix 2. 6. Capital Budget Adjustments 6.1. Since the last report, budget changes totalling £0.267m have arisen, which reflect the following: • Budget carried into 2021/22 from 2022/23 (£0.317m): o Lifecycle Capital Maintenance Fund (£0.317m) for cashflow timing of boiler upgrades at Primary schools; • Budget increases in 2022/23 (£0.050m): o Lifecycle Capital Maintenance Fund (£0.050m) for school meals initiative to upgrade ovens, via transfer from Capital Funded from Current Revenue (CFCR). Page 7 of 288
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___________________________________________________________________ Implications of this report 1. Financial – The projected budget outturn position for Finance, Resources and Customer Services’ Revenue budget is an overspend of £0.894m. Income and expenditure will continue to be monitored closely for the rest of the financial year and, as far as possible, steps will be taken to mitigate any overspend. The projected outturn position for Finance, Resources and Customer Services’ Capital budget is break-even. The Capital programme will continue to be monitored closely for the rest of the financial year and, where necessary, steps will be taken to mitigate any overspend. Any changes to current projections in either Revenue or Capital budgets will be reported to the board as early as possible, along with an explanation for the movement. 2. HR and Organisational Development - None directly arising from this report. 3. Community/Council Planning - None directly arising from this report. 4. Legal - None directly arising from this report. 5. Property/Assets - The Capital expenditure in this board will result in lifecycle maintenance improvements to existing properties and replacement of ICT assets and infrastructure. 6. Information Technology - None directly arising from this report. 7. Equality and 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, and the results of the assessment will be published on the Council’s website. 8. Health and Safety - None directly arising from this report. Page 8 of 288
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9. Procurement - None directly arising from this report. 10. Risk - The potential risk that the Council will overspend its approved budgets for the year will be managed at a Council-wide level by the Chief Executive and Directors. 11. Privacy Impact - None directly arising from this report. 12. Cosla Policy Position - N/a. 13. Climate Risk - None directly arising from this report. __________________________________________________________________ List of Background Papers Revenue Budget and Council Tax 2021/22, Council 3 March 2022. The Capital Investment Programme 2022/23 to 2026/27, Council 3 March 2022 __________________________________________________________________ Authors: Valerie Howie / Kevin Festorazzi / Geoff Borland Page 9 of 288
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APPENDIX 2 Objective Summary Annual Budget at Period 3 Budget Adjustments Revised Annual Budget at Period 6 Projected Outturn Previous Projected Outturn Variance Movement £000 £000 £000 £000 £000 % £000 £000 Finance and Resources 42,694 167 42,861 43,214 (353) (0.8%) 0 (353) Environment and Infrastructure 19,982 130 20,112 20,653 (541) (2.7%) (523) (18) Miscellaneous 40,414 65 40,479 40,479 0 0.0% 0 0 NET EXPENDITURE 103,090 362 103,452 104,346 (894) (0.9%) (523) (371) Subjective Summary Annual Budget at Period 3 Budget Adjustments Revised Annual Budget at Period 6 Projected Outturn Previous Projected Outturn Variance Movement £000 £000 £000 £000 £000 % £000 £000 Employees 97,613 293 97,906 97,877 29 0.0% (329) 358 Premises Related 8,709 54 8,763 9,185 (422) (4.8%) (42) (380) Transport Related 1,682 0 1,682 1,659 23 1.4% 21 2 Supplies and Services 22,053 0 22,053 22,391 (338) (1.5%) (220) (118) Third Party Payments 2,078 0 2,078 2,054 24 1.2% 24 0 Transfer Payments 57,954 0 57,954 57,954 0 0.0% 0 0 Support Services 2,740 0 2,740 2,689 51 1.9% 15 36 Depreciation and Impairment Losses 7,162 15 7,177 7,177 0 0.0% 0 0 GROSS EXPENDITURE 199,991 362 200,353 200,986 (633) (0.3%) (531) (102) Income (96,901) 0 (96,901) (96,640) (261) (0.3%) 8 (269) NET EXPENDITURE 103,090 362 103,452 104,346 (894) (0.9%) (523) (371) POLICY BOARD : FINANCE, RESOURCES & CUSTOMER SERVICES Budget Variance (Adverse) or Favourable Budget Variance (Adverse) or Favourable RENFREWSHIRE COUNCIL REVENUE BUDGET MONITORING STATEMENT 2022/23 1 April 2022 to 16 September 2022 Page 10 of 288
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APPENDIX 2 Objective Summary Annual Budget at Period 3 Budget Adjustments Revised Annual Budget at Period 6 Projected Outturn Previous Projected Outturn Variance Movement £000 £000 £000 £000 £000 % £000 £000 Finance and Resources Directorate (357) 4 (353) (366) 13 3.7% 24 (11) Audit Services 598 3 601 600 1 0.2% 5 (4) Corporate Governance 3,188 19 3,207 3,138 69 2.2% 45 24 Digital, Transformation & Customer Services 21,157 61 21,218 21,337 (119) (0.6%) (137) 18 Finance and Business Services 11,239 62 11,301 11,233 68 0.6% 68 0 Housing Benefits 4,043 0 4,043 4,043 0 0.0% 0 0 People & Organisational Development 2,456 7 2,463 2,495 (32) (1.3%) (60) 28 Property Services (448) 11 (437) (344) (93) (21.3%) 0 (93) Social care (non-delegated) 818 0 818 1,078 (260) (31.8%) 55 (315) NET EXPENDITURE 42,694 167 42,861 43,214 (353) (0.8%) 0 (353) Objective Heading Digital, Transformation & Customer Services Property Services Social care (non-delegated) The projected overspend reflects the one off costs of migration for the Council's telephony system over the course of the current financial year. POLICY BOARD : FINANCE, RESOURCES & CUSTOMER SERVICES Key Reasons for Significant Projected Variances An overspend in Premises Costs is projected. This is due to an expected increase in energy costs across operational Council properties. An overspend in Premises Costs is projected. This is due to an expected increase in energy costs across Health and Social Care properties Budget Variance (Adverse) or Favourable RENFREWSHIRE COUNCIL REVENUE BUDGET MONITORING STATEMENT 2022/23 1 April 2022 to 16 September 2022 Page 11 of 288
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APPENDIX 2 Subjective Summary Annual Budget at Period 3 Budget Adjustments Revised Annual Budget at Period 6 Projected Outturn Previous Projected Outturn Variance Movement £000 £000 £000 £000 £000 % £000 £000 Employees 34,307 167 34,474 34,411 63 0.2% 21 42 Premises Related 2,728 0 2,728 3,081 (353) (12.9%) 0 (353) Transport Related 76 0 76 53 23 30.3% 21 2 Supplies and Services 9,525 0 9,525 9,719 (194) (2.0%) (126) (68) Third Party Payments 1,745 0 1,745 1,721 24 1.4% 24 0 Transfer Payments 55,157 0 55,157 55,157 0 0.0% 0 0 Support Services 694 0 694 642 52 7.5% 52 0 Depreciation and Impairment Losses 0 0 0 0 0 0.0% 0 0 GROSS EXPENDITURE 104,232 167 104,399 104,784 (385) 24.5% (8) (377) Income (61,538) 0 (61,538) (61,570) 32 0.1% 8 24 NET EXPENDITURE 42,694 167 42,861 43,214 (353) (0.8%) 0 (353) POLICY BOARD : FINANCE, RESOURCES & CUSTOMER SERVICES - FINANCE & RESOURCES RENFREWSHIRE COUNCIL REVENUE BUDGET MONITORING STATEMENT 2022/23 1 April 2022 to 16 September 2022 Budget Variance (Adverse) or Favourable Page 12 of 288
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APPENDIX 2 Objective Summary Annual Budget at Period 3 Budget Adjustments Revised Annual Budget at Period 6 Projected Outturn Previous Projected Outturn Variance Movement £000 £000 £000 £000 £000 % £000 £000 Building Services (288) 47 (241) (240) (1) 0.4% 0 (1) Street Lighting Maintenance Work 376 0 376 554 (178) (47.3%) (161) (17) Public Building Repairs 3,763 59 3,822 3,823 (1) (0.0%) 0 (1) Soft Facilities Management Services 16,131 24 16,155 16,516 (361) (2.2%) (362) 1 NET EXPENDITURE 19,982 130 20,112 20,653 (541) (2.7%) (523) (18) Objective Heading Building Services Soft Facilities Management Services Street Lighting Maintenance Work There is a projected overspend on repairs and maintenance of street lighting columns due to increased costs of materials, which will be closely monitored during the financial year RENFREWSHIRE COUNCIL REVENUE BUDGET MONITORING STATEMENT 2022/23 Budget Variance (Adverse) or Favourable 1 April 2022 to 16 September 2022 POLICY BOARD : FINANCE, RESOURCES & CUSTOMER SERVICES - ENVIRONMENT AND INFRASTRUCTURE Key Reasons for Significant Projected Variances The service is currently forecast to break even this year; however, it is recognised that costs are under considerable pressure from supply price increases. The position will continue to be closely monitored, with updates provided in future reports. There is an anticipated under-recovery of catering income, which is offset by significant vacancies across the service, and this will continue to be closely monitored throughout the financial year. Page 13 of 288
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APPENDIX 2 Subjective Summary Annual Budget at Period 3 Budget Adjustments Revised Annual Budget at Period 6 Projected Outturn Previous Projected Outturn Variance Movement £000 £000 £000 £000 £000 % £000 £000 Employees 26,477 75 26,552 26,588 (36) (0.1%) (350) 314 Premises Related 3,141 55 3,196 3,263 (67) (2.1%) (42) (25) Transport Related 1,594 0 1,594 1,594 0 0.0% 0 0 Supplies and Services 10,120 0 10,120 10,263 (143) (1.4%) (94) (49) Third Party Payments 0 0 0 0 0 0.0% 0 0 Transfer Payments 43 0 43 43 0 0.0% 0 0 Support Services 1,082 0 1,082 1,082 0 0.0% (37) 37 Depreciation and Impairment Losses 0 0 0 0 0 0.0% 0 0 GROSS EXPENDITURE 42,457 130 42,587 42,833 (246) (0.6%) (523) 277 Income (22,475) 0 (22,475) (22,180) (295) (1.3%) 0 (295) NET EXPENDITURE 19,982 130 20,112 20,653 (541) (2.7%) (523) (18) RENFREWSHIRE COUNCIL REVENUE BUDGET MONITORING STATEMENT 2022/23 1 April 2022 to 16 September 2022 Budget Variance (Adverse) or Favourable POLICY BOARD : FINANCE, RESOURCES & CUSTOMER SERVICES - ENVIRONMENT AND INFRASTRUCTURE Page 14 of 288
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APPENDIX 2 Subjective Summary Annual Budget at Period 3 Budget Adjustments Revised Annual Budget at Period 6 Projected Outturn Previous Projected Outturn Variance Movement £000 £000 £000 £000 £000 % £000 £000 Employees 36,828 50 36,878 36,878 0 0.0% 0 0 Premises Related 2,841 0 2,841 2,841 0 0.0% 0 0 Transport Related 12 0 12 12 0 0.0% 0 0 Supplies and Services 2,409 0 2,409 2,409 0 0.0% 0 0 Third Party Payments 333 0 333 333 0 0.0% 0 0 Transfer Payments 2,754 0 2,754 2,754 0 0.0% 0 0 Support Services 965 0 965 965 0 0.0% 0 0 Depreciation and Impairment Losses 7,162 15 7,177 7,177 0 0.0% 0 0 GROSS EXPENDITURE 53,304 65 53,369 53,369 0 0.0% 0 0 Income (12,890) 0 (12,890) (12,890) 0 0.0% 0 0 NET EXPENDITURE 40,414 65 40,479 40,479 0 0.0% 0 0 Subjective Heading Budget Adjustments 1 April 2022 to 16 September 2022 Key Reasons for Significant Projected Variances The budget transfer relates principally to the receipt of funding for 2021/22 full year impact pay award for Teachers from the Scottish Government. Also the allocation of National Insurance increase across the services for the period 1 April 2022 to 06 November 2022 Budget Variance (Adverse) or Favourable POLICY BOARD : FINANCE, RESOURCES & CUSTOMER SERVICES - MISCELLANEOUS RENFREWSHIRE COUNCIL REVENUE BUDGET MONITORING STATEMENT 2022/23 Page 15 of 288
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APPENDIX 2 Prior Years Approved Budget Revised Projected Expenditure Budget Adjustments Budget Outturn Total Approved Projected to 31/03/2022* 2022-23 in 2022-23 2022-23 2022-23 Budget Outurn Project Title to 31-Mar-27 to 31-Mar-27 £000 £000 £000 £000 £000 £000 £000 CORPORATE PROJECTS ICT Infrastructure Maintenance & Renewal Programm 0 1,585 742 2,327 2,327 0 0% 3,927 3,927 0 0% Strategic Asset Management Fund 0 1,800 (1,800) 0 0 0 0% 0 0 0 0% Energy Efficiency Programme 0 102 0 102 102 0 0% 102 102 0 0% Lifecycle Capital Maintenance (LCM) Fund 0 5,090 (1,086) 4,004 4,004 0 0% 11,627 11,627 0 0% Artificial Pitch Upgrades 0 0 1,200 1,200 1,200 0 0% 1,200 1,200 0 0% Digital Infrastructure Provision 1,546 0 390 390 390 0 0% 1,936 1,936 0 0% Commnunity Empowerment Fund 0 293 309 602 602 0 0% 602 602 0 0% Greenspaces and Parks 946 237 (237) 0 0 0 0% 946 946 0 0% Villages Improvement Fund 0 0 150 150 150 0 0% 150 150 0 0% Retail Improvement Fund 0 0 150 150 150 0 0% 150 150 0 0% CO2 Monitors 0 0 233 233 233 0 0% 233 233 0 0% TOTAL FINANCE, RESOURCES & CUSTOMER SERVICES BOARD 2,492 9,107 51 9,158 9,158 0 0% 20,873 20,873 0 0% *Rolling programmes have a prior year year expenditure of £0 as the expenditure is not directly linked from one year to the next as a singular project. RENFREWSHIRE COUNCIL CAPITAL INVESTMENT STRATEGY - NON-HOUSING SERVICES 1st April to 16th September 2022 POLICY BOARD: FINANCE, RESOURCES & CUSTOMER SERVICES Current Year 2022-23 Full Programme - All years Budget Variance (Adverse) or Favourable Budget Variance (Adverse) or Favourable Page 16 of 288
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To: Finance, Resources and Customer Services Policy Board On: 17 November 2022 Report by: Director of Finance and Resources Heading: Revenue and Capital Budget Monitoring – Council Overview as at 16 September 2022 1. Summary of Financial Position 1.1. The projected Revenue outturn at 31 March 2023 for all services is an overspend of £7.420m. 1.2. The projected Capital outturn at 31 March 2023 for all services is an underspend of £0.100m. 1.3. This is split between General Fund Services and the Housing Revenue Account (HRA) in the table below, with further analysis is provided in the Appendices. Table 1: Revenue Division Revised Annual Budget Projected Outturn Budget Variance (Adv)/Fav Budget Variance £000 £000 £000 % General Fund Services 492,393 499,813 (7,420) -1.5% Housing Revenue Account 0 0 0 0.0% Total 492,393 499,813 (7,420) -1.5% Table 2: Capital Division Revised Annual Budget Projected Outturn Budget Variance (Adv)/Fav Budget Variance £000 £000 £000 % General Fund Services 132,916 132,816 100 0.0% Housing Revenue Account 26,795 26,795 0 0.0% Total 159,711 159,611 100 0.0% Item 3 Page 17 of 288
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2. Recommendations Members are requested to: 2.1. Note the projected Revenue outturn position detailed in Table 1 above, considering that the forecast position is based on best estimates at this point in time; and also note the substantial risks to this position as outlined in section 3 of the report; 2.2. Note the projected Capital outturn position detailed in Table 2 above. 3. Revenue Monitoring 3.1. The Revenue Budget Monitoring report at Appendix 1 identifies a projected annual overspend of £7.420m (1.5% of total budget) for all Services. Details for all services can also be found here, along with an explanation of significant projected variances. Setting aside the underspend related to adult services (managed by Renfrewshire HSCP), the overspend is projected at £8.390m. 3.2. 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. 3.3. The main reasons for the projected outturn position are indicated in the appendix showing both the subjective analysis (what the budget is spent on) and the objective analysis (what division is spending the budget). 3.4. The principal reason for the increase in forecast since Period 3 is the inclusion of an estimated energy overspend, which amounts to around £2m across General Services. Around 75% of this is incurred within Children’s Services. 3.5. Members should be aware that the very high levels of inflation being experienced for core supplies such as food, fuel and energy are expected to further increase, with CPI reaching a peak of 13% in December (Bank of England forecast) and remaining higher for a longer period than previously forecast. 3.6. The projection does not currently include any variance relating to the collection of Council Tax. Current forecasts suggest a slightly higher collection rate than 2021/22; however, the Scottish Government’s Cost of Living Awards issued at the start of the year are impacting on this metric. It is also recognised that the full impact of the cost-of-living crisis is yet to materialise and could have significant effect on income collected. 3.7. Members should also note that the forecast outturn position does not include the impact of the pay settlement for 2022/23 budget, which has recently been formally agreed for non-teaching staff (excluding Craft and Chief Officers). The Council has also received confirmation of the level of funding being provided by the Scottish Government and the shortfall for 2022/23, above that already set aside, is currently estimated at £3m. Page 18 of 288
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3.8. Directors and management teams are closely monitoring their costs and are aiming to mitigate increases where possible; however, it is fully expected that the Council will require to utilise reserve balances in order to break even at year end. 4. Capital Monitoring 4.1. The General Services Capital Investment Programme 2022/23 to 2026/27 was approved by the Council on 3 March 2022. For General Fund Services the revised capital spend for 2022/23 is £132.916m. 4.2. The Capital Monitoring report at Appendix 2 indicates a projected underspend of £0.100m in the approved capital programme for General Fund Services. 4.3. The HRA Capital Investment Programme 2022/23 to 2026/27 was approved by the Council on 3 March 2022. For the HRA the approved capital spend for 2022/23 is £26.795m. 4.4. The Capital Monitoring report at Appendix 3 indicates a break-even position in the approved capital programme for the HRA for the year (see Appendix 3). It should be noted that due to significant pressures that are emerging in construction commodities and supply chains (in particular timber, cement, bitumen and steel) it is anticipated that inflationary cost pressures will continue to emerge on capital projects and there will be a requirement to use the Council’s flexible COVID-19 reserves to manage these pressures. 5. Capital Overview 5.1. The Council must determine and keep under review the maximum amount it can afford to allocate to capital expenditure. In addition, the Council must also keep under review its Capital Financing Requirement (CFR) i.e., the level of resources that are used to fund capital expenditure over the longer term, rather than at point of spend. It is also the duty of the Council to have regard to the Prudential Code in setting its capital expenditure limit and its capital expenditure requirement. 5.2. The limit on capital expenditure that the Council has set for 2022/23 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. Approved Plan £m Forecast Expenditure £m Non-Housing 131.755 132.816 Housing 29.995 26.795 Total 161.750 159.611 Page 19 of 288
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5.3. The CFR set by the Council for 2022/23 is shown in the table below and is split between Housing and Non-Housing Services. The projected outturn at 31 March 2023 is also shown. Any significant increase in the capital expenditure limit that is not funded at point of spend will result in an increase in the CFR. Approved CFR to 31 March 2023 £m Projected CFR to 31 March 2022 £m Non-Housing 364 343 Housing 122 117 Total 486 460 6. Housing Services Programme 6.1. The programme approved by the Council on 3 March 2022 totalled £29.995m. The revised programme currently stands at £26.795m, a reduction of £3.200m resulting from the net effect of reduced budget of £0.400m for signed contracts being lower than estimated and £2.800m for expenditure reprofiled from 2022/23 into 2023/24 for improvements to existing properties. 6.2. Capital expenditure to 16 September 2022 amounted to £4.813m and represents 18% of available resources, compared to 31% for the same period in 2021/22. 6.3. Zero capital income has been received to date and compares with 5% for the equivalent period in 2021/22. 6.4. The projected outturn position, after budget changes, is for the Housing Services Programme to break even. However, inflationary impacts of delays to work and estimates of costs complying with new guidelines are still ongoing and may result in this being revised at a future date. 7. Non-Housing Services Programme 7.1. The programme approved by Council on 3 March 2022 totalled £131.755m. The current programme totals £132.916m, an increase of £1.161m resulting from the net effect of budget increases of £7.753m, mainly as result of new grant awards for Paisley Museum, Active Communities and Strathclyde Passenger Transport, Net budget brought forward from 2021/22 to 2022/23 of £11.093m and projects re-profiled from 2022/23 to 2023/24 of £17.865m. The projects re-profiled into 2023/24 largely relate to Paisley Museum, Paisley Town Hall and Paisley Town Centre Infrastructure. 7.2. Capital expenditure to 16 September 2022 totals £24.961m and represents 19% of the available resources, compared to 20% for the equivalent period in 2021/22. Page 20 of 288
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7.3. Capital income totalling £6.260m has been received to 16 September 2022. This represents 16% of the total anticipated income, compared to 33% for the equivalent period in 2021/22. The higher amount in 2021/22 relates to grant received in advance for the Early Years 1,140 Hours expansion project. 7.4. The projected outturn position after the budget changes is for an underspend of £0.100m. However, as in 6.4, the full impact of COVID-19 on capital costs has not yet been determined, with increased costs through inflation and compliance expected to increase the risk of overspends within the capital programme. 7.5. It is anticipated that due to emerging pressures in capital building projects in relation to construction supplies costs (particularly steel) that additional funding may require to be allocated to a number of projects funded from COVID specific reserve balances. Future reports will provide further detail as discussion with contractors on these issues develops. 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 £1.046m for 2022/23. The programme currently stands at £1.292m, an increase in budget of £0.246m as a result of projects re-profiled from 2021/22 into 2022/23. 8.3. The programme is expected to fully spend by 31 March 2023 and will be contained within the overall resources. ___________________________________________________________________ Implications of this report 1. Financial – The projected budget outturn position for General Fund Services Revenue budget is an overspend of £7.420m and break-even for the HRA Revenue budget. Income and expenditure will continue to be monitored closely for the rest of the financial year and, where necessary, steps will be taken to mitigate overspends. The projected outturn position for General Fund Services Capital budget is an underspend of £0.100m and break-even for the HRA Capital budget. The Capital programme will continue to be monitored closely for the rest of the financial year and, where necessary, steps will be taken to mitigate any overspend. Any changes to current projections in either Revenue or Capital budgets will be detailed in future reports to this board. 2. HR and Organisational Development - None directly arising from this report. Page 21 of 288
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3. Community/Council Planning - None directly arising from this report. 4. Legal - None directly arising from this report. 5. Information Technology - None directly arising from this report. 6. Equality and 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, and the results of the assessment will be published on the Council’s website. 7. Health and Safety - None directly arising from this report. 8. Procurement - None directly arising from this report. 9. Risk - The potential risk that the Council will overspend its approved budgets for the year will be managed at a Council-wide level by the Chief Executive and Directors. 10. Privacy Impact - None directly arising from this report. 11. Cosla Policy Position - N/a. 12. Climate Risk - None directly arising from this report. List of Background Papers Revenue Budget and Council Tax 2022/23. Council, 3 March 2022. Non-Housing Capital Investment Programme 2022/23 to 2026/27. Council, 3 March 2022. HRA Capital Investment Programme 2022/23 to 2026/27, Council on 3 March 2022 A Prudential Framework for Capital Finance – Progress Report. Council, 16 December 2021 __________________________________________________________________ Authors: Christine McCourt / Kevin Festorazzi / Geoff Borland Page 22 of 288
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Appendix 1 Policy Board Annual Budget at Period 3 Budget Adjustments Revised Annual Budget at Period 6 Projected Outturn Previous Projected Outturn Variance Movement £000 £000 £000 £000 £000 % £000 £000 Communities and Housing Services 14,206 465 14,670 14,642 28 0.2% (138) 166 Education and Children's Services 224,996 971 225,967 231,401 (5,434) (2.4%) (4,390) (1,044) Infrastructure, Land and Environment 32,372 (1,531) 30,841 32,537 (1,696) (5.5%) (2,350) 654 Finance, Resources and Customer Services 103,090 362 103,452 104,346 (894) (0.9%) (523) (371) Adult Services 93,607 0 93,607 92,637 970 1.0% 2,065 (1,095) Planning 505 6 511 661 (150) (29.4%) (50) (100) Economy and Regeneration 2,983 13 2,996 2,962 34 1.1% 20 14 Chief Executive's Service 20,327 22 20,349 20,627 (278) (1.4%) (276) (2) GENERAL SERVICES NET EXPENDITURE 492,086 307 492,393 499,813 (7,420) (1.5%) (5,642) (1,778) Housing Revenue Account (HRA) 0 0 0 0 0 0.0% 0 0 NET EXPENDITURE 492,086 307 492,393 499,813 (7,420) (1.5%) (5,642) (1,778) RENFREWSHIRE COUNCIL REVENUE BUDGET MONITORING STATEMENT 2022/23 1 April 2022 to 16 September 2022 Budget Variance (Adverse) or Favourable POLICY BOARD : FINANCE, RESOURCES & CUSTOMER SERVICES - OVERVIEW Page 23 of 288
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Appendix 1 Policy Board Education and Children's Services Infrastructure, Land and Environment Finance, Resources and Customer Services Adult Services Planning Chief Executives Housing Revenue Account (HRA) The projected year-end overspend of £0.150m relates to a projected under-recovery in planning fee income. There is still an impact on fee income levels from the current economic and financial climate and income is projected to under-recover by c. 12% of targeted income. Projected overspend in Building Standards relates to staffing costs where vacancies are filled as they arise to maintain service provision meaning turnover targets are not being achieved. In addition, Building Standards fee income remains impacted by the current economic and financial climate with a projected under-recovery of c. 6% of targeted income. The projected year-end overspend is £0.278m, which reflects the projected costs of supporting Renfrewshire Leisure with a revised level of requisition as a result of the continued impact on service delivery of their recovery from the COVID pandemic. Overall the HRA is projecting a break-even position at the year-end. Employee costs are projected to underspend due to the ongoing recruitment of vacancies within the service. However, Repairs & Maintenance costs are likely to overspend by over £2m against budget; this is expected to be offset by reduced debt repayments at year-end. Key Reasons for Significant Projected Variance The projected year-end underspend is £0.970m, experienced within employee costs and reflecting national recruitment issues facing all Health & Social Care services. A reduction in underspend since Period 3 is due to delays in older people discharges and increased demand for services. The projected year-end overspend is £5.434m. This is mainly due to overspends within Children and Families in relation to Residential Accommodation placements, where the number of complex, expensive packages has increased significantly. The service is currently reviewing all external placements in order to identify their purpose and to explore options for mitigation of cost pressure. Additional overspends in premises costs across all schools due to the current energy cost increase. Increase in transport costs in Primary and Secondary Schools due to an increase in the mainstream School Transport Contract. The projected year-end overspend mainly relates to increased costs relating to fuel cost increases, particularly in Refuse Collection. There is also an expected overspend on the supply of household bins which is partly due to increased prices, and an under-recovery of special uplift income. In addition, due to high levels of annual leave carried forward as a result of the pandemic, additional overtime is being incurred in order to cover this from an operational perspective. On- and off-street parking income and fine recovery remain significantly lower that pre-pandemic levels and this Is expected to remain until the end of the current financial year. These overspends are offset by underspends in Social Care Transport and Waste Disposal. Reduced levels of waste being disposed of, expected to continue for the remainder of the financial year, resulting in an underspend on the Clyde Valley Waste contact. In addition, income is expected to over-recover this financial year due to income for mixed plastics, cans and glass now expected this financial year. However, this will be closely monitored through the year. The projected year-end overspend is £0.894m, arising from overspends in the repair and maintenance of street lighting columns continue due to the increased cost of materials, as well as an anticipated under-recovery in income, offset by staff vacancies; this will be monitored closely throughout the rest of the year. The projected overspend in Social Care arises from energy prices increases affecting Social Care properties. Page 24 of 288
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Appendix 1 Subjective Summary Approved Annual Budget Budget Adjustments Revised Annual Budget P3 Total Projected Outturn Previous Projected Outturn Movement £000 £000 £000 £000 £000 % £000 £000 Employees 344,872 775 345,647 345,422 225 0.1% (8,571) 8,795 Premises Related 37,860 76 37,936 42,864 (4,928) (13.0%) (229) (4,698) Transport Related 13,457 (9) 13,448 15,135 (1,687) (12.5%) (1,404) (283) Supplies and Services 88,237 103 88,340 88,499 (159) (0.2%) (917) 758 Third Party Payments 94,091 803 94,894 100,685 (5,791) (6.1%) (4,208) (1,584) Transfer Payments 87,570 345 87,915 87,162 753 0.9% 138 615 Support Services 6,833 0 6,833 6,756 77 1.1% (34) 112 Depreciation and Impairment Losses 27,914 (285) 27,629 25,428 2,201 8.0% (370) 2,571 GROSS EXPENDITURE 700,834 1,808 702,642 711,951 (9,310) (1.3%) (15,595) 6,285 Income (208,748) (1,501) (210,249) (212,138) 1,889 0.9% 9,953 (8,063) NET EXPENDITURE 492,086 307 492,393 499,813 (7,420) (1.5%) (5,642) (1,778) Budget Variance (Adverse) or Favourable RENFREWSHIRE COUNCIL REVENUE BUDGET MONITORING STATEMENT 2022/23 1 April 2022 to 16 September 2022 POLICY BOARD : FINANCE, RESOURCES & CUSTOMER SERVICES - OVERVIEW Page 25 of 288
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Appendix 2 Prior Years Approved Budget Revised Projected Expenditure Budget Adjustments Budget Outturn Total Approved Projected to 31/03/2022* 2022-23 in 2022-23 2022-23 2022-23 Budget Outurn to 31-Mar-27 to 31-Mar-27 £000 £000 £000 £000 £000 £000 £000 EDUCATION & CHILDREN'S SERVICES Education & Children's Services 81,011 13,359 2,129 15,488 15,388 100 1% 137,558 137,458 100 0% TOTAL 81,011 13,359 2,129 15,488 15,388 100 1% 137,558 137,458 100 0% COMMUNITIES, HOUSING & PLANNING Housing(HRA) 38,415 29,995 (3,200) 26,795 26,795 0 0% 158,059 158,059 0 0% Housing(PSHG) 0 1,046 246 1,292 1,292 0 0% 1,292 1,292 0 0% TOTAL 38,415 31,041 (2,954) 28,087 28,087 0 0% 159,351 159,351 0 0% INFRASTRUCTURE, LAND & ENVIRONMENT Environment & Infrastructure 19,745 17,683 3,896 21,579 21,579 0 0% 55,666 55,666 0 0% TOTAL 19,745 17,683 3,896 21,579 21,579 0 0% 55,666 55,666 0 0% ECONOMY & REGENERATION Economy and Development 29,508 45,871 (12,389) 33,482 33,482 0 0% 106,381 106,381 0 0% TOTAL 29,508 45,871 (12,389) 33,482 33,482 0 0% 106,381 106,381 0 0% FINANCE, RESOURCES & CUSTOMER SERVICES Corporate Projects 2,492 9,107 51 9,158 9,158 0 0% 20,873 20,873 0 0% TOTAL 2,492 9,107 51 9,158 9,158 0 0% 20,873 20,873 0 0% LEADERSHIP Leisure Services 57,861 754 1,632 2,386 2,386 0 0% 61,274 61,274 0 0% Chief Executives 70,069 44,981 5,842 50,823 50,823 0 0% 361,646 361,646 0 0% TOTAL 127,930 45,735 7,474 53,209 53,209 0 0% 422,920 422,920 0 0% TOTAL ALL BOARDS 299,101 162,796 (1,793) 161,003 160,903 100 0.1% 902,749 902,649 100 0% MADE UP OF :- Non-Housing Programme 260,686 131,755 1,161 132,916 132,816 100 0% 743,398 743,298 100 0% Housing Programme(HRA) 38,415 29,995 (3,200) 26,795 26,795 0 0% 158,059 158,059 0 0% Housing Programme(PSHG) 0 1,046 246 1,292 1,292 0 0% 1,292 1,292 0 0% PROGRAMME TOTAL 299,101 162,796 (1,793) 161,003 160,903 100 0.1% 902,749 902,649 100 0% Budget Variance (Adverse) or Favourable Budget Variance (Adverse) or Favourable RENFREWSHIRE COUNCIL CAPITAL INVESTMENT STRATEGY - NON-HOUSING SERVICES 1st April to 16th September 2022 POLICY BOARD: FINANCE, RESOURCES & CUSTOMER SERVICES Current Year 2022-23 Full Programme - All years Page 26 of 288
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Appendix 2 2022/23 Housing Non Housing PSHG Total Services Services Programme A. RESOURCES AVAILABLE TO FUND CAPITAL PROGRAMME £'000 £'000 £'000 £'000 1. Prudential Borrowing 26,065 88,365 114,430 2a General Capital Grant 11,630 600 12,230 2b. Specific Capital Grant 400 2,412 2,812 3. Usable Capital Receipts 330 26,048 26,378 4. Contribution From Current Revenue (CFCR) 0 4,461 692 5,153 5 Total Resource Availability 26,795 132,916 1,292 161,003 B. CAPITAL PROGRAMME 6. Resources Available 26,795 132,916 1,292 161,003 7. Current Programme 26,795 100% 132,916 100% 1,292 100% 161,003 100% C. ACTUAL EXPENDITURE VS PROJECTED 8. Resource Availability 26,795 132,916 1,292 161,003 9. Cash Spent at 16 Sept 2022 4,813 18% 24,961 19% 379 29% 30,153 19% 10. Cash to be Spent by 31 March 2023 21,982 107,955 913 130,850 D. ACTUAL RECEIPTS VS PROJECTED 11. Current Programme (total receipts expected) 730 40,090 600 41,420 12. Actual Cash Received at 16 Sept 2022 0 0% 6,260 16% 276 46% 6,536 16% 13. Receipts to be received by 31 March 2023 730 33,830 324 34,884 RENFREWSHIRE COUNCIL 2022/23 CAPITAL BUDGETS MONITORING SUMMARY REPORT TO 16 SEP 2022 Page 27 of 288
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1 ___________________________________________________________________ To: Finance Resources and Customer Services Policy Board On: 17 November 2022 ___________________________________________________________________ Report by: Director of Finance and Resources ___________________________________________________________________ Heading: Treasury Management Mid-Year Review 2022/23 ___________________________________________________________________ 1. Summary 1.1 This mid-year report has been prepared in compliance with the Chartered Institute of Public Finance and Accountancy’s (CIPFA) Treasury Management in the Public Services Code of Practice. The report covers the following for 2022/23 to date: • a review of the Treasury Management Strategy Statement 2022/23, incorporating the annual investment strategy; • a review of the Council’s borrowing and investments; • a review of compliance with treasury management indicators; • an economic update and interest rate forecast (Appendix 3). ___________________________________________________________________ 2. Recommendations 2.1 It is recommended that Members note the treasury management activity for the period 1iApril 2022 to 14 October 2022. _________________________________________________________ 3. Treasury Management Strategy Statement and Annual Investment Strategy Update 3.1 The Treasury Management Strategy Statement for 2022/23 was approved by Council on 3 March 2022. It incorporates the Annual Investment Strategy, which sets out the Council’s investment priorities as follows: • the security of capital; and • the liquidity of its investments. Item 4 Page 29 of 288
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2 3.2 The Council also aims to achieve the best return on its investments, along with the proper levels of security and liquidity. 3.3 Investments and borrowing during the first six months of the year have been in line with the strategy and there have been no changes to the policies set out in the Treasury Management Strategy Statement 2022/23. 3.4 In the current economic climate it is considered appropriate to keep investments short-term to cover cashflow needs, but also to seek improved returns in periods up to 12 months with high credit-rated financial institutions. The following sections in this report provide an update in light of the current economic position and any budgetary changes already approved. 4. Review of borrowing and investments over the period 1 April 2022 to 14 October 2022 4.1 The Council’s net borrowing position is calculated as total borrowing minus total investments. At 14 October 2022, this figure was a net investment position of £18.2m (see Appendix 1). 4.2 During the period 1 April to 14 October 2022 the Council’s total external borrowing increased from £253.2m to £278.2m, due to additional borrowing from the Public Works Loans Board (PWLB) of £25m in support of the approved capital programme. 4.3 In the same period, short-term investments have increased from £215.4m to £296.3m due to: • elements of the capital programme not having progressed as quickly as anticipated; and • the front-loading of revenue support grant income (this means that more cash is received in the earlier part of the year). 4.4 The Director of Finance and Resources confirms that, during the period 1 April to 14 October 2022, the approved limits set out within the annual investment strategy sections of the Treasury Management Strategy Statement 2022/23 were complied with, and the Council only invested with institutions listed in its approved lending list. Similarly, only permitted investment vehicles were used, mainly fixed-term deposits with other local authorities, the UK governments deposit facility (DMADF), call accounts and money market funds. 4.5 In accordance with CIPFA’s Treasury Management in the Public Services Code of Practice, it is the Council’s priority to ensure security of capital and liquidity, and to obtain an appropriate level of return that is consistent with the Council’s risk appetite. Page 30 of 288
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3 4.6 As shown by the interest rate forecasts in Appendix 3, rates have risen and are expected to rise further; however, investment rates on all short-term deposits have not increased at the same pace and therefore investment returns are expected to remain low. 4.7 The table below shows the average interest rate achieved by the Council on its investments during the period 1 April 2022 to 14 October 2022. The table also shows for comparison the benchmark comparator SONIA (the Sterling Overnight Index Average), which is administered by the Bank of England and reflects bank and building societies’ actual overnight funding rates in Sterling. The actual rate of return is lower because a number of investments have been locked into a fixed rate, and rates of return have since increased. 4.8 Opportunities for debt rescheduling (where high rate loans are repaid and lower rate loans taken out instead) are limited in the current economic climate and this is not expected to change over the short term. However, officers continue to liaise with the Council’s treasury advisors to monitor whether this situation may change. 5. Review of compliance with treasury management indicators for 2022/23 5.1. During the period 1 April 2022 to 14 October 2022, the Council complied with the approved treasury management indicators as set out in the Treasury Management Strategy Statement 2022/23. These indicators relate to: • interest rate exposure: the upper limit on the proportion of investments held with fixed interest rates and the upper limit on the proportion of investments held with variable interest rates; • the maturity structure of borrowing: the lower and upper limits on the proportion of investments that fall into each maturity band. 5.2. In addition to these treasury management indicators, there are two prudential indicators set out in the strategy, as follows: • authorised limit for external debt: this represents the limit beyond which borrowing is prohibited and needs to be set and revised by Members. It reflects the level of borrowing which, while not desired, Interest rates achieved on investments Average value of investments Actual rate of return Benchmark return (SONIA) Internally managed investments £253.57m 0.83% 1.31% Page 31 of 288
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4 could be afforded in the short-term, but is not sustainable in the longer term. • operational boundary for external debt: this is the expected debt level for the period being reported. 5.3. During the period 1 April 2022 to 14 October 2022 the Council operated within the operational boundary for external debt, and within the authorised limit for external debt. These indicators, along with the Council’s actual external debt, are shown in Appendix 2. 6. Foreign Exchange Cash Holding 6.1. As part of the contractual agreement for the Clyde Waterfront and Renfrew Riverside City Deal project, the Council is required to make a proportion of supplier payments in Euros over the next three years. This exposes the Council to a level of exchange rate movement risk over the period. The Council continues to mitigate this risk through approved tools such as advance purchase or forward contracts as appropriate; always providing that these tools are only used for risk mitigation and not speculative purposes. ___________________________________________________________________ Implications of the Report 1. Financial – As described in the report. The Treasury Management Strategy Statement and treasury management indicators assist in providing assurance that the Council’s treasury management activities and longer term spending plans are affordable, prudent and sustainable. 2. HR & Organisational Development – None arising directly from this report 3. Community Planning – None arising directly from this report 4. Legal – None arising directly from this report 5. Property/Assets – None arising directly from this report 6. Information Technology – None arising directly from this report 7. Equality & Human Rights – 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 Page 32 of 288
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5 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 arising directly from this report 9. Procurement – None arising directly from this report 10. Risk – The Treasury Management Strategy Statement and treasury management indicators provide a framework to take forward the Council’s treasury activities in the context of the effective control of the risks associated with those activities and the pursuit of optimum performance consistent with those risks. This mid-year review report demonstrates that the treasury management activities carried out during the period 1 April 2022 to 14 October 2022 have been consistent with the Treasury Management Strategy Statement 2022/23 and have complied with the treasury management indicators set out in the Strategy Statement. 11. Privacy Impact – None arising directly from this report 12. COSLA Policy position – None arising directly from this report 13. Climate risk - None arising directly from this report _________________________________________________________ List of Background Papers: Treasury Management Strategy Statement 2022/23, Council, 3 March 2022. Author: Alastair MacArthur, Director of Finance and Resources Page 33 of 288
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6 Appendix 1 Balance at 1 April 2022 New Borrowing in 2022/23 Cash Movements Balance at 14 October 2022 Long-term borrowing PWLB – fixed rate 200,258,539.57 25,000,000.00 - 225,258,539.57 Market loans 52,916,000.00 - - 52,916,000.00 253,174,539.57 25,000,000.00 - 278,174,539.57 Short-term borrowing Temporary loans - - - - - - - - Total borrowing 253,174,539.57 25,000,000.00 - 278,174,539.57 Investments Fixed term deposits 182,500,000.00 - (39,000,000.00) 143,500,000.00 Call accounts 1,560,000.00 - 3,036,300.00 4,596,300.00 UK Government DMADF 6,000,000.00 - 103,070,000.00 109,070,000.00 Ultra-Short Dated Bond Funds 5,000,000.00 - - 5,000,000.00 Money market funds 20,300,000.00 - 13,875,200.00 34,175,200.00 Total investments 215,360,000.00 - 80,981,500.00 296,341,500.00 Net borrowing 37,814,539.57 25,000,000.00 (80,981,500.00) (18,166,960.43) Page 34 of 288
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7 Appendix 2 Treasury Management Indicators as at 14 October 2022 2022/23 Estimate 2022/23 Probable 2023/24 Estimate 2024/25 Estimate Authorised limit for external debt £506m £480m £628m £708m Operational boundary for external debt £486m £460m £601m £677m External debt* £436m £349.76m £551m £622m Upper limit for fixed interest rate exposure (borrowing) 100% n/a 100% 100% expressed as percentage of total net outstanding principal Upper limit for variable interest rate exposure (borrowing) 25% n/a 25% 25% expressed as percentage of total net outstanding principal New Borrowing in 2022/23 Total of all Borrowing Maturity structure of fixed rate borrowing Value Maturity structure Upper limit As at 14 October 2022 Less than 12 months 0 0% 15% 0.30% 12 months and within 24 months 0 0% 15% 0.30% 24 months and within 5 years 0 0% 45% 3.60% 5 years and within 10 years 0 0% 50% 0.01% 10 years and above £25,000,000 9% 100% 95.79% * The Probable figure here represents the actual level of debt at 14 October 2022 and includes finance lease and service concession liabilities, in line with the Authorised Limit and Operational Boundary values. Page 35 of 288
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8 Appendix 3: Economic Update and Interest Rate Forecast 1. Economic update 1.1. The UK economy grew by 0.2% quarter on quarter in Q1 2022/23. The volume of retail sales fell by 1.6% in August; the ninth fall in a ten-month period, leaving sales volumes in August just 0.5% above pre-COVID levels and 3.3% lower than at the start of the year. There are also signs that households are spending their excess savings in response to high prices. Indeed, cash in household bank accounts rose slower in August (£3.2bn) than previous months, and much slower than the 2019 average monthly rate of £4.6bn. 1.2. There are signs of higher energy prices creating persistent downward effects in economic activity. Both industrial production (-0.3%) and construction output (-0.8%) fell in July 2022 for the second month in a row, and it is notable that manufacturing output fell in some of the most energy intensive sectors (e.g., chemicals), pointing to signs of higher energy prices weighing on production. With the drag on real activity from high inflation having increased in recent months, Gross Domestic Product (GDP) is at risk of contracting through the autumn and winter months. 1.3. There is evidence that the weaker economy is leading to a cooling in labour demand. Labour Force Survey employment rose by 40,000 in the three months to July (the smallest rise since February); but data showed that inactivity rose by 354,000 in July itself and that there are now 904,000 more economically inactive people aged 16+ compared to before the pandemic in February 2020. The number of vacancies has started to level off from recent record highs but there have been few signs of slowing the upward momentum on wage growth; the 3-month rate of average earnings growth rose from 5.2% in June to 5.5% in July. 1.4. Inflation measured by the Consumer Price Index (CPI) eased from 10.1% in July to 9.9% in August, though it is widely assumed that it has not yet peaked. The decrease was mainly due to a decline in fuel prices, reducing fuel inflation from 43.7% to 32.1%. With the oil price now below $90 per barrel, the expectation is that fuel prices will fall further in the coming months. 1.5. However, utility price inflation is expected to add 0.7% to CPI inflation after the Ofgem unit price cap increases in October. At the time of writing, current market expectations are that CPI will peak close to 10.4% in November and, with the supply of workers set to remain unusually low, the tight labour Page 36 of 288
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9 market will keep underlying inflationary pressures strong until early next year. 1.6. There has been great volatility in bond markets, with 30-year gilt yields rising to 5.10% following the September ‘fiscal event’. At the same time the value of the pound against the dollar fell to a historic low ($1.035) amid announcements of significant tax cuts and increased borrowing. Recent changes in political leadership have calmed the markets somewhat, with earlier tax decisions reversed and a programme of spending cuts in scope. The value of the pound has now recovered to $1.16 (26th October). A full autumn statement is now expected to be announced on 17 November 2022. 1.7. The Monetary Policy Committee (MPC) has increased interest rates seven times in as many meetings in 2022 and has raised rates to their highest level since the Global Financial Crisis. Market expectations suggest the MPC will increase interest rates further and faster, from the current level of 2.25% to a peak of 5.00% in February 2023. 2. Interest Rate Forecast 2.1. The Council has appointed Link Group as its treasury advisors, and part of this service is to assist the Council to formulate a view on interest rates. The PWLB rate forecasts in the table below are based on the Certainty Rate (the standard rate minus 20 basis points), which has been accessible to most authorities since 1 November 2012. 2.2. The latest forecast (from 27 September) sets out a view that both short- and long-dated interest rates will be elevated for some time, as the Bank of England seeks to squeeze inflation out of the economy, whilst the government is providing a package of support to try and protect households and businesses from the impact of ultra-high wholesale gas and electricity prices. 2.3. The increase in PWLB rates reflects a broad sell-off in sovereign bonds internationally. To that end, the MPC has tightened short-term interest rates with a view to trying to slow the economy sufficiently to keep the secondary effects of inflation – as measured by wage rises – under control. Page 37 of 288
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11 0.0% 1.0% 2.0% 3.0% 4.0% 5.0% Interest rate forecast bank rate 5 yr PWLB 10 yr PWLB 25 yr PWLB 50 yr PWLB Page 39 of 288
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_________________________________________________________________ To: Finance, Resources and Customer Services Policy Board On: 17 November 2022 ___________________________________________________________________ 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 2022 (including an update on the funding and expenditure position in relation to Discretionary Housing Payments (DHP) and the Scottish Welfare Fund). _______________________________________________________________ 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 28th September 2022 for Council Tax. It also provides details of the total sums collected for the previous financial year. Item 5 Page 41 of 288
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3.1.2 The billable sum for 2022/23 is £94,284,996. 3.1.3 The sums collected to date for 2022/23 are £58,279,573 which is 61.81% of the billable sum (59.80% last year). This represents an increase of 2.01% in cash collection as a proportion of net charges billed compared with the same position for 2021/22. 3.1.4 Scottish Government’s Cost of Living Awards scheme is largely responsible for the increase in collection. The payments, which amount to £150 per eligible household, resulted in £9,376,650 being credited to Council Tax accounts by 28th July 2022. It is anticipated that the percentage increase will lessen over the remaining months of the year as customers’ reduced instalments take effect, indeed the position for August at the last reporting cycle was an increase of 3.26%. It is expected that ongoing cost of living crisis is likely to have an impact on the level of collection this year. 3.1.5 The Council Tax Reduction (CTR) awarded is £13,226,601 amounting to 12.30% of the billable sum, which is 1.07% less than at the same point last year. 3.1.6 The Service continues to work through a volume of outstanding CTR applications and continues to encourage the take-up of CTR. Activities planned for the new financial year will include close tracking of potential applications and data matching 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 2022 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 2022/23 amount to £126,649,709 this is significantly higher than the levied amount of £89,223,194 for 2021/22. Reduced take up of less generous Covid-19 reliefs in comparison to 2021/22 largely accounts for the increase. 3.2.3 The cash receipts to date amount to £64,915,326 which is 51.26% of the sum billed. This is an increase in cash collection as a proportion of net charges billed of 14.33% compared with the same position for 2021/22. 3.2.4 Payment collection for Non-Domestic Rates commences in May each year. 4. Benefit administration This section details the processing performance in relation to Housing Benefit and the Scottish Welfare Fund, as at the end of July 2022. Also provided is an update on the funding and expenditure position in relation to Discretionary Housing Payments (DHP) and the Scottish Welfare Fund. Page 42 of 288
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4.1 Workload and Performance 4.1.1 The Service aims to balance the varied and changing workload resulting from the impact of the pandemic, in particular redirection of the significant resources which were required to support Self-Isolation Support Grants in the first quarter of the year. 4.1.2 Work to retrieve the target position continues, following the high volume of Self-isolation Support Grants at the start of the calendar year and substantial changes to the Council Tax Reduction Scheme which resulted in significant manual intervention being required to enable processing. This manual intervention was temporary, and the previous automated solution has now been resumed. 4.1.3 Recovery continues to be impacted by training of new team members taking longer than normal along with planned and unplanned absence over the summer. 4.1.4 The Service has a targeted plan in place with activity focussed in clearing oldest items, balanced with addressing priority cases. Intensive training support is in place for less experienced team members 4.2 Speed of Processing – Housing/Council Tax Benefit 4.2.1 As detailed in Table 1 below, processing speed for New Claims is outwith target for the period, but an improved position from the last reporting cycle. 4.2.2 In relation to New Claims processed within 14 days of all information received, this measure is also below target for the period. 4.2.3 Processing of Changes in Circumstance (CIC) is outside of target for the reporting period due to a focused catch up of older cases. (Supplementary processing information is attached in Appendix 2 for members’ reference) Table 1 – Performance Summary Performance measure 4 Week Reporting Period 09 September 2022 to 06 October 2022 Year to date position Annual Target New Claims – processing time 41 days 39 days 24 days New Claims - % processed within 14 days of all information received 75% 76% 92% Changes in Circumstance – processing time 21 days 10 days 10 days Page 43 of 288
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4.3 Discretionary Housing Payments 4.3.1 The total budget for Discretionary Housing Payments for 2022/23 is shown in table 2 below, this includes an additional amount of £300k allocated by the Council and £83,692 added from Flexible Funding for Financial Insecurity resources which were provided to the Council by the Scottish Government. 4.3.2 Funding for DHP was previously provided to Local Authorities by the Department for Work and Pensions, following the new social security powers devolved to the Scottish Government (SG), DHP funding is now provided entirely by SG. The total budget is detailed in table 2 below and shows the indicative spending spilt provided to the Council. 4.3.3 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 the Bedroom Tax. This estimate includes a 20% reserve allocation which will be paid in May 2023, if required. 4.3.4 In line with DHP Policy and DHP Regulations, the Service makes awards to fully mitigate the effect of the Bedroom Tax and maximise spend within the year. 4.3.5 Table 3 shows the performance information in relation to DHPs. The table shows that processing time in relation to DHP is within target. Table 2 – DHP Budget Funding – indicative allocations amount Renfrewshire Council £300,000 Financial Insecurity Winter Funding £83,692 Financial Hardship (non-Benefit Cap) – Scottish Government £226,003 Financial Hardship (Benefit Cap) – Scottish Government £156,518 Bedroom Tax* – Scottish Government £2,349,931 Total budget for the year £3,156,004 *This figure represents the maximum amount required to cover the estimated shortfall of customers impacted by the Bedroom Tax. Page 44 of 288
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Table 3 – DHP Performance Summary Measure 1 April 2022 to 28 September 2022 Volume of DHP applications received 4,266 applications Volume of DHP decisions made 3,914 decisions Number of DHP awards 3,739 awards Average processing time (target 29 days) 13 days Total amount committed/paid £2,293,211 4.4 The Scottish Welfare Fund 4.4.1 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. 4.4.2 The Service makes awards in 2022/23 in line with Scottish Government guidance and had spent 41% of its total budget for the Scottish Welfare Fund (SWF) by the end of September 2022. 4.4.3 The total budget for the Scottish Welfare Fund for 2022/23 is shown in table 2 below, this includes an additional amount of £500k allocated by the Council and £132,954 added from Flexible Funding for Financial Insecurity resources which were provided to the Council by the Scottish Government. 4.4.4 The performance data relating to the Fund is presented in table 4 below. The Service has processed Crisis and Community Care Grants within target, however due to the need to follow up applications with customers were not able to meet the extremely stretching 1 day target for SISGs. 4.4.5 From October 2020, the Scottish Government committed to providing a grant of £500 to individuals who are in receipt of low-income benefits and who lost income because they are required to self-isolate to prevent the spread of COVID-19. 4.4.6 From May 2021 SISGs are available to low paid workers, the grant can help cover lost earnings if they have a positive PCR test or care for someone who has a positive PCR test, the grant amount changed to £225. Page 45 of 288
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4.4.7 The Scottish Welfare Fund was determined to be the legislative and delivery mechanism for Self-Isolation Support Grants (SISGs) in the form of Crisis Grants, as they are designed to provide occasional support to people facing immediate financial need which poses a risk to their health and wellbeing. 4.4.8 The Service made necessary operational arrangements to support the assessment, processing, and payment of SISGs. During January and February an average of 1,928 applications were received compared to a monthly average of 654 prior to the Omicron variant. This significant increase in workload impacted wider operational delivery. Following the changes reference in 4.4.6 above the volume of SISGs is now very low. Table 4 – SWF Performance Summary (Crisis & Community Care Grants) Measure 1 April 2022 to 28 September 2022 Number of Crisis Grant applications received 5,127 Number of Crisis Grant Awards 3,353 Total amount paid for Crisis Grants £339,591 Average Processing time (2 working days target) 2 days Average Processing time within September 2 days Number of Community Care Grant applications received 1,280 Number of Community Care Grant Awards 702 Total amount paid for Community Care Grant £437,130 Average processing time year to date (15 working days target) 10 days Average processing time within September 16 days Total amount paid/committed from the fund £776,721 Budget from Financial Insecurity Winter Funding £132,954 Budget from Council £500,000 Budget provided by Scottish Government £1,251,983 Total Budget £1,884,937 Page 46 of 288
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Table 5 – SWF Performance Summary (Self-Isolation Support Grants) (SISG) Measure 1 April 2022 to 28 September 2022 Number of SISG applications received 1,441 Number of SISG Awards 1,263 Average Processing time year to date (1 working day target) 3 days Average Processing time within September 2 days Total amount paid/committed from the fund £523,950 Budget provided by Scottish Government £523,950 5. Cost of Living Awards 5.1 The Scottish Government introduced this support to help households tackle the increasing cost of living. 5.2 These awards were credited to all households who had a liability to pay Council Tax and who were either residing in properties in valuation bands A to D, or were in receipt of Council Tax Reduction, as at 14/02/2022. This resulted in reduced instalments due across the year. 5.3 Only one award of £150 could be made for each occupied qualifying property. 5.4 62,130 customers have received a credit to their Council Tax account. 5.5 1,469 customers in eligible categories of households exempt from Council Tax, i.e., with no liability, had been issued directly with a payment by the end of September. ___________________________________________________________________ Implications of the Report 1. Financial - The level of collection of Local Taxation continues to provide funding for the delivery of Council services throughout Renfrewshire. 2. HR & Organisational Development – None. 3. Community/Council Planning – Our Renfrewshire is fair - An effective Benefits service is vital to the quality of life of many of our citizens as it provides vital support for low income households to sustain tenancies and meet their rent obligations. Page 47 of 288
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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 – An efficient and effective Customer Service 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 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. In terms of the LIPP, Renfrewshire Council is acting as delivery agent for Scottish Government policy and is following Scottish Government guidance on how to implement and delivery the LIPP. As such the equality and human rights impacts of this policy are a matter for Scottish Government. 8. Health & Safety – None. 9. Procurement – None. 10. Risk – None. 11. Privacy Impact – None. 12. Cosla Policy Position – None. 13. Climate Risk – None. _________________________________________________________ List of Background Papers (a) None. ___________________________________________________________________ Author: Emma Shields Page 48 of 288
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Appendix 1 RENFREWSHIRE COUNCIL REVENUES COLLECTION STATEMENT AS AT 28th SEPTEMBER 2022 COUNCIL TAX 2021/22 2022/23 £m £m Projected Yield 98.307 100.788 Gross Charges 102.395 107.512 Less rebates 13.366 13.227 Net Charges Billed 89.029 94.285 Cash Collected 84.787 58.280 Rebate Grant 13.366 13.227 98.153 71.506 Cash collected as % of Net Charges 95.24% 61.81% Income as % of Projected Yield 99.84% 70.95% NON DOMESTIC RATES 2021/22 2022/23 £m £m Projected Yield 87.439 124.117 Gross Charges 145.641 148.326 Less reliefs 56.418 21.676 Net Charges Billed 89.223 126.650 Cash Collected 84.162 64.915 Cash collected as % of Net Charges 94.33% 51.26% Cash collected as % of Projected Yield 96.25% 52.30% Page 49 of 288
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Business Services Performance Report – Appendix 2 Supplementary KPIs – Finance & Resources Policy Board 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: 14 days August: Nil September: 74 days Average (12 months to date) 94 days Average Appeals Completed 2 Appeals per month Comment:- Appeals volumes are very low, which is expected due to reducing Housing Benefit caseload. Monthly target was missed in September as older cases were processes. 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 22: 44 June 22: 73 July 22: 63 Result Last 3 months July 22: 63 August 22: 77 September 22: 81 Comment:- The Service has missed target for revisions processing as a result of balancing workloads, targeted training is underway to increase the resources available to work on Revisions. 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 2022/23 4% 34% Accuracy – September 22 95% 92% Accuracy – 2022/23 95% 90% Comment:- The service continues to analyse errors and action trends/patterns by providing additional guidance/training where needed. The proportion checked this period reflects a higher volume of case cleansing reviews carried out on claims as a proportion of decisions made. Case cleansing reviews are triggered by longer processing times, so it is expected to be higher during this recovery period. Page 50 of 288
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Business Services Performance Report – Appendix 2 Supplementary KPIs – Finance & Resources Policy Board HOUSING BENEFIT OVERPAYMENTS The service is responsible for raising overpayments where Housing Benefit has been paid in error. If these have resulted from errors made by claimants, the cost is partially funded by the DWP. The service attempts to recover both newly raised and historic debts from claimants or landlords as appropriate. Overpayments raised 2022/23 £660,469 Overpayments raised and recovered in year £166,039 % Recovery 25.14% All recovery in year £544,447 All recovery vs raised in year 82.43% All recovery vs all debt 6.91% Total debt outstanding at end of reporting period £7,331,020 Page 51 of 288
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1 ___________________________________________________________________ To: Finance, Resources and Customer Services Policy Board On: 17 November 2022 ___________________________________________________________________ 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, Face to Face and Digital Support for customers for September 2022 ___________________________________________________________________ 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 for September 2022, and the current year to date position. The report provides an update on the overall contact centre call handling volumes and service level. Face to Face services have now resumed in Renfrewshire House, with these being managed on an appointment basis. Details of customer volumes are provided in this report. Demand for Digital Services continues, and this report will update members on the level of online transactions being completed. Item 6 Page 53 of 288
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2 3.2 Telephone Call Handling 3.2.1 High level monthly summary – for the month of September, the contact centre received 24,014 calls and answered 98% against a primary target of 90% for the period. Table 1 – Customer Service Unit – Primary Target (call handling) Primary target Year Calls Received September Performance Year to Date 90% calls answered 2022 24,014 98% 98% 2021 28,281 96% 97% 3.2.2 The contact centre achieved the primary target of answering 90% of all calls. 3.2.3 The secondary target is to respond to 70% of all calls within 40 seconds Table 7 – Customer Service Unit – Secondary Target (call handling) Secondary target Year September Performance Year to Date 70% calls in 40 seconds 2022 60% 65% 2021 60% 61% 3.2.4 The contact centre performance was below the secondary target of answering 70% of calls within 40 seconds, Year to date, the performance remains higher than the same period last year. The main impact on performance was due to 2 consecutive bank holiday weekends. The service level was 67% for the month up to Friday 16th however the following week resulted in 5 days call volumes being handled in 3 days before the next bank holiday weekend. In addition to the telephone demand outlined above, the team continue to manage the Free School Meal, Clothing Grant, and Bridging Payment processes and to date the customer service team have processed 4,677 applications for Free School Meals and Clothing Grants and successfully paid £745,770 in clothing grants for 5,677 children. 3.3 Face to face provision 3.3.1 The Customer Service Centre in Paisley offers face to face support to customers by appointment where this is required. 3.3.2 Table 3 below shows the volume of customers who received face to face service during the month of September 2022. Page 54 of 288
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3 Table 3 – Face to Face Customer Volumes Service Total Customers Birth Registration 102 Marriage Registration 79 Licensing 8 TOTAL 189 3.4 Digital Services 3.4.1 The Council continues to see a high level of requests processed through the MyAccount online service, with a further 3,436 new users registered on the platform since the start of the financial year. This continues the trend seen since the start of the pandemic, with a total of 29,991 new users since March 2020. The number of users on the Council’s MyAccount service now equates to over 99% of all households in Renfrewshire, compared to 69% of households in March 2020. 3.4.2 The level of online transactions for the month is slightly lower than the same period last year but the MyAccount service still supported 12,714 requests in September compared to 6,231 in the same period in 2019. The main reason for the demand being higher last year was due to the Low- Income Pandemic Payment which was available in the autumn months in 2021. The graph below shows the level of online transactions per month since the start of April 2019. 3.4.3 Since the start of the financial year a total of 82,723 transactions have been completed through the online service. ___________________________________________________________________ 0 2000 4000 6000 8000 10000 12000 14000 16000 18000 20000 Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Online Transactions 2019/20 2020/21 2021/22 2022/23 Page 55 of 288
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4 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 9. Procurement - None. 10. Risk - None 11. Privacy Impact - None 12. Cosla Policy Position – Non applicable. 13. Climate Risk – none. _________________________________________________________ List of Background Papers (a) None ___________________________________________________________________ Author: Gary Innes Ext 6322 Page 56 of 288
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1 ___________________________________________________________________ To: Finance, Resources and Customer Services Policy Board On: 17 November 2022 ___________________________________________________________________ Report by: Director of Finance & Resources ___________________________________________________________________ Heading: Finance & Resources Service Improvement Plan 2022/23 Mid-Year Monitoring Report ___________________________________________________________________ 1. Summary 1.1 The Finance & Resources 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, the Service Improvement Plan has been aligned to the themes in that new Council Plan and refreshed Community Plan. These are detailed later in the report. 1.2 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 the refreshed Community Plan, both approved by Council in September 2022. 1.3 This report contains details of Finance & Resources 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; Item 7 Page 59 of 288
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2 • 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. 1.4 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. Economic conditions are currently changing rapidly and both households and organisations are experiencing cost pressures and supply issues, and this is unlikely to change in the near future. Pandemic recovery remains a priority for the organisation and for communities, and Finance & Resources are key to that recovery. At the same time, the service is seeking to deliver on key priorities which will deliver on the aims of the Council Plan. 1.5 More detail of achievements is given in Section 5 but the list below lists some highlights: • Delivering the first phases of critical work on financial sustainability; • Developing the next phase of the transformation programme which will help us continue as a modern, future-focused, efficient council; • Delivering a local government election in May 2022 and following this with a programme of training for elected members and refreshed governance arrangements; • Supporting all council services to develop ‘new ways of working’ as we continue to recover from the pandemic; • Developing a range of new HR Policies; • Delivering a package of ICT improvements which will support the council in developing new ways of working, including the implementation of a smooth transfer to a new data centre with virtually no interruption to council ICT services, support for new system roll-outs in other services, and the delivery of a new telephony service for the Council; • Making excellent progress with the roll-out of full-fibre broadband to 75% of the Renfrewshire area. 2. Recommendations 2.1 It is recommended that the Finance, Resources & Customer Services Policy Board notes: a) the contents of this report; Page 60 of 288
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3 b) the progress to date on delivering the actions contained within the Finance & Resources 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 2022-23 plan. 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 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 Finance & Resources Service Improvement Plan by this Board in June 2022, 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 reflecting the importance of delivering the best possible start for children in Renfrewshire. Page 61 of 288
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4 4.2 The new Council Plan recognises the financial challenge that Renfrewshire, 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. The cost of delivering services has been impacted by Brexit, the pandemic and the war in Ukraine, and the recent inflationary pressures add more uncertainty. In order to address this, 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. The outcomes of this work may be reflected in future Service Improvement Plans as well as the Council Plan. 4.3 Despite the scale of the challenge, Council remains committed to building on the many strengths of our communities and our resources, and delivering strong universal services that support everyone to live well and embrace opportunities. 4.4 The direction of the Council over the next five years will be driven by our five key themes: • 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 • As an organisation, we will be driven by our values, to be fair, helpful, collaborative and value learning. 4.5 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 ins nurtured. 4.6 In order to keep Service Improvement Plans aligned with the Council Plan, some actions and performance indicators have been re-allocated to new themes. Actions and indicators previously detailed under ‘People’ now sit under the theme ‘Fair’; those under ‘Sustainable’ are now under ‘Green’. 5. Service Update April-September 2022 5.1 Finance & Resources has undergone considerable change in the last three years. Since 2019, the service has been progressing reviews as part of Phase 1 of the Right for Renfrewshire programme, and has delivered modernised and efficient service provision alongside significant savings. More recently, there have been staffing changes to the leadership team, with the appointment of a new Director and three new Heads of Service in 2022. Page 62 of 288
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5 5.2 As the Council continues to recover from impact of the pandemic, support services such as those provided by Finance & Resources are central to shifting back to a strategic, forward-looking footing. The service has been supporting the Corporate Management Team to implement a new financial strategy and to adopt a portfolio approach to how it manages strategic issues. The learning that the Council has from the pandemic – on how to manage rapid and unforeseen change, on moving to digital services almost immediately, on changing how and where staff work – will all assist with future transformation work. 5.3 A key focus for the service over the summer has been the development of the financial sustainability programme, which will assist the Council to meet the challenges set out in a report to Council in September 2022. Considerable groundwork has been undertaken to establish and implement the nine workstreams identified and these are now progressing a range of options to inform future budget setting. There will be regular updates to elected members on this work. 5.4 That programme of work runs alongside the ‘business as usual’ work of the service in preparing annual accounts, working with auditors, and setting and monitoring a financial strategy that reflects the demand on council services and the scale and pace of change currently being caused by external factors (such as supply chain issues driving up the cost of capital projects), whilst delivering a balanced budget. 5.5 The service is engaged in directly supporting residents during the current cost of living service. As well as the work that Advice Works do to maximise benefit income and help with debt management, they have helped prepare advice for staff on financial wellbeing. Colleagues in Customer Services and Business Services arrange financial insecurity payments and free school meals for those residents who need that support. The service is also supporting the Council’s Fairer Renfrewshire programme. 5.6 The Council’s management of its property portfolio is an important element of progress to Net Zero by 2030. Property Services work closely with partners, internal and external, to explore alternative energy options as part of any major capital project being undertaken. The Property Services team are also working closely with Children’s Services on the delivery of a new campus for Paisley Grammar, and a contractor has now been appointed for the pre-construction phase of the project. The Multi-Disciplinary Design Team is also in place and developing options for consideration. Aside from major projects, Property Services, along with the Health & Safety Team, have ensured that council buildings have been able to reopen safely post-pandemic. Page 63 of 288
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6 5.7 Legal and Democratic Services led on the delivery of this year’s Local Government election in May 2022. This was the second election to be conducted with enhanced Covid mitigation measures in place. Subsequently, the team has supported elected members and conveners through a programme of training, which featured input from all council services. New policy boards have been established and a full review of the boards’ terms of reference undertaken. The service continues to support a hybrid approach to policy boards and Council meetings. 5.8 ICT provision is key to the delivery of new ways of working for the Council. There remains a strong focus on cyber security and on digital maturity. Recently, ICT completed a major programme of work to move to a new data centre provider. The transition has been underway for 6 months and was completed in early October 2022 with virtually no interruption to Council ICT provision. Good progress is being made with the rollout of high-speed full fibre broadband across Renfrewshire. It is expected that current work, which will cover 75% of Renfrewshire’s geographic area, will be complete by summer 2023. Council officers are investigating options to address the 25% shortfall in coverage. Ensuring access to high-speed internet provision is an important element of the Council’s work on digital inclusion, which is being progressed as part of the Digital Strategy. 5.9 Considerable work on reviewing and modernising HR policies has been undertaken and this is a key element of the Council’s development of ‘New Ways of Working’. A number of revised policies are being presented to this Board and work is well underway on a Staff Wellbeing Policy. Work on a new Equality, Diversion and Inclusion Strategy has recently commenced. Additional training on absence management is currently being designed for managers and a new early intervention process, to reduce ongoing absence, is also being developed. 5.10 Recruitment and retention is a challenge across many service areas in the Council. Processes and the approach to advertising roles are being reviewed and a new programme of staff development will be progressed. 5.11 The People and Organisational Development (OD) team have been supporting the Council’s strategic approach on trauma – the Trauma-Informed and Responsive Renfrewshire programme. As part of the working group, the team are reviewing recruitment and HR policies through a trauma-informed lens, and are also reviewing the current training and development offer with a view to trauma-informed training becoming part of a suite of widely-encouraged courses. Page 64 of 288
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7 6. Areas where actions have been delayed or cancelled 6.1 The due dates for actions relating to the new Equality, Diversion and Inclusion Strategy and the new plan for recruitment and talent management have been revised to 31 March 2023. The service had temporarily refocused on work related to planned industrial action which was then called off. 7. Progress against performance measures 7.1 Finance & Resources has 21 performance indicators in its current scorecard. Of these, 19 are reported quarterly and 2 are reported annually. The scorecard in Appendix 2. This report contains data pertaining to Quarter 2 (for all but four indicators for which data is not yet available) as well as trend data. The service also monitors performance against an additional Local Government Benchmarking Framework indicator – central support service costs as a percentage of council running costs. This measure is reported on annually and is not included in this mid-year update, having been reported in the outturn report to last year’s Service Delivery Plan. 7.2 Nine of the indicators are meeting or exceeding the target set for them. Service areas with strong performance continue to exceed targets, as evidenced by the time to process Community Care Grants and Crisis Grants, or the percentage of calls answered by the Customer Service Unit. There is virtually no downtime for the council’s vital IT systems. 7.3 Staff turnover has had a short-term impact on the time taken to process new housing benefit applications. New staff are now in place and have intensive training support; this is allowing the service to clear the backlog and should result in the indicator being back on target in the near future. Performance has previously been very strong in this area – in Q1 2021/22, new claims were processed in an average of 11 days against a target of 24 days. Staff turnover and the number of public holidays in Q2 impacted on the percentage of customer calls answered within 40 seconds, and call volumes increased due to the issuing of council tax reminders. The longer-term trend shows signs of improvement following a recruitment process and training for new staff. 8. Priorities over the next six months 8.1 The next six months will see a concentration on stepping up the momentum around the Council’s strategic agenda. Progressing the work on short- and medium-term financial sustainability will continue to be a priority for the service. The outputs from the financial Page 65 of 288
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8 sustainability workstreams will help to inform the budget setting process for 2023/2024. The ongoing transformation programme will also continue to be a priority. 8.2 The current cost of living crisis has implications for the council as an organisation, as well as for local residents. As noted in Section 4 above, there are considerable external pressures shaping the council’s financial position, and that of Renfrewshire’s citizens. All services will contribute to mitigating the impact on our most vulnerable people whilst also focusing on making critical services sustainable. 8.3 Recovery from the pandemic, both in terms of how the council delivers services and how it supports residents, will continue to be a priority for all parts of the council. Teams providing customer services and managing grant applications are a vital part of support to residents, whilst other parts of Finance & Resource provide crucial services to their customers within the Council, and to all staff through work on employee wellbeing. 8.4 There are real challenges in recruiting and retaining staff across a number of services in the council and this is evident in roles linked to particular professions such as lawyers and accountants. The council will continue to develop ‘new ways of working’ in the pandemic recovery phase, and this will be supported by a suite of new and updated HR policies focused on employee wellbeing, tackling absence, and attracting and retaining a diverse and skilled workforce. 8.5 The current roll-out of Fibre to the Premise should be completed in the next six months, providing high quality and fast broadband to 75% of Renfrewshire’s geographic area. Internet connectivity is increasingly an everyday essential and the council remains committed to working with partners to ensure internet access for all our citizens. 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 included as Appendix 2 details several new and updated pieces of work being progressed by the People & OD team. Page 66 of 288
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9 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. 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 – 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 service will contribute to the Council’s Plan for Net Zero through its management of council property. ___________________________________________________________________ List of Background Papers: None ___________________________________________________________________ Author Lisa Fingland, Service Planning & Policy Development Manager, lisa.fingland@renfrewshire.gov.uk Page 67 of 288
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1 Finance and Resources Service Delivery Plan 2022-25 Action Plan Council Plan Theme 1: Place Action Code Action Managed By Status Progress Due Date Update FR.SIP.22.01.01 Work with Children’s Services to deliver the new Paisley Grammar Community Campus Head of Property Services 31-Dec-2025 Multi-Disciplinary Design Team (MDDT) tendered and appointed. MDDT now progressing design Options for Client consideration. Contractor tendered and appointed for pre-construction services. FR.SIP.22.01.02 Implement the actions arising from the Council’s financial sustainability workstreams Head of Finance and Business Services 31-Mar-2024 There are nine financial sustainability workstreams underway, each led by a Council director. Work started over the summer to establish the scope and remit of each, and update reports will be brought back to Council over the course of 2022/23 and inform the 2023/24 budget setting process in March 2023. Page 68 of 288
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2 Council Plan Theme 3: Fair Action Code Action Managed By Status Progress Due Date Update FR.SIP.22.02.01 Under Connectivity As A Service (CaaS) complete the rollout of Fibre To The Premise (FTTP) across 75% of Renfrewshire as a geography by the summer of 2023 Head of Digital, Transformation and Customer Services 31-Aug-2023 City Fibre continue to roll out gigabit connectivity across the council area. It is expected that this activity will be completed by the summer of 2023. In addition, council staff continue to investigate options to address the 25% shortfall in coverage. Council Plan Theme 4: Green Action Code Action Managed By Status Progress Due Date Update FR.SIP.22.03.01 Input to and implement the climate change working group recommendations, specifically to: work with the Council’s Energy Management Unit as well as national and local partners to explore alternative energy options for Council buildings Head of Property Services 31-Mar-2024 Regular liaison/contribution to CCWG. Energy options considered as part of all major projects. FR.SIP.22.03.02 Review lifecycle replacement programme for Council buildings Head of Property Services 31-Mar-2023 Property Services undertaking elemental replacement projects as instructed by Facilities Management. Council Plan Theme 5: Living our Values Page 69 of 288
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3 Action Code Action Managed By Status Progress Due Date Update FR.SIP.22.04.01 Implement the next phase of transformation. Head of Digital, Transformation and Customer Services 1% 31-Mar-2025 The next phase of transformation – The Portfolio of Change – is now being established with regular weekly CMT spotlights. FR.SIP.22.04.02 Develop and implement a new assurance model for business as usual risks Risk Manager 50% 31-Mar-2024 This area of development is making good progress, with no concerns regarding achieving this on time. FR.SIP.22.04.03 Support the Council in developing New Ways of Working Head of People & OD 10% 31-Mar-2023 We have begun a programme of reviewing and modernisation our policies. We will embark on a review of the current terms and conditions; this was delayed by other service priorities but will be progressed over the next six months. With regards recruitment, discussions have started on modernising the council’s process and the approach to advertising vacancies. FR.SIP.22.04.04 Support the Council with improving attendance and reducing absence Head of People & OD 15% 31-Dec-2023 The absence policy has been reviewed and will be presented to the FARCS Board in November 2022. The absence process is currently under review with support from ERP and PMU teams; training is to be Page 70 of 288
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4 Action Code Action Managed By Status Progress Due Date Update designed for managers. We are also looking a new process to enable early intervention to reduce ongoing absence. FR.SIP.22.04.05 Develop a Wellbeing Strategy that meets the needs of our workforce as we emerge for the pandemic and look towards the future Head of People & OD 40% 31-Dec-2022 The wellbeing policy is currently in development and draft should be available for end of October 2022. FR.SIP.22.04.06 Develop an overall strategic recruitment and talent management plan to enable us to meet future workforce demands Head of People & OD 15% 31 March 2023 Discussions have taken place on international recruitment for HSCP roles. The recruitment team in Customer Services is reviewing Talent Link and it’s capabilities and HR are supporting in terms of changing processes to enable easier and quicker recruitment. The Comms team are supporting People & OD with work on audience-based adverts, and a plan has been developed for this work. The due date for this action has been amended to 31 March 2023. FR.SIP.22.04.07 Develop and new equality, diversity and inclusion strategy for the council Head of People & OD 20% 31 March 2023 This project commenced in October 2022; the approach has been presented to CMT and plans are being finalised for roundtable discussions. Page 71 of 288
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5 Action Code Action Managed By Status Progress Due Date Update The due date for this action was revised to March 2023 when there was a potential for industrial action, to allow staff to deal with that issue. Page 72 of 288
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6 Finance & Resources: Service Improvement Plan 2022-2025 Performance Scorecard Council Plan Theme 3: Fair 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 FCSKPI005a Time taken for processing new housing benefit applications up until the posting of notification of outcome of the application (cumulative) 18.1 24 34.41 24 38.77 24 Work to retrieve the target position continues the Service has a targeted plan in place with activity focussed in clearing oldest items, balanced with addressing priority cases. Intensive training support is in place for new team members and progress has been made in reducing the age of outstanding items. FCSKPI005c Time taken for processing change of circumstance housing benefit applications up until the posting of notification of outcome of the application (cumulative) 7.94 10 5.56 10 8.83 10 Processing of Changes of Circumstance was within target for the second quarter of 2022/23 FCSKPI010 Average speed of processing a Crisis Grant (Scottish Welfare Fund) in days 2 2 1.66 2 1.99 2 The service continues to process Crisis Grants within target. Average days to process were 1.99 in Quarter 2. FCSKPI011 Average speed of processing a Community Care Grant (Scottish Welfare Fund) in days 10 15 7 15 12 15 The service continued to process Community Care Grants well within target during Q2 2022/23 Page 73 of 288
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7 Council Plan Theme 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 FCSCSU07 Customer Service Unit - % of calls answered 97% 90% 99% 90% 97% 90% Target has been met for Q2. FCSCSU03 % of calls answered by the Customer Service Unit within target (40 seconds) 58% 70% 66% 70% 62% 70% The improvement in Quarter 1 was supported by an increase in advisers through recruitment and training. There was also an improvement in processes for high volume service delivery areas which reduced call volumes. The main impact for Q2 were the 3 public holidays during September, as well as council tax reminders being issued. FCSKPI008 Cost of collecting council tax per chargeable dwelling 8.04 11.5 Not measured for Quarters Not measured for Quarters This indicator reports on the cost of collecting Council Tax per chargeable dwelling For 2021/22, the total cost of collecting Council Tax for Renfrewshire Council is £724,132 The number of eligible dwellings in 2021/22 is 90,100. Cost per dwelling is therefore £8.04This is a decrease on the prior year, owing to a full review of the cost allocations attributable to recovery of Council Tax charges. The number of dwellings has increased by 1.0% compared to last year. FCSKPI001 Percentage of Council Tax due in the year, collected by the end of the year (cumulative position to date) 95.48% 96% 36.64% 32.76% 61.81% 60.27% Council Tax collection at the end of Quarter 2 2022/23 is up by 2% on the same point in 2021/22. This increase is as a result of Cost of Living Awards being credited to customers' accounts FCSCOMPYR Total % of investigation (Stage 2) complaints responded to within targets by Finance & Resources (cumulative to date) 87.73% 85% 97% 85% 79.92% 85% 244 Complaints were received in total (April - September)(Qtr 1 & Qtr 2). To date, 195 complaints have been completed within the required timescale and 37 were complaint completed outwith timescale. Seven cases are still being followed up within timescale with five complaint cases still being followed up outwith timescale. Page 74 of 288
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8 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 FCSKPI003 Number of invoices paid within 30 days of receipt, as a percentage of all invoices paid council wide (cumulative) 95.5% 96% 94.55% 96% 90.11% 96% At the end of Qtr 2 a total of 97,253 invoices were received of which 87,633 were processed within 30 days. Performance has not met target for this period. FCSABS01dii Average number of work days lost through sickness absence per employee (F&R) (FTE) 7.77 8.5 1.76 2 2.43 1.9 The level of absence increased in Q2. Service absence monitoring continues and absent statistics are reported to both CMT and Board. FCSFOI07 % of FOI reviews completed within 20 days (Councilwide) 100% 100% 80% 100% 66% 100% Two of the three reviews undertaken were completed on time, so the percentage reflects the low number of reviews. Performance was impacted by staff absence. FCSFOI08 % of Finance and Resources FOI requests completed within timescale 97% 100% 96% 100% 95% 100% Finance & Resources received 83 single-service FOIs in Q2, of which 79 were completed on time. The late responses were due to the complexity of the information required. FCSICT001 Percentage of IT incidents fixed within target fix time (annual cumulative to date figure) 94.1% 85% 94.2% 85% 83% 85% A focus on data centre migration has impacted quarter %. However the service is happy with the current performance and looking for minor improvements where possible FCSICT002 Percentage of IT service requests fulfilled within target fix time (annual cumulative figure) 87.1% 85% 87% 85% 81% 85% focus on data centre migration has impacted quarter %. However the service is happy with the current performance and looking for minor improvements where possible FCSICT004 Percentage of uptime for key IT systems 99.99% 99% 99.99% 99% 99.99% 99% The service is happy with the current performance and looking for minor improvements where possible FCSKPI002 Percentage of income due from Council Tax for prior years (cumulative position to date) 97.21% 97.27% 97.11% 97.27% 97.15% 97.27% Follow up continues to be run each month. We continue to monitor both the current year and previous years' collection and the present year Qtr2 position is level with the same period for 2021/22 FCSKPI004a Percentage of Non Domestic Rates due in the year, collected by the 92.61% 98% 17% 20.17% 51.26% 51.4% NDR collection is 14.33% up on the Q2 position for 2021/22. The removal of the choice to pay in two half- yearly instalments and accelerated recovery procedures have contributed to the improved position. Page 75 of 288
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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 end of the year (cumulative to date) FCSKPI133 Percentage of Audit Plan completed (cumulative) 92.1% 95% 21.9% 19% 42.2% 42.8% We are slightly below target. This is due to unplanned absence (including the additional public holiday in September). Management will closely monitor this indicator and take action if necessary. FRCOMPFL F&R Front Line complaints (Cumulative) 75.87% 85% 94% 85% 85.34% 85% 232 Complaints received in total (Apr - Sept). 198 have been completed within timescale and 34 have been completed late. Target has been achieved for this period. FRSDP.SME0 1 Average days Small and Medium sized businesses invoices paid 11.84 28 9.08 28 12.63 28 At the end of Qtr 2 (01/04/22 - 30/09/22) 33,064 SME invoices were received of which 26,694 were processed within 28 days with the average days to process an invoice reported at 12.63 days Page 76 of 288
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To: Finance, Resources and Customer Services Policy Board On: 17 November 2022 Report by: Director of Environment & Infrastructure Heading: Facilities Management Operational Performance Report 1 Summary 1.1 Environment & 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) delivered by Environment & Infrastructure since the last Policy Board in September 2022. 1.2 Building Services continue to operate normal day to day business and the emergency out of hours repairs. The service continues to experience delays in the provision of some resources but is managing this within the programmed works. 2 Recommendations 2.1 It is recommended that members of the Finance, Resources and Customer Services Policy Board: • Approves the content of this report. Item 8 Page 77 of 288
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3 Operational Update 3.1 Responsive Repairs The chart below shows the volume of responsive repairs reported by tenants on a weekly basis for the second quarter of this year. This shows that on average just over 50% of all repairs reported are classed as ‘Emergencies’ or ‘Qualifying repairs’ that require either a same day or next day visit. An emergency is determined as per the Scottish Housing Regulator with the main category examples being loss of power, no heating or no hot water. This is in line with information and data from the same period last year. Of the emergencies/qualifying repairs that were reported, 25-30% of these were out of normal working hours and required a standby operative to attend. * data from WC 12-9-22 not available. 3.2 Domestic Gas Servicing In quarter 2 (July – September 2022), the domestic gas servicing and repairs team carried out 3,533 gas services. This data is in line with the same period last year where the Service carried out 3,415 gas services. Officers are working closely with colleagues in Housing Services so the Council can gain access to properties prior to the statutory 1-year gas service to ensure full compliance. Page 78 of 288
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3.3 Aids and Adaptations Housing Services allocate work requests from Social Work to both Building Services and external contractors. The requests are to allow adaptations to be carried out to houses to help tenants and allow them to be able to live safely in their own home. In the second quarter of 2022, Building Services completed 22 full adaptations and currently have 21 live jobs at various stages. 3.4 Voids Approximately 1,200 houses become void across Renfrewshire annually and this level has remained steady for many years. Building Services work closely with Housing Services to maximise the number of houses that are returned to the letting pool. All houses need to go through the same process, but some are prioritised by tenant need and Building Services work to accommodate and turn these houses around when the need arises. Over 400 voids have been completed and returned to the letting pool in 2022/23. It should be noted that the volume of works within void houses has steadily increased and on a regular basis there can be over 100 hours of work required from Building Services resources in each house. Examples of work required include new doors, kitchen and bathroom refit and new walls. As of the 14 October 2022, Housing Services have 209 void properties that are with their voids team at various stages of progression through the system. Only once all of the assessments, inspections and checks are completed are they able to be passed to Building Services or an outside contractor. Building Services have agreed with Housing Services that they will take 25 void houses per week. This is based on current resources available within Building Services. Void Returns Quarter 2 – 2022 Full Void Works* *Inclusive Gas Central Heating (GCH) install *Inclusive Asbestos Removal (ASB RE) Preliminary Works 199 38 22 138 Page 79 of 288
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3.5 Electrical Testing programme As part of the on-going electrical compliance requirement of landlords, Building Services, and other external contractors, have been working in partnership with Housing Services to carry out the statutory 5-year check of electrics within every tenanted household cross Renfrewshire (approximately 12,500 properties). Over the first 2 quarters of 2022/23, Building Services has completed 919 electrical tests. Since the beginning of 2021 a total of 3,564 houses have been fully electrical tested by Building Services. Rolling periodic electrical installation condition programmes are being established with colleagues in Housing Services, alongside a new process, (similar to the statutory gas process) to ensure checks can be completed. 3.6 Streetlighting In the second quarter of the year the Street Lighting Team performed well with 100% of all reported dark lamps attended within the 7-day timescale. In addition, they attended 139 emergencies. Overall, in the first half of 2022/23, 100% of all reported dark lamps attended within the 7-day timescale and attended a total of 342 emergencies. 3.7 Capital Works Works have commenced on the replacement of two full kitchens in the specialist HSCP young person’s facilities in Blackhall Paisley. A recent fire within one of the male toilet areas of Trinity High School caused extensive damage which left the toilets unable to be used by the students. Full refurbishment of the toilet was undertaken during the October holidays with the toilet being fully functional for students returning after the October break. Building Services have been asked to prepare quotes for the replacement of 5 kitchens in Renfrewshire Health and Social Care Partnership (HSCP) facilities. It is anticipated that this work will commence in January 2023. 3.8 Compliance Compliance tasks continue to be carried out by both external providers and Building Services. In 2022/23, there are 2583 annual compliance tasks and to date, 1761 have been completed (68%) - this will continue to improve as the year progresses. The service continues to monitor and manage the tasks and performance is on track to match the 2021/22 outturn. Page 80 of 288
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3.9 Contracts – CO2 monitors The installation of 359 CO2 monitors within the PPP estate has now been completed and the devices are now actively monitoring. The Service awaits the installation of the cabling to allow the devices to be monitored remotely, this work is being undertaken by Amey as the appointed PPP contractor. 3.10 Installation of LED Lighting The installation programme is now 70% complete with a reduction in electricity usage being noted at each of the completed schools. To date, funding of approximately £1.2m has been spent with just over £400k budget allocated to cover the remainder of the works. 3.11 Upskilling and Training Building Services and Hard FM are delighted to confirm that 3 officers have now completed their Honours Degrees with Glasgow Caledonian University, 2 in Business Management and 1 in Quantity Surveying and they all graduated over the summer. In addition, Building Services and Hard FM have been successful in obtaining places for 4 members of the team to undertake the BA (Hons) in Business Management with Glasgow Caledonian University (GCU). This now makes a total of 8 members of the service now participating in this scheme and will allow them to bring additional skills to their roles within the council. 3.12 Work Hub The Workhub Job Management installation continues to progress, and the Project Team is working on the remaining snagging issues and operational changes still outstanding in partnership with the software supplier. The management information module InfoSuite is scheduled for installation in early November, which will provide comprehensive reporting across the product set for all the relevant service areas. 4 Soft FM (Facilities Management) 4.1 The Soft FM service has been working with the Project Search team to help develop training opportunities and are currently providing training places to three candidates, across the service. We will continue to support these students to develop their skills and assist them to prepare for the world of work. 4.2 As part of the Council’s on-going commitment to our values “we value learning” and providing learning and upskilling opportunities as part of the new people strategy, Soft FM have been successful in obtaining places for 6 members of the team to undertake the BA (Hons) in Business Management with Glasgow Caledonian University (GCU). This brings a total of 7 members Page 81 of 288
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of the service now participating in this scheme – all of whom are committed to progressing their careers. 4.3 The service continues to work closely with colleagues from the Communities and Housing service to provide meals to children attending the Street Stuff activities. Meals were provided during the October school break in various locations across Renfrewshire. 4.4 The service has recruited a new Facilities Officer whose role will focus on menu and nutritional development for school meals and the delivery of the catering service in HSCP premises. Currently, around 10% of primary school children have special dietary requirements, requiring bespoke menus to be delivered to meet these needs – this new employee will be able to liaise with parents and head teachers to ensure all these needs are met. This will also provide additional opportunities to develop future menus through consultation and taster sessions. 4.5 The service has been experiencing increasing levels of absence relating to mental health issues. To help managers to deal with these issues, additional training has been delivered to help provide the skills required to support employees during these difficult times, including work undertaken during Mental Health week. One of the service managers has volunteered to become a mental health champion for the service and is linking with other colleagues across the authority to share knowledge, support and experience. Implications of the Report 1. Financial – Any financial impact referenced in this report will be progressed through the Council’s financial & budget planning process. 2. HR & Organisational Development – Any staffing changes from COVID-19 referenced in this report will be progressed through the Council’s HR policies, including home working and flexible working. 3. Community/Council Planning – the report details a range of activities which reflect local community and council planning themes. 4. Legal – None 5. Property/Assets - None 6. Information Technology - None 7. Equality & Human Rights – The recommendations contained within this Page 82 of 288
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report have been assessed in relation to their impact on equalities and human rights. No negative impacts on equality groups or potential for infringement of individuals’ human rights have been identified arising from the recommendations contained in the report. If required following implementation, the actual impact of the recommendations and the mitigating actions will be reviewed and monitored, and the results of the assessment will be published on the Council’s website. 8. Health & Safety – Advice and guidance is being given to protect the health and safety of employees and service users when carrying out priority services for the Council in line with government and health guidance. 9. Procurement – The COVID-19 pandemic and possible issues arising from Brexit has and will continue to have a significant impact on existing contractual obligations and on the procurement of future goods and services required by the Council. 10. Risk – None 11. Privacy Impact – None 12. COSLA Policy Position – None 13. Climate Change – The installation of LED lighting will support the Council’s climate change goals. List of Background Papers - none Author: Gordon McNeil, Director of Environment & Infrastructure Page 83 of 288
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1 ___________________________________________________________________ To: Finance, Resources and Customer Services Policy Board On: 17 November 2022 ___________________________________________________________________ Report by: Gordon McNeil, Director of Environment & Infrastructure ___________________________________________________________________ Heading: Environment & Infrastructure Service Improvement Plan 2022/25 Mid-Year Monitoring Report ___________________________________________________________________ 1. Summary 1.1 The Environment & Infrastructure Service Improvement Plan 2022-25 was approved by the Finance, Resources and Customer Services Policy Board on 15 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. Some aspects of service delivery may fall within the remit of other Policy Boards. In the case of the Environment & Infrastructure SIP, the service activity is split across both the Infrastructure Land and Environment Policy Board and Finance Resources and Customer Services Policy Board and the SIP and updates related to it are therefore reported to both Policy Boards. This covering report and the appendices reflect the areas that are most relevant to the remit of the Finance, Resources and Customer Services Policy Board. 1.3 The Service Improvement Plan sets out the actions which will ensure continuous improvement across the service and the performance indicators Item 9 Page 85 of 288
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2 which ensure the impact can be measured. These reflect the priority themes of the Council Plan. 1.4 This report contains details of Environment & Infrastructure 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. The list below details some of these achievements. • Building Services has completed permanently fixing mobile CO2 monitors in all Renfrewshire Primary Schools (non-PPP). PPP schools were completed in October and the total of monitors in schools is 1,765; • The £1.5 million school toilet upgrade programme has progressed well with 9 schools completed; • The expansion of free school meals continues to be implemented across all Renfrewshire primary schools; • New school meal menus have been implemented in primary schools; • Menus in secondary schools are being reviewed with a snack-based service and café style dining areas; • In conjunction with Communities and Housing, meals were provided as part of the ‘Summer of fun’ programme; • Soft FM continues to work to ensure that free period products are always available in Renfrewshire Schools; and • Soft FM won the ASSIST Facilities Management Outstanding Contribution to FM Services Award. This recognises the hard work and effort by the team in delivering the implementation of the remodelling of the Soft FM service during 2021. Page 86 of 288
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3 2. Recommendations 2.1 It is recommended that the Finance, Resources and Customer Services Policy Board note: a) the contents of this report; b) the progress to date on delivering the actions contained within the Environment & Infrastructure 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. 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 scorecard included as Appendix 2. 3.4 An outturn report detailing full-year performance will be brought before this board in spring 2023. Page 87 of 288
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4 4. New Council Plan 4.1 Since approval of the Environment & Infrastructure Service Improvement Plan by this Board on 15 June, full Council has approved a new Council Plan, which sets out our strategic priorities under five themes – Place, Economy, Fair, Green, 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, 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. The focus of this activity is also to improve service delivery and outcomes achieved for service users; it is about delivering modern and effective services as well as financial savings. The outcomes of this work may be reflected in future Service Improvement Plans as well as the Council Plan. Despite the scale of the challenge, Council remains committed to building on the many strengths of our communities and delivering strong universal services that support everyone to live well and embrace opportunities. 4.3 The direction of the Council over the next five years will be driven by our five key themes: • 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 • 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. Page 88 of 288
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5 4.5 In order to keep Service Improvement Plans aligned with the Council Plan, some actions and performance indicators have been re-allocated to new themes where appropriate. 5. Service Update and Key Achievements April-September 2022 • Building Services has completed permanently fixing mobile CO2 monitors in all Renfrewshire Primary Schools (non-PPP). PPP schools were completed in October and the total of monitors in schools is 1,765; • LED lighting installation is progressing well within PPP schools with early indication of positive benefits; • There have been nine toilets upgraded over the summer as part of the £1.5m capital investment in schools with a further four completed during the October break; • The expansion of free school meals continues to be implemented across all Renfrewshire primary schools; • New school meal menus have been implemented in primary schools based on feedback from pupils, parents and parent councils; • Menus in secondary schools are being reviewed with a snack-based service and café style dining areas hoping to attract more pupils to choose these dining options; • In conjunction with Communities and Housing, meals were provided as part of the ‘Summer of fun’ programme; • Soft FM continues to work to ensure that free period products are always available in Renfrewshire Schools; and • Soft FM won the ASSIST Facilities Management Outstanding Contribution to FM Services Award. This recognises the hard work and effort by the team in delivering the implementation of the remodelling of the Soft FM service during 2021. 6. Areas where actions have been delayed or cancelled 6.1 Due to service resource constraints and factors external to the Council some actions have seen their target dates modified while others have been required to be paused. These include: • Work with the Scottish Government to deliver the further expansion of free school meals to all P6/P7 pupils and to deliver a free breakfast service for all primary school pupils – in its Programme for Government the Scottish Government has phased the expansion of free school meals for P6/7 pupils and the delivery of free breakfast service for all primary Page 89 of 288
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6 school pupils. • Carry out capital improvements in school kitchens, in line with Scottish Government capital funding, to maintain the delivery of free school meals to all P1 – P5 pupils and all ASN pupils –School estate adapted to support the P1-P5 and capital funding will support further expansion and support ongoing capacity to deliver the service across the estate. 6.2 The remaining actions have been progressing in line with anticipated timescales 7. Progress against performance measures 7.1 Environment & Infrastructure has 11 performance indicators in its current scorecard, all of which are reported quarterly. This report contains data pertaining to Quarter 1/2 as well as trend data. 7.2 The full performance scorecard is included as part of Appendix 1 of this report. 7.3 Several performance indicators in the service scorecard are reported as part of the Local Government Benchmarking Framework (LGBF). The Improvement Service will release a first draft of the 2021/22 data in early December 2022. 7.4 Some examples of good performance with specific relevance to this Policy Board include: • Uptake of free school meals in both primary and secondary schools saw improvements in performance compared to the previous financial year. Primaries rose from 49.3% to 52.3% in the first quarter of this financial year. This is above the target of 52%. Secondary performance increased from 32.3% to 39.6% (above the target of 35%) over the same time period; • Elected Member enquiry response rate of 92.3% to 31 August 2022, is improved on previous years performance of 86.7% and continues to exceed the current 85% target; • Frontline resolutions response rate of 85.3% exceeds the 85% target to the end of September 2022 and is performing favourably compared to the 80.8% response rate recorded in 2021/22; • Complaint investigation response rate of 90.9% exceeds the 85% target to the end of September 2022 and is performing favourably compared to the 64.8% response rate recorded in 2021/22. Scrutiny of complaints data and performance is a key priority for the service. This focus is now having a positive impact with response rates improving Page 90 of 288
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7 7.6 The following indicators were below target: • The percentage of compliance tasks undertaken per year, statutory compliance in public buildings for quarter one was 70% performing against a target of 80% for this year and a decline from 72% in 2021/22; 8. Priorities over the next six months 8.1 Financial management The Council has agreed to a portfolio of financial sustainability work to be delivered alongside the main transformation programme and reviews undertaken by individual services. Environment & Infrastructure will support the portfolio approach and ensure that the focus of its activity will be on improving service delivery and outcomes achieved for service users while delivering modern and effective services as well as financial savings. 8.2 Right for Renfrewshire The service continues to engage with the Right for Renfrewshire programme. The Facilities Management service area review will continue over the next six months; 8.3 COVID Recovery Environment and Infrastructure’s key services continued to operate within Covid-19 pandemic. Frontline operational services have experienced pressure on resources, with annual leave and recruitment issues in some areas stretching the resilience of services. 8.4 Plan for RenZero Following the publication of the plan for RenZero the service will continue to be at the forefront of work being done to respond to climate change targets through RenZero. 8.5 Building Services Management information System Develop the new information management system (WorkHub) to ensure the service generates accurate costs/figures. 8.6 Universal Free School Meal Provision (UFSM) Continue to support the extension of UFSM to all pupils in primary 6 and 7. 8.7 Responsiveness to Freedom of Information requests & Complaints The service will continue to build on the improvements and strong focus on improving performance in responding to complaints, members enquiries and Page 91 of 288
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8 FOIs; 8.8 Use of Data and Technology Data, process flows, and digital improvement of services continues across all service areas, with focus on Building Services and Soft FM over the next 6 months. 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 included as Appendix 2 highlights the service’s commitment to this priority area. 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 – 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 - 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 – 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 Page 92 of 288
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9 12. COSLA Policy Position – None 13. Climate Change - The service will contribute to the Council’s Plan for Net Zero through its management of council property. ___________________________________________________________________ List of Background Papers: Environment & Infrastructure Service Improvement Plan 2022 – 2025 Council Plan 2022 - 2027 ___________________________________________________________________ Author Gordon McNeil, Director of Environment & Infrastructure Page 93 of 288
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Appendix 1 10 Actions 2022-25 Priority Action: Place Actions Code Action Status Progress Due Date Update 01 Continuing to deliver repairs and emergency out of hours repair service to 12,500 Council housing properties within Renfrewshire 31-Mar-2023 Building Services continues to work with colleagues in Communities and Housing to provide a full repairs and emergency service to the council house residents of Renfrewshire. 02 Continuing to deliver repairs and compliance services to public buildings in Renfrewshire including schools 31-Mar-2023 Building Services continues to work with all Services across the wider Renfrewshire family and carry out repairs and compliance checks across all of Renfrewshire’s Public Buildings. The COVID-19 catch up programme has made good progress in the first 6 months of this financial year. Status Cancelled Delayed In Progress Completed Page 94 of 288
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Appendix 1 11 Priority Action: Economy Actions Code Action Status Progress Due Date Update 01 Provide employment, training and apprenticeship opportunities for identified groups of young people in Renfrewshire 31-Mar-2023 Work is ongoing across to ensure the service provides employment, training and apprenticeship opportunities: - Soft FM has been working with Project Search and has provided placements for 3 students across the service. This gives students the opportunity to gain 10 weeks’ work experience, covering a variety of roles within the service. - Building Services has recruited and started 3 youth apprentices from within the Renfrewshire area. Their college training commenced in late August, 2022. Page 95 of 288
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Appendix 1 12 Priority Action: Fair Actions Code Action Status Progress Due Date Update 01 Provide healthy meals that meet the requirements of the Nutritional Requirements for Food and Drink in Schools (Scotland) Regulations 2020 by analysing the school menus to comply 31-Mar-2023 All school menus are analysed and are fully compliant with the Nutritional Requirements for Food and Drink in Schools (Scotland) Regulations 2020. The Soft FM service serves approximately 8,500 healthy school meals every day. 02 Work in partnership with Community Learning and Development Team as an integral part of the holiday programme through the provision and delivery of healthy meals 31-Mar-2023 The service has been working closely with colleagues from the Communities and Housing Service to deliver targeted provision of accessible activities, childcare and food for primary school children from low-income families. Consideration has been given to tackling food insecurity and promoting healthy relationships with food whilst ensuring these children have had access to healthy nutritional meals during holiday times. 03 Deliver the expansion of free school meals to all P1 – P5 children and to all ASN pupils 31-Aug-2022 The expansion of the universal school meal provision was extended in August 2022 and now includes all pupils in P1 – P5 and all pupils in ASN schools. Page 96 of 288
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Appendix 1 13 Priority Action: Fair Actions Code Action Status Progress Due Date Update 04 Carry out capital improvements in school kitchens, in line with Scottish Government capital funding, to maintain the delivery of free school meals to all P1 – P5 pupils and all ASN pupils. 31-Aug-2022 We have established interim working arrangements to ensure the ongoing delivery of this service. This involves preparing and cooking additional meals from a number of school kitchens across the school estate. Meals are then delivered to those schools which do not have the facilities to cook onsite. Once capital funding becomes available, we will look at upgrading school kitchens to maximise the number of premises which have on-site cooking facilities. This will provide resilience to increase capacity in line with the continued roll out of universal free school meals. 05 Work with the Scottish Government to deliver the further expansion of free school meals to all P6/P7 pupils and to deliver a free breakfast service for all primary school pupils 31-Mar-2026 06 Continue to work with CoSLA to ensure the provision of free sanitary products within education premises across Renfrewshire as part of the of the Period Products (Free Provision) (Scotland) Bill 31-Mar-2023 The Period Products (Free Provision) (Scotland) Act 2021 has been in force since 15th August 2022. The Soft FM service continues to work with colleagues across the authority to ensure that free sanitary products are always available in Renfrewshire’s schools. The service is working with schools to promote the use of more environmentally friendly and re-usable products and has developed a QR code ordering process to improve accessibility to these products. Page 97 of 288
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Appendix 1 14 Priority Action: Living our Values Actions Code Action Status Progress Due Date Update 01 Provide our employees with the appropriate support to manage their attendance, health and wellbeing 31-Mar-2023 Absence management has been a key focus for the service in the first six months of 2022/23. The service has also invested in mental health first aid training and the creation of mental health champions. Environment & Infrastructure continues to support delivery of the Corporate Health and Well Being Strategy. 02 Implement the Council’s People’s Strategy 31-Mar-2023 Environment & Infrastructure will support the development of this key Council priority. 03 Active participation in Council’s Right for Renfrewshire Transformational Programme 31-Mar-2023 Operations & Infrastructure is participating in service reviews as part of the Right for Renfrewshire transformation programme. The service will be fully engaged in supporting the Council’s strategy for financial sustainability through the portfolio approach which will be delivered alongside the main transformation programme and reviews undertaken by individual services. 04 Better use of data and technology to improve services performance and delivery 31-Mar-2023 The use of data analytics and technological developments continues to employed to support service improvement out across each service area. Page 98 of 288
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Appendix 1 15 Priority Action: Living our Values Actions Code Action Status Progress Due Date Update 05 Provide an integrated FM service across the Council for public building and housing repairs and compliance 31-Mar-2023 Work continues to implement an integrated FM Service. A new Head of Facilities and Property Management has been recruited to review and strategically lead on the management of public buildings and wider Renfrewshire Council property portfolio. 06 Support the Council to implement the Business World system 31-Mar-2023 Environment & Infrastructure continue to participate and engage in the implementation of Business World. 07 Embed new approaches to staff communication and engagement across all areas of the service 31-Mar-2023 The Service’s approach to staff communication and engagement was halted due to the COVID-19 pandemic. This will recommence during the remainder of the financial year with alternative approaches to engagement being implemented across the service. An enhanced approach to staff panels will be part of that process. 08 Ensure robust and up to date business continuity arrangements are in place 31-Mar-2023 The Environment & Infrastructure, Resilience Management Team continue to hold quarterly meetings, to review recent incidents and lessons learned, business continuity exercises and any training required. Page 99 of 288
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Appendix 1 16 Priority Action: Living our Values Actions Code Action Status Progress Due Date Update 09 Review Health & Safety and Risk Assessments 31-Mar-2023 The Risk Assessment Process has been agreed and the development of an accompanying training module is nearing completion. 10 Ensure robust financial monitoring is in place to support the COVID-19 recovery 31-Mar-2023 The Senior Leadership Team and service managers continue to meet on a period by period basis with finance colleagues to monitor budgets and to ensure the service is provided with the most up to date information to ensure robust financial systems are in place to support the service. Page 100 of 288
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Appendix 1 17 Priority Action: Improving Outcomes for Children and Families Actions Code Action Status Progress Due Date Update 01 Deliver a programme of engagement with schools, parents and pupils, encouraging participation in the development of school meal menus 31-Mar-2023 Work is ongoing to meet with pupil groups to encourage participation around the creation of new school menus. This also provides opportunity to provide further explanation of the Nutritional Guidelines. A new Menu and Nutrition Officer has been appointed and this will be a main priority of their role. Sampling session are being planned now that face to face parents’ evenings are recommencing. Page 101 of 288
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Appendix 1 18 Priority Theme: Place Performance Indicators Code Performance Indicator Current Status Short Term Trend Long Term Trend 2020/21 2021/22 Q1 Q2 2022/23 Explanation of Performance Value Target Value Target Value Value Target 01 % of reported street lighting faults which were attended within the 7-day timescale 98% 95% 99.9% 95% 100% 99.2% 95% 100% were attended within the 7 day period in quarter one and 99.2% in quarter 2 against an annual target of 95%. In 2021/22 performance was 100% in both quarters. 02 % of Overall repairs completed within time by building services 95% 95% 93.6% 95% Not currently available 80% Work continues with regards to the new information management system (WorkHub). Therefore, whilst easily accessible, reliable information isn’t currently provided for the 6 month update for two Building Services’ indicators – Phase 1 of the new system is almost complete which will start to generate accurate costs/figures etc. once fully functional/operational 03 average length of time taken to 10.7 15 17.24 15 Not currently available 15 Scorecard PI Status Alert Unknown Warning Data Only OK Long Term Trends Improving No Change Getting Worse Short Term Trends Improving No Change Getting Worse Page 102 of 288
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Appendix 1 19 Priority Theme: Place Performance Indicators Code Performance Indicator Current Status Short Term Trend Long Term Trend 2020/21 2021/22 Q1 Q2 2022/23 Explanation of Performance Value Target Value Target Value Value Target complete non- emergency repairs – public buildings 04 % of compliance tasks undertaken per year – Statutory compliance for public buildings 77% 90% 72% 90% 70% Not yet availabl e 80% Compliance of tasks undertaken for statutory compliance in public buildings is performing at 70%. This is below the annual target of 80%. The reduction in performance was due to Covid-19 with challenges around both access and staff resource (both Council and Contractor). The service is currently addressing the backlog and are being supported by contractors, with exclusive dedicated resources now in place, including the replacement of Managers who left service in past year. This should lead to an increase in performance over the next 6 months. Page 103 of 288
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Appendix 1 20 Priority Theme: Fair Performance Indicators Code Performance Indicator Current Status Short Term Trend Long Term Trend 2020/21 2021/22 Q1 Q2 2022/23 Explanation of Performance Value Target Value Target Value Value Target 01 % uptake of free school meals in primary schools 47.2% 75% 49.3% 75% 52.3% TBC 52% Uptake of free school meals in both primary and secondaries saw improvements in performance compared to the previous financial year. Primaries rising from 49.3% to 52.3% in the first quarter of this financial year. This is above the target of 52%. Secondary performance increased from 32.3% to 39.6% (above the target of 35%) in the same time period. There has been positive feedback to the new menu resulting in the recent increase in uptake. Taster sessions were organised with schools and engagement with schools on an individual basis to focus on uptake, is ongoing. 02 % uptake of free school meals in secondary schools 49.6% 49% 32.3% 49% 39.6% TBC 35% Page 104 of 288
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Appendix 1 21 Priority Theme: Living Our Values Performance Indicators Code Performance Indicator Current Status Short Term Trend Long Term Trend 2020/21 2021/22 Q1 Q2 2022/23 Explanation of Performance Value Target Value Target Value Value Target 01 Average number of work days lost through sickness absence per employee (FTE) (cumulative) 17.02 13.7 15.5 13.7 3.5 3.6 13.7 In Q1 the average number of work-days lost per FTE was 3.5, meeting the quarter 1 target of 3.5. In Q2 the average number of work-days lost per FTE was 3.6. 02 % of members enquiries completed within timescale by E&I 86.4% 85% 86.7% 85% 95% 92% 85% Scrutiny of complaints data and performance is a key priority for the service and continues to be carried out on a regular basis at management team meetings. It and has been supported by improvements in both data analytics and access to management information. This investment and focus is now having a positive impact with response rates improving: Members enquiries – in the first 6 months of 2022/23, 93.3% of member enquiries were responded to within timescale compared to 82% for the same time period in 2021/22. The annual target for 2022/23 is 85% In 2022/23 2,824 enquiries were received in the first 6 months compared to 2,571 in the same 6-month period in 2021/22. FOIs - in the first 6 months of 2022/23, 98% of FOIs were responded to within timescale 03 % of FOI requests completed within timescale by E&I 96% 100% 99% 100% 98% 98% 100% 04 % of front line resolutions dealt with within timescale by E&I 75% 100% 80.8% 85% 82.7% 87.7% 85% 05 % of complaint investigations completed within timescale by E&I 58% 95% 64.8% 95% 91.9% 89.7% 85% Page 105 of 288
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Appendix 1 22 Priority Theme: Living Our Values Performance Indicators Code Performance Indicator Current Status Short Term Trend Long Term Trend 2020/21 2021/22 Q1 Q2 2022/23 Explanation of Performance Value Target Value Target Value Value Target compared to 98% for the same period in 2021/22. The annual target for 2022/23 is 100%. In 2022/23 93 FOIs were received in the first 6 months compared to 118 in the same 6-month period in 2021/22. Frontline Resolutions – in the first 6 months of 2022/23, 85.3% of frontline resolutions were responded to within timescale compared to 79.5% for the same period in 2021/22. The annual target for 2022/23 is 85%. In 2022/23 23,142 enquiries were received in the first 6 months compared to 4,194 in the same 6-month period in 2021/22. Investigations - in the first 6 months of 2022/23, 90.9% of complaint investigations were responded to within timescale compared to 50% for the same period in 2021/22. In 2022/23 220 enquiries were received in the first 6 months compared to 468 in the same 6-month period in 2021/22. The annual target for 2022/23 is 85%. Page 106 of 288
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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. Item 10 Page 107 of 288
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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; Page 108 of 288
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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. Page 109 of 288
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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 Page 110 of 288
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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 Page 111 of 288
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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 Page 112 of 288
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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 Page 113 of 288
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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. Page 114 of 288
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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 Page 115 of 288
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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 Page 116 of 288
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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, Page 117 of 288
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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 Page 118 of 288
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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 Page 119 of 288
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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 ___________________________________________________________________ Page 120 of 288
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16 Author Seony Ross, Senior Planning and Policy Development Officer, Seony.ross@renfrewshire.gov.uk Page 121 of 288
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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 Page 122 of 288
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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% Page 123 of 288
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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. Page 124 of 288
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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 & Page 125 of 288
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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 Page 126 of 288
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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. Page 127 of 288
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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 Page 128 of 288
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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 Page 129 of 288
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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 Page 130 of 288
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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. Page 131 of 288
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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 Page 132 of 288
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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 Page 133 of 288
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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. Page 134 of 288
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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 Page 135 of 288
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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. Page 136 of 288
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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. Page 137 of 288
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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. Page 138 of 288
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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 Page 139 of 288
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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. Page 140 of 288
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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. Page 141 of 288
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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. Page 142 of 288
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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 Page 143 of 288
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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. Page 144 of 288
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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. Page 145 of 288
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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 Page 146 of 288
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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 Page 147 of 288
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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. Page 148 of 288
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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. Page 149 of 288
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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 Page 150 of 288
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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. Page 151 of 288
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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. Page 152 of 288
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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. Page 153 of 288
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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. Page 154 of 288
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_________________________________________________________________ To: Finance, Resources and Customer Services Policy Board On: 17 November 2022 __________________________________________________________________ Report by: Director of Finance and Resources __________________________________________________________________ Heading: Civic Hospitality __________________________________________________________________ 1. Summary 1.1 The following requests for civic hospitality have been received for financial year 2022/23. a) Correspondence was received from the Old Grammarians Curling Club in relation to their 60th anniversary. They had suggested the possibility of a civic reception in the form of a lunch for approximately 20 people at the Greenacres Curling Club on Saturday 12th November 2022. Following consultation with the Provost, the Head of Corporate Governance used his delegated authority to approve the request and made the necessary arrangements to provide a contribution of £300 towards the civic reception. b) Correspondence has been received from Johnstone Pipe Band suggesting the possibility of a contribution towards civic hospitality at Tweedie Hall on Saturday 26th November to accompany their Ceilidh in celebration of winning the World Championships in August 2022. Following consultation with the Provost, it is proposed that the Board agree to provide a contribution towards hospitality in the form of a buffet for 150 people at a cost of approximately £1500 and that it be delegated to the Director of Finance & Resources in consultation with the Provost to make the necessary arrangements. c) Correspondence has been received from Ferguslie Cricket Club in relation to their Night of Champions event to celebrate their treble win during their 2022 cricket season. They had suggested the possibility of a civic reception in the form of a buffet with drinks reception for approximately 90 people to be held at their club. Item 11 Page 155 of 288
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Following consultation with the Provost, it is proposed that the Board agree to provide hospitality as detailed above at a 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. 1.2 The budget provision for 2022/23 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 £6,880. 2. Recommendations 2.1 That the Board agrees to: (a) provide the hospitality as detailed above for Johnstone Pipe Band and Ferguslie Cricket Club; (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 civic reception for the Old Grammarians Curling Club. Implications of the Report 1. Financial – The costs of the request from civic hospitality will be met from the 2022/23 budget provision. 2. HR & Organisational Development – None. 3. Community/Council Planning – Civic receptions provide recognition of the contributions made by individuals and organisations to the fabric of life in Renfrewshire. 4. Legal - None. 5. Property/Assets - None. 6. Information Technology – None. 7. Equality & Human Rights (a) The Recommendations contained within this report have been assessed in relation to their impact on equalities and human rights. No negative impacts on equality groups or potential for infringement of individuals’ human rights have been identified arising from the recommendations contained in the report. If required following implementation, the actual impact of the recommendations and the mitigating actions will be reviewed and monitored, and the results of the assessment will be published on the Council’s website. Page 156 of 288
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8. Health & Safety – None. 9. Procurement – None. 10. Risk – None. 11. Privacy Impact - None. 12. Climate Risk – None. 13. Cosla Policy Position – Not applicable. __________________________________________________________________ List of Background Papers (a) Background Paper 1 – Email correspondence from the Old Grammarians Curling Club (b) Background Paper 2 – Email correspondence from Johnstone Pipe Band (c) Background Paper 3 – Email correspondence from Ferguslie Cricket Club The foregoing background papers will be retained within Finance & Resources for inspection by the public for the prescribed period of four years from the date of the meeting. The contact officer within the service is Donna Gallagher, Member Services Officer (Telephone – 0141 618 6794, e-mail – donna.gallagher- pt@renfrewshire.gov.uk Author: Donna Gallagher – Member Services Officer. Tel: 0141 618 6794 E-mail donna.gallagher-pt@renfrewshire.gov.uk Page 157 of 288
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1 ___________________________________________________________________ To: Finance, Resources and Customer Services Policy Board On: 17 November 2022 ___________________________________________________________________ Report by: Director of Finance and Resources ___________________________________________________________________ Subject: Revised Policy and Guidelines on Surveillance ___________________________________________________________________ 1. Summary 1.1 The Council’s Policy and Guidelines on Surveillance was first approved by the General Management Policy Board on 19th December 2001 and has been subject to regular review. The policy was last reviewed by the Finance, Resources and Customer Services Policy Board in 2019 and is now due its three yearly review. 1.2 Only minor amendments are required, predominantly to reflect changes to Authorising Officers due to staff changes. The revised Policy also expands on data assurance in accordance with guidance from the Investigatory Powers Commissioner’s Office (“IPCO”). ___________________________________________________________________ 2. Recommendations It is recommended that the Board:- 2.1 Approve the revised Policy and Guidelines on Surveillance which form the Appendix to this report and continue to authorise the Managing Solicitor (DPO) to update the guidance note appended to the Policy, as required. 2.2 Note the contents of the Report, in particular, paragraph 5, regarding the number of applications for surveillance authorised by the Council in the last three years. Item 12 Page 159 of 288
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2 ________________________________________ 3. Background 3.1 The Human Rights Act 1998 obliges all public authorities to act in a manner compatible with the rights contained in the European Convention of Human Rights. The Regulation of Investigatory Powers (Scotland) Act 2000 (“RIPSA”) provides a legal framework for covert surveillance by public authorities. If RIPSA is complied with, any interference with the right of privacy contained in the European Convention will be in accordance with law. 4. Renfrewshire Council’s Policy 4.1 Renfrewshire Council’s Policy and Guidelines (as amended) outline the procedures which should be followed when the Council is carrying out covert surveillance, making it easier for Council officers to ensure compliance with RIPSA and thus the Human Rights Act. Only minor revisions to the existing Policy have been made. The post of Infrastructure, Transportation and Change Manager has been removed from the list of Authorising Officer and the other changes are highlighted in bold and relate to data assurance at paragraph 2.10. The Policy also takes account of the Scottish Ministers’ Code of Practice on Covert Surveillance and Property Interference. 5. Number of Authorisations 5.1 The Council is committed to compliance with RIPSA and the Human Rights Act 1998. As such, only surveillance which is lawful, necessary and proportionate is ever authorised. Only one authorisation has been granted in the last three year period. This was in November 2019. Although the Council rarely conducts covert surveillance, the Council’s Surveillance Policy and Guidelines and RIPSA Learning and Development Strategy are key to ensuring that staff are aware of what covert surveillance is and can avoid inadvertent unauthorised covert activity. ___________________________________________________________________ Implications of the Report 1. Financial - None 2. HR & Organisational Development – None 3. Community Planning – None Page 160 of 288
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3 4. Legal - The Council’s revised Policy and Guidelines continue to ensure compliance with the Regulation of Investigatory Powers (Scotland) Act 2000 and the Human Rights Act 1998. 5. Property/Assets – None 6. Information Technology – None 7. Equality & Human Rights ‐The Recommendations contained within this report have been assessed in relation to their impact on equalities and human rights. The purpose of the report is to ensure compliance with the Human Rights Act 1998. No negative impacts on equality groups or potential for infringement of individuals’ human rights have been identified arising from the recommendations contained in the report. If required following implementation, the actual impact of the recommendations and the mitigating actions will be reviewed and monitored, and the results of the assessment will be published on the Council’s website. 8. Health & Safety – None 9. Procurement – None 10. Risk – The revised Policy supports the management of risk in relation to avoidance of any human rights breach. 11. Privacy Impact – None 12. COSLA Policy Position – Not applicable ___________________________________________________________________ List of Background Papers (a) Background Papers - None ___________________________________________________________________ Author: Allison Black, Managing Solicitor (DPO) Page 161 of 288
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```````````````````````````````` ```````````````````````````` Renfrewshire Council POLICY AND GUIDELINES on SURVEILLANCE Page 162 of 288
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Page 2 of 14 Document Details Title Surveillance Policy and Guidelines Author Allison Black, Managing Solicitor (DPO) Issue Date December 2001, most recently updated November 2022 Subject Description Version 7 Source Updating Frequency Three yearly, or earlier if required to reflect legislative change or relevant guidance. Right Category Identifier Document History Version Date Author Reason for Issue / Change 7 November 2022 Allison Black Review 6 April 2019 Allison Black Review 5 May 2016 Allison Black Updated guidance on use of social media and information volunteered 4 2014 Allison Black OSC recommendations 3 January 2011 Allison Black OSC recommendations 2 January 2008 Allison Black OSC recommendations Related Documents Ref Document Name/ Version Document Location Document Review and Approval Name Action Date Communication Maxine Hendry Email Andrea McMahon, Chief Auditor Email Karen Campbell Faye Wilson Email Tommy Wright, Tom Irvine, Email Email Page 163 of 288
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Page 3 of 14
RENFREWSHIRE COUNCIL
POLICY AND GUIDELINES ON SURVEILLANCE
PART 1 - BACKGROUND
1.1 INTRODUCTION
In some circumstances it may be necessary for Council employees, in the
course of their duties, to make observations of a person(s) in a covert manner,
i.e. without that person’s knowledge, or to instruct third parties to do so on the
Council’s behalf. Actions of this sort are potentially intrusive. The Human
Rights Act 1998 obliges all public authorities to act in a manner compatible with
the rights contained in the European Convention of Human Rights ("the
Convention"). Article 8 of the Convention affords everyone the right to respect
for private and family life including home and correspondence. Surveillance
activities by public authorities may therefore result in a legal challenge in terms
of Article 8.
Article 8 of the Convention is not however an absolute right. Interference with
this right of privacy may be justified if this is:
in accordance with law;
necessary to pursue a legitimate aim, for example, the public interest; and
the interference is proportionate to the legitimate aim, i.e. the interference
with the right is not greater than is necessary to achieve the aim.
The Regulation of Investigatory Powers (Scotland) Act 2000 ("RIPSA") provides
a legal framework for covert surveillance by public authorities and an
independent inspection regime to monitor these activities. If RIPSA is complied
with, any interference with the right to privacy will be in accordance with law.
As long as the action taken is also necessary and proportionate there will be no
breach of Article 8 of the Convention.
1.2 OBJECTIVES
The objective of this policy is to ensure that all covert surveillance by Council
employees is carried out effectively, legally and proportionately. This policy
should be read in conjunction with the Scottish Ministers’ revised Code of
Practice on Covert Surveillance and Property Interference ("the Code of
Practice") and any amendments thereto.
If the procedures outlined in this policy are not followed, any evidence acquired
as a result of surveillance activities may be susceptible to a human rights
challenge. As a result, it may not be admissible in court, and the Procurator
Fiscal is unlikely to take proceedings on the basis of such evidence. The
Council may also be exposed to legal action for any breach of human rights.
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Page 4 of 14 1.3 SCOPE OF THE POLICY The policy only applies where surveillance is covert i.e. carried out without the knowledge of the subject. It does not apply to observations or surveillance that is not carried out covertly, e.g. use of overt CCTV cameras, or unplanned observations made as an immediate response to events. It should be noted however, that although use of CCTV is generally classed as overt surveillance, due to the presence of signage, alerting the public to the fact that they are being monitored, if CCTV operators decide that targeted surveillance of a specific subject(s) or for a particular investigation becomes necessary, then this could fall within the definition of directed surveillance and an authorisation should be obtained in accordance with this policy. Similarly, wearing a uniform (for example, a Council warden) does not of itself make surveillance overt if this is specific and targeted. Directed Surveillance The policy applies in all cases where "directed surveillance" is being planned or carried out. Directed surveillance is covert surveillance undertaken "for the purposes of a specific investigation" and "in such a manner as is likely to result in the obtaining of private information about a person". The policy does not apply to further activities undertaken by the Council as a result of information discovered through the use of surveillance. Intrusive Surveillance RIPSA does not permit the authorisation by Council officers of intrusive surveillance. Intrusive surveillance means surveillance in relation to any residential premises (but not common areas such as common stairs and closes) or in any private vehicle. Some additional points should be made about intrusive surveillance. Surveillance is not intrusive if directed into a home or private vehicle from outside unless the information is consistently of the same quality as a device actually present in the home or vehicle would provide. Previous advice from the Office of Surveillance Commissioners (“OSC”), which is currently in use by the Investigatory Powers Commissioner’s Office (“IPCO”), suggests that the sort of surveillance undertaken by the Council is unlikely to reach this level of sophistication. However, officers must be mindful of advances in technology and the level of sophistication of the equipment in use. Activities such as filming goods being sold from the back of a car, or monitoring the level of noise generated by an anti-social tenant (but not the actual words) are unlikely to be classed as intrusive, and so, these activities can be safely carried out, subject to appropriate authorisation. Furthermore, devices, such as listening and audio visual equipment, carried into a home or a private vehicle by a Covert Human Intelligence Source(“CHIS”) do not constitute intrusive surveillance as long as the CHIS has been invited in. However, the device must not be left behind when the CHIS leaves the premises or vehicle. Services are reminded of the need to have proper authorisation before any use is made of a CHIS. Page 165 of 288
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Page 5 of 14 Covert Human Intelligence Sources A "Covert Human Intelligence Source" or "CHIS" is a person who establishes or maintains a personal or other relationship with another person for the covert purpose of either using the relationship to obtain information or to provide access to any information. The principles outlined in this policy are fully applicable to such undercover operations, which must meet the same tests as directed surveillance and be properly authorised. However, additional rules apply to the use of a CHIS, as outlined at 2.2.2 of this policy and in the question and answer briefing note on use of a CHIS, annexed as Appendix A. For this reason, any Service considering use of a CHIS should first consult the Managing Solicitor (DPO). Council officers making undisclosed site visits or straightforward test purchases do not count as CHIS (as this does not involve the establishment or maintenance of a relationship) and such activities do not require formal authorisation. Particular care should be taken when a member of the public is acting as an informant. If information is simply volunteered, no application for CHIS is required, as there is no relationship established or maintained for the purposes of obtaining that information covertly. Information is volunteered by members of the public to the Council across a number of its functions and for a variety of reasons, from supplementing complaints, to concerned relatives highlighting potential issues to Children’s Services. However, if the member of the public is asked to make contact or maintain an existing relationship to obtain information, an authorisation for CHIS will be needed, as he/she is establishing or maintaining a relationship to covertly obtain private information. In such cases, sufficient safeguards, as outlined in 2.2.2, must be in place to protect the source and consideration must be given to the risk of reprisals if the information covertly supplied is used as a basis for further action. Services should consult the Managing Solicitor (DPO) before using any information obtained in this way. 1.4 PRINCIPLES OF SURVEILLANCE In planning and carrying out covert surveillance, Council employees must comply with the following principles: lawful purposes - covert surveillance shall only be carried out where necessary to achieve one or more of the permitted purposes (as defined in RIPSA) i.e., it must be: (a) for the purpose of preventing or detecting crime or the prevention of disorder; (b) in the interest of public safety; or (c) for the purpose of protecting public health. Page 166 of 288
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Page 6 of 14 Employees carrying out surveillance should not cause damage to any property or harass any person. necessity - covert surveillance shall only be undertaken where there is no reasonable and effective alternative way of achieving the required objective i.e. one of the above lawful grounds of surveillance effectiveness - planned covert surveillance shall be undertaken only by, or under the supervision of, suitably trained or experienced employees. proportionality - the use and extent of covert surveillance shall not be excessive i.e. the aim could not have been achieved by less intrusive means. Further information on proportionality is provided at paragraph 2.7 intrusive surveillance - no surveillance shall be undertaken which comes within the definition of "intrusive surveillance". collateral intrusion - reasonable steps shall be taken to minimise the acquisition of information that is not directly necessary for the purposes of an investigation and operation being carried out. authorisation - all surveillance must be authorised in accordance with the procedures described below. PART 2 - THE AUTHORISATION PROCESS 2.1 Who may seek an authorisation? Any officer whose duties involve directed surveillance or use of a CHIS may seek authorisation to do so and must seek and be granted authorisation prior to carrying out the surveillance. This is most likely to arise in Services responsible for regulatory, enforcement or security functions. 2.2 Who may grant/refuse an authorisation? 2.2.1 Directed Surveillance Authorisation will be granted/refused by the Chief Executive, the Director of Environment & Infrastructure, the Director of Communities and Housing Services, the Head of Communities and Public Protection, the Communities and Regulatory Manager, the Head of Corporate Governance, the Chief Auditor and the Homeless and Housing Support Services Manager. Authorisation levels are prescribed by the Regulation of Investigatory Powers (Prescription of Officers, Ranks and Positions) (Scotland) Order 2000. In relation to local authorities, the Regulations refer to Assistant Head of Service and Investigation Manager, titles which are little used within Councils. Where possible, there should be at least two organisational tiers of separation between the applicant and the authorising officer. Authorising Officers must not authorise Page 167 of 288
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Page 7 of 14 investigations or operations in which they are directly involved unless this is unavoidable, for example, when it is necessary to act urgently. 2.2.2 Urgency Applications should be made in writing using the approved form. In urgent cases, however, oral applications may be approved by the Chief Executive, the Director of Environment & Infrastructure, the Director of Communities and Housing Services and the Communities and Regulatory Manager. In any such case, a statement that the Authorising Officer has expressly authorised the action and the considerations in doing so should be recorded as soon as is reasonably practicable. Where an urgent application is made this should be renewed or cancelled within 72 hours. A case is not normally regarded as urgent unless the time that would elapse before the Authorising Officer was available to grant the authorisation would, in the judgment of the person giving the authorisation, be likely to endanger life or jeopardise the investigation or operation for which the authorisation was being given. An authorisation is not to be regarded as urgent where the need for an authorisation has been neglected or the urgency is of the Authorising Officer’s own making. 2.2.2 Covert Human Intelligence Sources The process for granting authorisations for the use or conduct of CHIS is the same as for directed surveillance. In addition, however, authorisations for use of a CHIS can only be granted if sufficient arrangements have been in place for handling the source’s case. The arrangements therefore considered necessary are that:- (1) there will at all times be an appropriate officer within the Council who will have day to day responsibility for dealing with the source on behalf of the Council and for the source’s security and welfare (the handler). (2) there will at all times be another person who will have general oversight of the use made of that source (the controller). (3) there will at all times be a person who will have responsibility for maintaining a record of the use made of that source. This should be an authorising officer. Page 168 of 288
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Page 8 of 14 The record relating to the use of that source maintained by the Council will always contain particulars of such matters as may be specified in regulations made by the Scottish Ministers. The records maintained by the Council that disclose the identity of the source will not be available to persons, except to the extent that there is a need for access to them to be made available to those persons. 2.2.3 Juvenile Sources There are special safeguards in relation to the use or conduct of juvenile sources i.e. sources under the age of 18 years and some additional rules for under 16s. On no occasion should the use or conduct of a source under 16 years of age be authorised to give information against his parents or any person who has parental responsibility for him. Officers must ensure that an appropriate adult is present at any meeting with the source if the source is under 16 years old. Authorisations for use of a juvenile source must be granted by the Chief Executive. When dealing with juvenile sources i.e. under 18s, a full risk assessment considering the nature and magnitude of any risk of physical injury to the source arising in the course of, or as a result of carrying out the conduct described in the authorisation must be identified and evaluated. The nature and magnitude of any risk of psychological distress to the source must also be identified and evaluated. Any such risks must be justified and properly explained to and understood by the source and the officer granting or renewing the authorisation must know whether the relationship to which the conduct or use would relate is between the source and a relative, guardian or person with responsibility for the source’s welfare. If it is, particular consideration must be given to whether the authorisation is justified in light of that fact. 2.2.4 Vulnerable Individuals A "vulnerable individual" is a person who is or who may be in need of community care services by reason of mental or other disability, age or illness and who is unable to take care of himself, or unable to protect himself against significant harm or exploitation. Any such individual should only be authorised to act as a source in the most exceptional circumstances. In any such cases, authorisations must be granted by the Chief Executive. 2.3 Granting and recording authorisations and refusals The Authorising Officer’s job is to be satisfied that the applicant has correctly identified the lawful purpose for the proposed surveillance, has planned the operation properly so as to minimise collateral intrusion and the collection of confidential information, is not proposing to stray beyond permissible bounds Page 169 of 288
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Page 9 of 14 of directives and has correctly applied the proportionality test. Only if satisfied with these points should the authorisation be granted. Any restrictions imposed on the authorisation should be noted as authorising officer comments. 2.4 Receipt and logging of applications All departments carrying out surveillance activities must forward all relevant documentation to the Head of Corporate Governance, who is the Senior Responsible Officer (“SRO”) in order that a central register detailing the surveillance activities carried out by the Council can be maintained. This confidential register will be open to inspection by the Investigatory Powers Commissioner’s Office (“IPCO”), who now exercise the oversight previously exercised by the Office of Surveillance Commissioners (“OSC”). This represents evidence of the Council’s compliance with the law and the Scottish Ministers’ Code of Practice. 2.5 Duration, renewal, review and cancellation of authorisations An authorisation for directed surveillance lasts for three months. The authorising officer should note the time and date of the grant/refusal of the application on the relevant form. However, if the reasons justifying carrying out the surveillance cease to apply, then the authorisation should be cancelled and the cancellation form forwarded to the Head of Corporate Governance for filing on the central register. If surveillance is to be continued for longer than the original period authorised, it is necessary to have a renewal authorised. The tests applicable to renewals are identical to those for initial applications. A renewal will take effect at the time at which an authorisation would have ceased to have effect but for the renewal. An application for renewal should not be made until shortly before the authorisation period is drawing to an end. Authorisations may be renewed more than once, if necessary, provided they continue to meet the criteria for authorisation. Authorisations for the conduct or use of a CHIS run for twelve months. The ongoing security and welfare of the source, even after cancellation of the surveillance, should be considered before an authorisation is granted, on review and prior to any renewal. Applications for the renewal of the conduct or use of a CHIS should not be granted unless the authorising officer is satisfied that a review has been carried out of the use made of the source during the period since the grant, the task given to the source during that period and the information obtained from the conduct or use of the source and the authorising officer has considered the results of such a review. The authorisation should be cancelled if the person who granted or last renewed an authorisation is satisfied that the authorised conduct is no longer required or no longer satisfies the purpose for which it is granted. Page 170 of 288
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Page 10 of 14 Regular reviews of authorisations should be undertaken to assess the need for the surveillance to continue. The results of a review should be recorded on the central record of authorisations. Authorisations should be reviewed frequently where the surveillance provides access to confidential information or involves collateral intrusion. The Authorising Officer should determine how often a review should take place. This should be as frequently as is considered necessary and practicable 2.6 When is covert surveillance appropriate? Before an application is granted, the authorising officer must be satisfied that the surveillance is necessary, that the action is proportionate with what it seeks to achieve and that the aim could not have been achieved by any other means. There is no “one size fits all” formula for considering whether an authorisation should be granted. Each application for an authorisation must be carefully considered by an Authorising Officer on its own merits and can only be authorised when the particular circumstances justify use of covert surveillance. By its very nature, covert surveillance intrudes on people’s privacy and so, the Authorising Officer must be satisfied that there is a necessity to use this. There must be an identifiable offence to prevent or detect before an authorisation can be granted. It should therefore be regarded as a final option, only to be considered when all other methods have either been tried and failed, or where the nature of the activity the surveillance relates to is such that it can be reasonably concluded other action will be able to acquire the information being sought. Thus, for example, if a vending machine is regularly being broken into, consideration should be given to installing overt CCTV cameras with appropriate signage before installing hidden cameras. Any use of covert surveillance must be proportionate to the objective being pursued. 2.7 Is use of social media and internet by Council officers covert surveillance? 2.7.1 Officers must not assume that because monitoring and research of activities via the internet and social networking sites e.g. purchase of illicit goods by Trading Standards officers or monitoring by fraud investigators, is routine or easy to conduct, that no authorisation is needed for this. 2.7.2 Social networking sites are designed to enable users to create profiles and form relationships with other users within that site. Profiles will have varying levels of access and disclosure which are controlled by the user and website administrator e.g. all content may be publicly available or some may be restricted to ‘friends’. Not all social networking sites work in the same way and so, care must be taken by officers to understand how the sites being used operate. Where privacy settings/access controls are applied to social media sites, the author has a legitimate expectation of privacy. If there is any covert Page 171 of 288
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Page 11 of 14 use made of internet or social networking sites (i.e. the other party does not know that the enquirer is a Council employee) to support a particular investigation or operation, particularly where any privacy settings are passed, then an authorisation should be considered. If there is any covert use made of internet or social networking sites (i.e. the other party does not know that the enquirer is a Council employee) to support a particular investigation or operation, particularly where any privacy settings are passed, then an authorisation for directed surveillance should be considered. Where a relationship is established or maintained for the covert purpose of obtaining private information, an authorisation for a CHIS should be considered. 2.7.3 However, officers should not assume that viewing “open source” materials, where there are no such controls in place, for the purposes of an investigation will never require an authorisation because this is publicly available. Repeat viewing of this information may require an authorisation, depending on the circumstances, as this becomes targeted and focused and provide a pattern of lifestyle. Although officers may make overt use of publicly available information, advice should be obtained from the Managing Solicitor (DPO) before repeated viewing of social media sites for investigatory purposes, as targeting users can render overt use covert. 2.7.4 Officers should not set up a false identity for a covert purpose without first obtaining an authorisation. Photographs of other people should never be used without their permission. 2.7.5 Officers must never adopt the identity of a person known to users of the site without explicit permission and without considering the protection of that person. 2.7.6 Internet searches carried out on the Council’s behalf by a third party may still require an authorisation. Proportionality Proportionality is a concept of human rights fully designed to ensure that measures taken by the state (and its public authorities, such as the Council) which impact on the rights of citizens are kept within proper bounds. It means that if the same legitimate end can be reached by means of less intrusion on people’s rights, or none at all, then the less intrusive option should be taken. There should also be a reasonable relationship between the seriousness of the issue being addressed and the degree of intrusion into people’s rights, although it is insufficient to simply assert that the ‘seriousness’ of the crime justifies any or every method available. Covert surveillance involves a potentially serious breach of an individual’s right to privacy. Compelling reasons are therefore required to justify this, particularly if the surveillance is to continue for an extended period. Thus surveillance of a Page 172 of 288
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Page 12 of 14 staff member on sick leave is likely to be disproportionate if all that is being assessed is a possibly fraudulent claim for a very small amount of statutory sick pay, but it may be proportionate when detecting a fraudulent legal claim against the Council for thousands of pounds. It is useful to consider how serious the breach sought to be rectified is. For criminal offences the potential sentence may be a useful guide. However, many regulatory offences, while attracting only very small fines, are designed to prevent potentially life threatening occurrences (such as sale of dangerous goods or contaminated food, or the overcrowding of licensed premises). Such factors weigh in favour of surveillance being proportionate. Guidance from the OSC indicates that four elements of proportionality should be considered:- Balancing the size and scope of the operation against the gravity and extent of perceived mischief; Explaining how and why the methods to be adopted will cause the least possible intrusion on the target and others; That the activity is an appropriate use of the legislation and the only reasonable way, having considered all others, of obtaining the necessary result and Evidencing what other methods had been considered and why they were not implemented. 2.8 Confidential material and collateral intrusion Confidential material covers a number of areas: professional legal advice, health information, spiritual counselling, journalistic material and material held under an obligation of confidentiality. So far as possible, surveillance operations should be designed so as to minimise or eliminate the possibility of confidential information being acquired. If confidential information is in fact acquired, special care should be taken to avoid unnecessary disclosure of it. If there is any likelihood that confidential information will be acquired, the authorisation should be granted by the Chief Executive. Collateral intrusion refers to the fact that very often surveillance operations will inadvertently intrude on the privacy of persons other than those at whom the operation is directed. Operations should be planned so as to minimise or eliminate so far as possible the risk of collateral intrusion, and the extent to which it remains is a factor to consider when determining the proportionality of the operation. 2.9 Surveillance by other public authorities and external partners Council officers are occasionally asked to assist in surveillance operations being conducted by other public authorities such as the police, the Benefits Agency, Customs and Excise etc. In such cases, it is for the organisation seeking assistance from the Council to ensure that it has Page 173 of 288
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Page 13 of 14 appropriate authorisations in place. These authorisations should be shown to Council staff involved or written confirmation should be given that the authorisations have been duly granted. If the Council is carrying out its own surveillance as part of a joint operation, however, Council officers should arrange for its own authorisations to be put in place too. The OSC have, in the past, indicated that they would prefer one public authority to take the lead in joint operations and for authorisations to be made all inclusive, where possible. There may be occasions when the Council wishes to engage a third party in to conduct covert surveillance on its behalf. When a person who is not an employee of the Council is authorised to conduct covert surveillance on behalf of the Council, he is an agent of the Council. In any such case, the Authorising Officer should obtain written acknowledgement of this agency arrangement and confirmation that the agent will comply with the authorisation. 2.10 Data Assurance Data assurance refers to the process that ensures appropriate safeguards are in place for all data obtained from the use of RIPSA. Security and retention of documents Documents created under this procedure are highly confidential and shall be treated as such. The Head of Corporate Governance, as SRO, shall ensure that the central register is kept secure and shall make proper arrangements for the retention and destruction of documentation in accordance with the requirements of the Data Protection law and the Code of Practice. It should be noted that refusals, as well as approved applications, must be retained. The Code of Practice states that although retention of authorisations is required for at least three years from the ending of the authorisation, or longer, if required for ongoing proceedings, retention for five years is recommended to ensure that no records are destroyed until a Surveillance Commissioner has had an opportunity to see them. The Council adheres to this five year retention period. In accordance with previous guidance issued by the OSC, documents will be inspected periodically by the Head of Corporate Governance, to ensure that consistent approach is being adopted by different Council Services. As IPCO now has oversight of RIPSA compliance, they have statutory powers of inspection and all records in the Council’s central register (applications, authorisations, cancellations and refusals) must be available for inspection. Security and retention of data obtained Data obtained under RIPSA must be stored securely and should be retained for no longer than is necessary. Authorising Officers must be satisfied, when authorising and cancelling surveillance, that appropriate arrangements are in place for the secure retention, review and disposal of this. 2.11 Training Page 174 of 288
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Page 14 of 14 Each Service is responsible for ensuring that their staff receive adequate training to deal with the authorisation process and any enquiries. Training, advice and guidance is available, as required, from Legal and Democratic Services. 2.12 Public Access Copies of the Policy and Codes of Practice will be made available to the public on request. 2.13 Complaints In the event of any member of the public being unhappy or dissatisfied with the conduct of any covert surveillance, in addition to the Council’s complaints procedure, they have the right to complain to the Investigatory Powers Tribunal. Copies of the Complaints Procedure will be made available to the public by post or e-mail, on request. Page 175 of 288
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Appendix A 1 H:\RIPSA- Q & As 2 Updated Feb 2016 USE OF A COVERT HUMAN INTELLIGENCE SOURCE (CHIS) Questions and Answers 1. Q: What is a CHIS? A: A CHIS is a person who establishes a relationship with another person for the covert purpose of obtaining information e.g. when acting undercover or when dealing with informants. 2. Q: Why is it important to have a proper authorisation in place for use of a CHIS? A: Admissibility of evidence depends on whether evidence is fairly and lawfully obtained. An authorisation will provide lawful authority for use of a source. 3. Q: When is it necessary to obtain an authorisation for use or conduct of a CHIS? A: Officers should obtain an authorisation where the use or conduct of a source is likely to interfere with a person’s right to privacy, whether or not that person is the actual subject of the investigation or operation. 4. Q: Is an authorisation for a CHIS needed in relation to test purchases? A: If a Council officer, or someone acting on his behalf, makes a straightforward test purchase no authorisation is required e.g. If an officer or a juvenile purchases cigarettes from a retailer. This is due to the fact that there is unlikely to be a breach of privacy as the officer or juvenile is simply entering the shop in the same way as any other customer. If, however, the officer or the juvenile develops a relationship with the person from whom he is purchasing to elicit further information, it is likely that an authorisation for a CHIS will be necessary. Alternatively, if the shopkeeper is placed under covert surveillance by the use of a device an authorisation for directed surveillance will be more appropriate. 5. Q: Is a member of the public who volunteers information a CHIS? A: There is no ‘one size’ fits all when deciding whether an authorisation for a CHIS is needed. This will depend on the specific circumstances of any given case. However, officers must know when to seek advice on this. Particular care should be taken when a member of the public is Page 176 of 288
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Appendix A 2 H:\RIPSA- Q & As 2 Updated Feb 2016 acting as an informant. If information is simply volunteered, no application for CHIS is required, as there is no relationship established or maintained for the purposes of obtaining that information covertly. However, if the member of the public is asked to make contact or maintain an existing relationship to obtain information, an authorisation for CHIS will be needed, as he/she is establishing or maintaining a relationship to covertly obtain private information. In such cases, sufficient safeguards, as outlined in 2.2.2 of the Surveillance Policy, must be in place to protect the source and consideration must be given to the risk of reprisals if the information covertly supplied is used as a basis for further action. Services should consult Legal and Democratic Services before using any information obtained in this way. 6. Q: What about concerned relatives who report issues to Children’s Services? Once again, this will depend on the circumstances of the case. Social workers, for example, frequently act on information supplied, often in confidence by relatives of a child. No authorisation is need for this. However, should contact become repeated and regular, this should be kept under review and advice sought, as necessary. Whilst Children’s Services exercise their statutory powers and duties overtly, staff should be aware of the difference between overt and covert surveillance. 7 Is an authorisation for a CHIS needed if internet or social networking sites are used by officers for research or investigation? A: Do not assume that because monitoring and research of activities via the internet and social networking sites e.g. purchase of illicit goods by Trading Standards officers or monitoring by fraud investigators, is routine or easy to conduct, that no authorisation is needed for this. Social networking sites are designed to enable users to create profiles and form relationships with other users within that site. Profiles will have varying levels of access and disclosure which are controlled by the user and website administrator e.g. all content may be publicly available or some may be restricted to ‘friends’. Not all social networking sites work in the same way and so, care must be taken by officers to understand how the sites being used operate. Where privacy settings/access controls are applied to social media sites, the author has a legitimate expectation of privacy. If there is any covert use made of internet or social networking sites (i.e. the other party does not know that the enquirer is a Council employee) to support a particular investigation or operation, particularly where any privacy settings are passed, then an authorisation for directed surveillance should be considered. Where a relationship is established or maintained for the covert purpose of Page 177 of 288
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Appendix A 3 H:\RIPSA- Q & As 2 Updated Feb 2016 obtaining private information, an authorisation for a CHIS should be considered. Officers should not assume that viewing “open source” materials, where there are no such controls in place, for the purposes of an investigation will never require an authorisation because this is publicly available. Whilst an authorisation may not be required for single viewing of publicly available information, repeat viewing of this information may require an authorisation, depending on the circumstances, as this becomes targeted and focused. Although officers may make overt use of publicly available information, advice should be obtained from the Managing Solicitor (Information Governance) before repeated viewing of social media sites for investigatory purposes, as targeting users can render overt use covert. 8. Will obtaining an authorisation mean that there is no breach of human rights? A: Interference with the Article 8 ECHR right to privacy can only be justified if it is lawful, necessary and proportionate. It is therefore essential that the authorisation is necessary for one or more of the lawful grounds for surveillance listed at Answer 9. Proportionality involves balancing the right of the person or persons whose privacy is being infringed with the greater good. The use of a CHIS will not be proportionate if the information which is sought could reasonably be obtained by other, less intrusive, means. 9. Q: What are the lawful grounds for use of a CHIS? A: The lawful grounds are:- Prevention and detection of crime or disorder; Public safety; Protection of public health; Any other purpose prescribed in an order made by the Scottish Ministers 10. Q: What about other people i.e. people who are not the subject of the surveillance? A: Authorising officers must take into account the risk of intrusion into the privacy of people who are not the subject of the investigation i.e. collateral intrusion. Measures should be taken, where practicable, to avoid unnecessary intrusion into the lives of those not directly Page 178 of 288
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Appendix A 4 H:\RIPSA- Q & As 2 Updated Feb 2016 connected with the operation or investigation. The application for use or conduct of a CHIS should include an assessment of the risk of any collateral intrusion and the authorising officer should take this into account when considering the proportionality of the use and conduct of a source. 11. Q: What if there is unexpected collateral intrusion? A: If the investigation or operation unexpectedly interferes with the privacy of individuals who are not covered by the authorisation, the authorising officer should be informed. If there is a possibility that the original authorisation may be insufficient, consideration should be given to whether a new authorisation is required. 12 Q: What about the wider community? A: Authorising officers and officers applying for authorisations will also need to be aware of any particular sensitivities in the local community where the source is being used and of similar activities being undertaken by other public authorities which could impact on the deployment of the source e.g. police. Consideration should be given to any adverse impact on community confidence or safety that may result from the use or conduct of a source or of information obtained from that source. If an authorising officer considers that conflicts may arise, they should consult a senior officer within the police force area in which the source is deployed. In addition, the authorising officer should make an assessment of any risk to a source in carrying out the conduct in the proposed authorisation. 13. Q: What if there is a need to carry out surveillance on a potential source? A: It may be necessary to deploy directed surveillance against a potential source in order to assess their suitability for recruitment. In such cases, an authorisation for a CHIS authorising an officer to establish a covert relationship with a potential source could be combined with a directed surveillance authorisation so that both the officer and the potential source could be followed. 14. Q: What about “confidential information”? A: Confidential information includes matters subject to legal privilege, confidential personal information and confidential journalistic material. RIPSA does not provide any special protection for such information. However, particular care should be taken in cases where the subject of Page 179 of 288
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Appendix A 5 H:\RIPSA- Q & As 2 Updated Feb 2016 the investigation or operation might reasonably expect a high degree of privacy, or where confidential information is involved. In cases where the use or conduct of a CHIS is likely to result in confidential information being acquired, authorisations must be granted by the Chief Executive. Where there is any doubt as to the handling and dissemination of confidential information, advice should be sought from Legal Services. 15. Q: Can a vulnerable individual be authorised as a CHIS? A: A “vulnerable individual” is a person who is or who may be in need of community care services by reason of mental or other disability, age or illness and who is unable to take care of himself, or unable to protect himself against significant harm or exploitation. Any such individual should only be authorised to act as a source in the most exceptional circumstances. In any such cases, authorisations must be granted by the Chief Executive. 16. Q: What about juvenile sources? A: There are special safeguards in relation to the use or conduct of juvenile sources i.e. sources under the age of 18 years and some additional rules for under 16s. On no occasion should the use or conduct of a source under 16 years of age be authorised to give information against his parents or any person who has parental responsibility for him. Officers must ensure that an appropriate adult is present at any meeting with the source if the source is under 16 years old. When dealing with juvenile sources i.e. under 18s, a full risk assessment considering the nature and magnitude of any risk of physical injury to the source arising in the course of, or as a result of carrying out the conduct described in the authorisation must be identified and evaluated. The nature and magnitude of any risk of psychological distress to the source must also be identified and evaluated. Any such risks must be justified and properly explained to and understood by the source and the officer granting or renewing the authorisation must know whether the relationship to which the conduct or use would relate is between the source and a relative, guardian or person with responsibility for the source’s welfare. If it is, particular consideration must be given to whether the authorisation is justified in light of that fact. 17. Q: How long will an authorisation for a CHIS last? Page 180 of 288
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Appendix A 6 H:\RIPSA- Q & As 2 Updated Feb 2016 A: An authorisation for a CHIS relating to juveniles will only last for one month. In urgent cases an authorisation is valid for 72 hours. Authorisations may be granted orally for urgent cases, but officers should only authorise on this basis in exceptional circumstances. In all other cases, an authorisation is valid for 12 months. 18. Q: What about renewals? A: Before an authorising officer renews an authorisation, he must be satisfied that a review has been carried out of the use of a CHIS. This review should include the use made of the source during the period of authorisation, the task given to the source and the information obtained from the source. The results of a review should be recorded on the relevant review form. Authorisations should be reviewed frequently where the use of a source provides access to confidential information or involves collateral intrusion. It is for the authorising officer to determine how often a review should take place. However, this should be as frequently as is considered necessary and practicable. If at any time before an authorisation would cease to have effect, the authorising officer considers it necessary for the authorisation to continue, he may renew it in writing for a further period of 12 months. Renewals may also be granted orally in urgent cases and last for a period of 72 hours. The renewal will take effect at the time at which the authorisation would have ceased to have effect but for the renewal. An application for renewal should not be made until shortly before the authorisation period is drawing to an end. Authorisations may be renewed more than once, if necessary, provided they continue to meet the criteria for authorisation. 19. Q: Why are cancellations important? A: The authorising officer who granted or renewed the authorisation must cancel it if he is satisfied that the use or conduct of the CHIS no longer satisfies the criteria for authorisation or that satisfactory arrangements for the source’s case no longer exist. Where the authorising officer is no longer available, this duty will fall on the person who has taken over the role of the authorising officer or who is acting as authorising officer. Where necessary the safety and welfare of the source should continue to be taken into account after the authorisation has been cancelled. 20. Q: How do I manage a source? Page 181 of 288
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Appendix A 7 H:\RIPSA- Q & As 2 Updated Feb 2016 A: Tasking - tasking is the assignment given to the source asking him to obtain information, to provide access to information or to otherwise act for benefit of the Council. Authorisation is required prior to any tasking where this requires the source to establish or maintain a personal or other relationship for a covert purpose. The officer obtaining the authorisation will have day to day responsibility for:- dealing with the source on behalf of the Council; directing the day to day activities of the source; recording the information supplied by the source; and monitoring the source’s security and welfare In some cases, the tasking given to a person will not require the source to establish a personal or other relationship for a covert purpose, e.g. a Trading Standards Officer may be involved in the test purchase of items which have been labelled misleadingly or are unfit for consumption. In such cases, it is for the officers involved to determine where, and in what circumstances, such activity may require authorisation (see also Question 4). If in doubt, advice should be obtained from the Managing Solicitor (DPO). It is not the intention authorisations are so narrow that a separate authorisation is required each time that a source is tasked. An authorisation may cover, in broad terms, the nature of the source’s task. If this changes, then a new authorisation may be needed. It is difficult to predict exactly what might happen each time a meeting with a source takes place, or the source meets the subject of an investigation. There may be occasions when unforeseen action or undertakings occur. When this happens, this must be recorded as soon as practicable after the event and, if the existing authorisation is insufficient, it should be cancelled and a new authorisation should be obtained before any further action is carried out. Similarly, where it is intended to task a source in a new way or a significantly greater way than previously identified this must be referred to the authorising officer, who should consider whether a separate authorisation is needed. This should be done before any tasking and the details of such referrals must be recorded. 21. Q: What about the security and welfare of a source? Page 182 of 288
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Appendix A 8 H:\RIPSA- Q & As 2 Updated Feb 2016 A: When deploying a source, the Council should take into account the safety and welfare of that person, when carrying out actions in relation to the authorisation or tasking and to foreseeable consequences to others of that tasking. Before authorising the use or conduct of a source, the authorising officer should ensure that a risk assessment is carried out to determine the risk to the source and likely consequences should the role of the source become known. The ongoing security and welfare of the source, after cancellation of the authorisation, should also be considered at the outset. Any concerns about personal circumstances of the source should be brought to the attention of the authorising officer if they might affect:- the validity of the risk assessment; the conduct of the source; and the safety and welfare of the source The authorising officer should make a decision on whether or not to allow the authorisation to continue further to consideration of such matters. 22. Q: What is the link between intrusive surveillance and a source wearing or carrying a surveillance device invited into a house? A: The Council cannot authorise intrusive surveillance. Placing a surveillance device into residential premises of private vehicles is usually classed as intrusive. However, a CHIS wearing or carrying a surveillance device who is invited into residential premises or a private vehicle, does not require an additional authorisation to record any activity taking place inside those premises or vehicles which take place in his presence. Authorisation for the CHIS may be obtained in the usual way. Page 183 of 288
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1 ___________________________________________________________________ To: Finance, Resources and Customer Services Policy Board On: 17 November 2022 ___________________________________________________________________ Report by: Director of Finance and Resources ___________________________________________________________________ Heading: ‘People Strategy 2021-26’ - New and Revised HR&OD Policies ___________________________________________________________________ 1. Summary 1.1 In March 2021, Members approved the Council’s new People Strategy: ‘Our People Our Future 2021-2026’. The immediate priorities of this strategy were to focus primarily on supporting the workforce in the response to and recovery from COVID19. Longer-term it will support the continuation of the council’s transformation plans, ensuring we can adapt our ways of working to meet the challenges of the future. It aims to improve the workplace culture and staff experience by creating the right conditions for change, to deliver future modernised and sustainable services. 1.2 A key project identified within the strategy was the HR&OD Policy Review Plan. This committed officers to review all existing HR&OD policies to better support new ways of working as the Council emerged from the challenges of the pandemic. New and revised HR & OD policies will create the right supportive foundations to ensure they adequately empower and support the level of organisational and cultural change required. This policy review has incorporated our values and a has clear focus on flexibility, health and wellbeing, equality, diversity and inclusiveness. 1.2 The purpose of this report is therefore to seek approval from members to implement the four policies attached in Appendices 1-4. These include: Revised Recruitment Policy (Appendix 1) New Menopause Policy (Appendix 2) Item 13 Page 185 of 288
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2 Revised Managing Absence Policy (Appendix 3) New Pregnancy Loss Policy (Appendix 4) 1.3 Consultation has taken place with the Trade Unions and Services and feedback has informed the development of these policies. All policies have been modernised and are updated in line with best practice, our values and employment legislation. 1.4 Following approval from Members, a detailed set of procedures will be finalised in conjunction with the trade unions to support the implementation of these policies. In addition, some changes will be required to the ERP system as will updated training for managers. These developments are being designed now. These policies will be fully implemented the next few months and by no later than end of March 2023. These will also be communicated to all managers and employees within the Council via the normal channels. __________________________________________________________________ 2. Recommendations 2.1 It is recommended that members: Approve the new and revised HR&OD Policies at appendices 1-4. __________________________________________________________________ 3. Background 3.1 The Council strives to create a healthy and inclusive working environment which supports all employees to better balance their work and home commitments. Employee health, development and wellbeing remains our top priority. 3.2 The Council recognises that employees today have an increased need for a better work experience and a desire for more flexibility and self-control around work life balance, particularly when it comes to sharing parenting and family responsibilities. Accommodating changes to working arrangements and supporting personal commitments will help us to continue attracting and retaining key talent whilst continuing to provide a modern and efficient service to the residents of Renfrewshire. 3.3 Through the implementation of these policies, the Council will promote and encourage employees to fully utilise all the supportive provisions available. 4 New and Revised HR&OD Policies 4.1 Revised Recruitment Policy - Our Council of the future requires a highly skilled, flexible, adaptive, and motivated workforce committed to driving continuous improvement to achieve the Council’s vision and values and meet the needs of Renfrewshire’s communities. Page 186 of 288
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3 The revised Recruitment Policy (Appendix 1) provides the Council’s statement of intent for recruitment, outlining its recruitment principles to attract the right people, for the right jobs, with the right skills, knowledge, and competencies. 4.2 The Council will strive to reach out to all community groups through its recruitment campaigns and targeted activities to attract a wide and diverse talent pool. Appointments will be made on merit and best fit with the Council’s organisational competencies, goals and values whilst meeting best practice and legislative requirements. Supporting guidance and development in recruitment good practice will be made available for managers and employees to support the fair, inclusive and consistent implementation of this policy. 4.3 The key changes in the policy are: A five-week target for completing pre-employment checks to appoint people following an offer of employment. One reference only required for internal, cross-service area appointments. More emphasis on being an inclusive employer and creating a positive journey for all during the recruitment process. Integration of the Council’s employability programmes, supporting alternative routes into employment. Aligning to Audit Scotland ‘Managing Early Departures’ principles, employees who leave the Council on VR/VER will not be re-employed after they have chosen to leave the Council’s employment within 1 year. 4.4 New Menopause Policy - the Council recognises that its workforce is diverse with female employees accounting for approximately three quarters of the workforce. Menopause is a natural life occurrence affecting people in many ways. The Council recognises that symptoms of menopause, predominantly in women can have a detrimental impact on their mental and physical health. The policy will aim to support women and raise awareness of what menopause is and supports managers and colleagues when the symptoms impact on someone within the workplace. 4.5 The policy provides up to a maximum of 5 days leave with pay relating to: Seeking support and advice from healthcare professionals or other organisations such as a specialist nurse or GP. Attending related appointments for example, in relation to skin and/or hair changes or a sexual health clinic to discuss contraception. Recovering from some of the more serious effects of menopause. 4.6 Managing Absence Policy - The health, safety and wellbeing of our employees remains the Council’s top priority as we continue to recover from the covid pandemic and settle into new and different ways of working. Page 187 of 288
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4 4.7 Over the years we have implemented a range of successful initiatives to reduce absence levels and improve well-being at work, but we need to do more, we need to do things differently and work more closely with our trade union colleagues and partners to improve well-being. This policy aims to improve our culture of wellness, inclusiveness, and continuous improvement and sets out our expectations for people to attend work and our intention to take all reasonable supportive steps to minimise the impact current sickness absence has on our services, communities. 4.8 The key changes in the policy are: One process to support short and long term absences. Applying supportive early intervention strategies such as moving to day 1, 2 & 3 employee absence contacts, replacing the current day 1, 4 and 7 contact procedures. New absence review points, replacing current absence triggers to help manage short term, sporadic absences. A phased return to work of up to 4 paid weeks in any calendar year following a period of absence. Removal of leave abatement, ensuring staff can take all leave they have accrued while off sick. 4.9 Pregnancy Loss Policy – the Council is committed to the Miscarriage Association’s Pregnancy Loss Pledge enhancing the support to those who experience pregnancy loss including providing paid time off to parents at any stage. 4.10 This policy will enhance our inclusive working environment, through supporting the workforce and their partners back to work following pregnancy loss by showing compassion, flexibility, practical and emotional support in all circumstances. Pregnancy loss includes miscarriage, ectopic or molar pregnancy (loss of a pregnancy before 24 weeks gestation). 4.11 It is proposed that up to 2 weeks’ paid leave will be approved for someone who experiences pregnancy loss from day 1 of employment with the Council. __________________________________________________________________ Implications of the Report 1. Financial - The Council’s ongoing financial sustainability is dependent on the ability of the Council to transform and modernise services. 2. HR & Organisational Development - As outlined in the report. 3. Community Planning – None. 4. Legal – None Page 188 of 288
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5 5. Property/Assets – None 6. Information Technology – As outlined in the report. 7. Equality & Human Rights The Recommendations contained within this report have been assessed in relation to their impact on equalities and human rights. No negative impacts on equality groups or potential for infringement of individuals’ human rights have been identified arising from the recommendations contained in the report 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, and the results of the assessment will be published on the Council’s website. 8. Health & Safety - As outlined in the report. 9. Procurement – None. 10. Risk – None. 11. Privacy Impact – None. 12. Cosla Policy Position – None. 13. Climate Risk – None. _________________________________________________________ List of Background Papers None _________________________________________________________________ Author: Raymond Cree, Organisational Development and Workforce Planning Manager. raymond.cree@renfrewshire.gov.uk Page 189 of 288
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1 Issue Number: 2 Issue Date: 11/22 Review Date: 11/24 This document is available in alternative formats on request For all council employees. Local recruitment procedures are in place for the Chief Officers and Teachers. Recruitment Policy Page 190 of 288
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2 Contents Page Number 1. Introduction 3 2. Purpose of the Policy 3 3. Scope 3 4. Responsibilities 3 5. Recruitment Principles 3 6. Supporting Renfrewshire’s Communities 5 7. Recruitment Training 5 8. The Equality Act and the Public Sector Equality Duty 5 9. Recruitment Complaints 5 10. Conflict of Interest 5 11. Confidentiality 6 12. Equality and Human Rights Impact Assessment 6 13. Monitoring and Review 6 Page 191 of 288
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3 1 Introduction 1.1 The Council is committed to attracting the best candidates and recruiting the highest calibre of employees. As an equal opportunities’ employer, we recognise the benefits that a diverse workforce with different values, beliefs, experience, and backgrounds brings. We are committed to building an inclusive recruitment culture where all people feel valued, included, and able to be at their best. 1.2 All candidates will be given the opportunity to demonstrate their ability regardless of any protected characteristic. 1.3 We will provide guidance for managers and candidates which will support this policy. 2 Purpose of The Policy 2.1 The purpose of this policy is to support services to manage all recruitment activities effectively through the provision of a fair and transparent process. 2.2 The policy aims to: Appoint and retain our workforce of the future based on merit. Apply fair and consistent recruitment practices across the Council. Embed our equality, diversity, and inclusion agenda throughout our recruitment processes. Meet all legislative employment requirements and demonstrate best practice. 3 Scope 3.1 The principles of this policy apply to all potential candidates and existing employees. Separate local guidance procedures are in place for the recruitment of the Chief Executive, Chief Officers and Teaching staff which must be applied when recruiting to these employee groups. We also have separate procedures in place for volume recruitment. 3.2 This policy applies to the recruitment of posts that are permanent, temporary, fixed term or casual/sessional. Services must ensure that any other partner agencies acting on behalf of the Council for the purposes of recruitment resources or shared recruitment campaigns apply the principles in this policy. 4 Responsibilities 4.1 All Managers, Elected Members, HR & OD, Customer and Business Services and the Trade Unions all have a part to play in ensuring the principles of this policy are applied effectively. 5 Recruitment Principles 5.1 All candidates will be encouraged to apply online, but we will provide and accept applications in accessible formats where necessary. We can offer alternative versions of the application form in formats such as large print, braille, and audio. Page 192 of 288
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4 5.2 Prior to advertising a vacancy there must be a post in the organisational structure with a job-evaluated, current job description. The job description and person specification will be available for candidates. 5.3 There will be an organised panel interview to assess a candidate’s suitability against the essential and desirable criteria requirements of the job. Other relevant assessment tools may also be used (appropriate to the post being advertised). 5.4 We are a Disability Confident employer and guarantee an interview to all candidates with disabilities who meet the essential criteria for the job and will consider any reasonable adjustments throughout the recruitment process to support and promote a positive and inclusive recruitment experience. Advice on reasonable adjustments should be sought from HR & OD. 5.5 All candidates will be given reasonable information about what to expect in advance regarding application format and assessment tools. 5.6 If you are currently working with us and on the redeployment register, you will normally be given the opportunity to note interest in jobs before they are advertised. If successful, the post will not be advertised. 5.7 For posts where a criminal record check is required, this will be detailed in the job advertisement and pack. Only successful candidates will be asked to give details of their criminal record in line with legislation. 5.8 Where a former employee has received voluntary redundancy or voluntary early retirement, we will not normally re-employ or re-engage them for a period of 1 year from the date of leaving. 5.9 Where a candidate gives inaccurate or misleading information or withholds relevant information, this may be considered grounds for withdrawing a job offer if a reasonable explanation is not provided. If the candidate has already been appointed, we may take disciplinary action up to and including dismissal if a reasonable explanation is not provided. 5.10 Where a candidate is a former employee who was dismissed by us, we will be entitled to review and consider the circumstances of the dismissal when deciding whether to select the candidate for interview, and/or recruit. This will also apply if the candidate resigned before the outcome of a disciplinary hearing or investigation into an allegation of gross misconduct. 5.11 All candidates will be assessed in line with our competencies, vision, and values. 5.12 We will obtain a record of each candidate’s employment history and explore any gaps with the candidate. All necessary pre-employment checks must be completed before any successful candidate commences employment with us. 5.13 We will issue a contract of employment to candidates on the first day of being appointed to the Council. We aim to appoint candidates within a maximum period of 4-5 weeks from being notified as the preferred candidate. For job roles that generally have shorter notice periods, we will try where possible to have contracts sent within a 2-week period. Page 193 of 288
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5 5.14 After the offer of employment is accepted, your personal data, for example your personal email address or mobile number, may be used to share important updates or information with you to improve communication and engagement. You may opt out of this at any point. 6 Supporting Renfrewshire’s Communities 6.1 We are committed to supporting local business growth and tackling unemployment in Renfrewshire and will therefore participate in all the Council’s local employability initiatives and national government initiatives as part of the recruitment process to assist with training opportunities and creating jobs for disadvantaged or disengaged groups across Renfrewshire. We remain fully committed to working with schools, colleges, and universities, promoting our employment opportunities and various career pathway routes into employment through apprenticeships, traineeships, and internship programmes. 7 Recruitment Training 7.1 If involved in the recruitment process, you must ensure you have received training on the Council’s Recruitment Policy. The Chair of the Recruitment Panel must be assured all panel members have received training prior to any recruitment activities being undertaken. 8 The Equality Act and the Public Sector Equality Duty 8.1 The Equality Act 2010 and the Public Sector Equality Duty requires us to gather evidence and use equality data from applicants to ensure we take all reasonable steps to eliminate possible discrimination. Equality monitoring helps us to ensure our recruitment practices are fair and reasonable, and to understand the impact our recruitment processes have on applicants from different equality groups. We will investigate reasons for any disproportionate trends in the recruitment information and will consider where appropriate using positive action and targeted recruitment to better perform the equality duty and encourage applications from underrepresented groups for posts within the Council. 8.2 Where requested, reasonable adjustments to the recruitment process will be considered to ensure that no candidate is disadvantaged because of their disability or any other protected characteristic. 9 Recruitment Complaints 9.1 If an applicant considers they have been unfairly treated in the application of this policy, a complaint can be made to the Head of People & OD to investigate the matter and take any appropriate actions. 10 Conflict of Interest 10.1 Where a member of the recruitment panel is related to a candidate or has a close relationship outside work, they must declare their relationship and take no further part in the selection process. Page 194 of 288
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6 11 Confidentiality 11.1 We will treat all information on application forms confidential and restrict access to this information to those involved directly in the recruitment process and its administration. 11.2 Information relating to the recruitment process and activities should be recorded, maintained, and processed confidentially and securely by the relevant Service, HR & OD and Customer and Business Services. Any information recorded and maintained will be used only to monitor the effectiveness of this policy. 11.3 Information processed may include paper or electronic records and will be done so in line with the General Data Protection Regulation (Regulation EU 2016/679) (“GDPR”), the Privacy and Electronic Communications (EC Directive) Regulations 2003 (as may be amended by the proposed Regulation on Privacy and Electronic Communications) and any legislation that, in respect of the United Kingdom, replaces, or enacts into domestic law, or any law relating to data protection, the processing of personal data and privacy as a consequence of the United Kingdom leaving the European Union. The recruitment process and decisions arising from it must be documented and documentation held securely for at least 6 months. 12 Equality and Human Rights Impact Assessment 12.1 This policy has been equality impact assessed in line with the Council’s obligation to comply with the Equality Act 2010. 13 Monitoring and Review 13.1 This policy will be reviewed regularly and in line with any legislative changes and best practice relating to recruitment activities. The recognised trade unions will be consulted on any future changes to this policy. Page 195 of 288
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For all council employees. Supporting Menopause Policy Issue Number: 1 Issue Date: 11/22 Review Date: 11/24 This document is available in alternative formats on request Page 196 of 288
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2 Contents Page Number 1. Introduction 3 2. Purpose of this policy 3 3. Scope 3 4. Menopause Stages 3 5. Menopause Symptoms 4 6. Supports and Paid Leave 4 7. Supporting Menopause Guidance 5 8. Supporting Each Other 5 9. Confidentiality 6 10. Equality and Human Rights Impact Assessment 6 11. Monitoring and Review 6 Page 197 of 288
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3 1. Introduction 1.1 The Council wants to support colleagues’ wellbeing at every stage of life. Almost three quarters of our workforce are female and therefore we recognise that many female colleagues will be working through the perimenopause and menopause transition and managing the symptoms at work. We know that many people feel uncomfortable talking about the perimenopause and menopause, which means that some women suffer in silence while experiencing a wide range of symptoms that can affect their physical as well as mental health. 1.2 Whilst research shows that menopause normally takes place between 45 and 55 years of age as oestrogen levels drop, we understand the timings and symptoms are different for everyone. In the UK, the average age for a woman to reach the menopause is 51 years old. However, for some women, menopause occurs earlier or later than this. 1.3 While this Policy uses the term ‘women’ to talk about people who may experience perimenopause and menopause transition, we know that it can impact trans or non-binary colleagues. We will support all colleagues experiencing perimenopause and menopause transition, so we encourage colleagues to ask for help if they need it. 2. Purpose of this policy 2.1 The purpose of this policy is to provide support to women with menopause, to raise awareness of what menopause is and to help you discuss this openly and confidently, should you wish to do so. We hope this helps to ensure that if you do experience menopause, you receive the right support at work when it’s needed. 3. Scope 3.1 The policy applies to all Council colleagues. Advice and guidance on this and other support and leave provisions are available from Human Resources & Organisational Development (HR & OD). 4.0 Menopause Stages 4.1 Perimenopause is phase leading up to the menopause, when a woman’s hormone balance starts to change. During this time a woman may start to suffer with menopause symptoms but is still having periods. Women are said to have reached the menopause when they haven’t had a period for a year. The symptoms last on average for four years, but for some can last much longer. 4.2 Menopause can be defined as the biological stage in a woman's life that occurs when she stops menstruating and reaches the end of her natural reproductive life. It is sometimes called the ‘change of life’ and is a natural part of the ageing process because of a change in hormone levels, more specifically oestrogen. As a result of these hormonal changes many women can experience menopause symptoms. Page 198 of 288
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4 4.3 Early menopause happens when a woman stops menstruating before the age of 45. Premature menopause starts before the age of 40 and can also be referred to as “premature ovarian insufficiency”. Early or premature menopause can be due to several reasons including family history, some health conditions (for example certain autoimmune diseases), medication or treatments (such as some received for cancer), surgery (for instance removal of the ovaries) and smoking. 5. Menopause Symptoms 5.1 Menopause is a personal experience. This is a natural part of the ageing process and can cause a wide range of symptoms that may last for several years. You may experience some symptoms with varied duration and severity, whereas others may experience no symptoms and may not require help or support. 5.2 Menopause symptoms can be both physical and psychological. Below is a non- exhaustive list of some of the symptoms may affect you at work: Hot flushes Night sweats Light or heavy periods Headaches Low mood Memory and concentration problems Muscle and joint stiffness and pain Difficulty sleeping Tiredness 6.0 Supports and Paid Leave 6.1 We are committed to supporting you if you are experiencing symptoms of perimenopause or menopause transition. We understand that not everyone experiences menopause in the same way. Like any other health condition, your symptoms, and the support you need may differ from others. 6.2 If you are experiencing symptoms and need support, you should speak to your line manager if you’re comfortable to do so. Your manager can then discuss any workplace supports to help you, for example: Providing more breaks. Making sure you’ve got access to cold water while you’re working. Making sure you’ve got easy access to toilet facilities. Making sure the temperature is comfortable, providing a fan or access to fresh air. Adjusting your uniform requirements or providing more items of uniform. Giving you somewhere to store extra clothes or change clothes during the day. Working from home (where practical). Page 199 of 288
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5 Changing your working hours if you’re experiencing disturbed sleep (where practical). 6.3 There may also be times that your line manager can agree up to 5 days paid menopause leave per year. This leave would normally be used for: Seeking support and advice from healthcare professionals or other organisations such as a specialist nurse or GP. Attending related appointments for example, in relation to skin and/or hair changes or a sexual health clinic to discuss contraception. Recovering from some of the more serious effects of menopause. If attending appointments, you will be asked to provide your line manager with some kind of confirmation of your appointment(s). If line managers are unsure about agreeing leave, they should take advice from HR&OD before any agreement is made. 6.4 Paid leave will be pro-rated and can be taken in hours, half days, or days. 7. Supporting Menopause Guidance 7.1 More guidance on menopause and the support available can be found in the ‘Supporting Menopause Guidance’. All managers will be required to complete the appropriate e-learning training to support the fair and consistent application of this policy. Training covers: The symptoms of menopause. Our roles and responsibilities. Guidance to help you have a sensitive conversation. Examples of workplace supports and support for employees. 8. Supporting Each Other 8.1 We’re committed to taking all reasonable steps to make sure that we: Listen to you if you tell us about your perimenopause or menopause symptoms. Keep information about your health confidential. Support you if you’re experiencing menopausal symptoms, by putting in place supports where needed. Treating you with respect, not making judgements or assumptions about you based on your age or because you’ve told us that you’re in menopause transition. Treat any issues of bullying and harassment in relation to health issues associated with the menopause seriously. 9. Confidentiality Page 200 of 288
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6 9.1 If you tell your manager or HR about your menopause transition, they’ll keep this information confidential and won’t share it unless you give your consent, except if we’ve got serious concerns for your safety or that of others. 9.2 Information relating to menopause leave and confidential discussions linked to menopause will be recorded, maintained, and processed securely by the relevant Service, HR & OD and Customer and Business Services, and will be used only to monitor the effectiveness of this policy. All information will be processed in line with current UK data protection laws. 10. Equality and Human Rights Impact Assessment 10.1 This policy has been impact assessed in line with the Council’s obligation to comply with the Equality Act 2010 and the Public Sector Equality Duty. 11. Monitoring and Review 11.1 This policy will be reviewed regularly and in line with any legislative and organisational changes. The recognised Trade Unions will be consulted on any future changes to this policy. Page 201 of 288
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Managing Absence Policy For Local Government, Craft and Chief Officers (Excludes Teachers). Issue Number: 2 Issue Date: 11/22 Review Date: 11/24 This document is available in alternative formats on request Page 202 of 288
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1 Contents Page Number 1 Introduction 2 2 Purpose and Aims 2 3 Scope 3 4 Sickness Absence Categories 3 5 Absence Reporting Procedures 3 6 Keeping in Touch 3 7 Sickness and Fit Note Certification 3 8 Sick Pay 4 9 Return to work 4 10 Absence Review Meetings 4 11 Annual Leave and Phased Return to Work 5 12 Disability Related Absence 6 13 Pregnancy Loss and Menopause related Absence 6 14 Supports to Enable a Quicker Return to Work 6 15 Scheme of Unpaid Leave of Absence due to Sickness 6 16 Confidentiality 6 17 Equality and Human Rights Risk Impact Assessment 7 18 Monitor and review 7 Page 203 of 288
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2 1 Introduction 1.1 We are working hard to be the most supportive, caring, and inclusive employer we can be, providing you with a workplace where you feel safe, valued, and listened to, a place where you will have a good experience each day and feel supported to achieve your own goals and aspirations, helping you to reach your full potential. Whatever you’re employed as in the Council, the work you carry out every day matters a great deal to communities and colleagues, and without it, we simply cannot deliver essential services to our communities or achieve our Council vision. 1.2 Your health, safety and wellbeing remain our top priority as we continue to recover from the covid pandemic and settle into new and different ways of working. We recognise that there will be times when you can’t come to work because of illness, and when this happens, we will support you to come back to work as soon as possible, providing you with different support options. 1.3 Over the years we have implemented a range of successful initiatives to reduce absence levels and improve well-being at work, but we need to do more, we need to do things differently and work more closely with our trade union colleagues and partners to improve well-being. Through the application of this policy, we want to improve our culture of wellness, inclusiveness, and continuous improvement and therefore this policy sets out our expectations for you to attend work and our intention to take all reasonable steps to minimise the impact sickness absence has on our services, communities, budgets, and reputation. 1.4 We recognise the importance of training in the managing absence process, and we will ensure that those taking part in any managing absence activities are appropriately trained and are aware of equal opportunities legislation, ensuring you are treated fairly and given equal opportunity through this process, regardless of any protected characteristic. 1.5 This information which follows in this policy outlines the key stages in our managing absence processes and our commitment to reduce the level and costs of absence to the Council. This policy replaces our previous Supporting Attendance at Work Policy and takes effect immediately. 2 Purpose and Aims 2.1 The purpose of this policy is to support the Council to manage absence cases using a consistent and supportive process. 2.2 The policy aims to: Promote the overall health, safety, and wellbeing of employees through education, training, and support. Improve absence levels though applying early intervention strategies. Ensure that managers adopt a fair and consistent approach when managing absence, taking account of individual circumstances. Ensure our expectations are understood on managing absence. Page 204 of 288
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3 Ensure those suffering from chronic or terminal illness are given the necessary consideration and support. Encourage closer analysis and reporting of absence cases. 3 Scope 3.1 This policy applies to all employees, excluding Teachers who have their own supporting attendance arrangements in place. 4 Sickness Absence Categories 4.1 There are 2 categories of absence: Short Term Intermittent Absence: any spell of absence of up to and including 28 calendar days. (pro-rated). Long Term Absence: any single spell of absence of more than 28 calendar days. (pro-rated). 5 Absence Reporting Procedures 5.1 If you are too ill to attend work, you are required to contact your line manager on day the 1st, 2nd, 3rd, and 7th days of absence by phone and where possible, at least one hour before the time you are due to start work. In certain circumstances and if required, someone else may contact us on your behalf. 5.2 If you have more than one job, you must contact each line manager to let them know of your absence. 5.3 When reporting absence, you will be required to provide the following information: The reason for your absence and how long you expect to be off work ill. When your illness started. If your absence is work-related. Your phone number so your manager can maintain contact. Details of any urgent or outstanding work that needs picking up. 5.4 If your absence is not reported on time, this may be recorded as unauthorised absence and could result in loss of pay and action under the disciplinary procedures. If we have reason to believe that your sick leave is not genuine, we may investigate this under the Disciplinary Procedures. 6 Keeping in Touch 6.1 If your absence extends beyond the 3rd day, you are required to contact your line manager on the 7th day of absence. If your absence extends beyond this, then regular contact must be made at least once per week, or as agreed with your line manager. Page 205 of 288
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4 7 Sickness and Fit Note Certification 7.1 If your absence is for 7 calendar days or less, you are required to submit a self- certificate on Businessworld. If your absence continues beyond 7 days, you will be required to submit a Fit Note from a certified medical practitioner or an appropriate healthcare professional. All your absences will be recorded on Businessworld for each job role you hold. 8 Sick Pay 8.1 You may be entitled to receive Occupational Sick Pay (OSP), depending on your length of service. If you are not entitled to OSP, you may receive Statutory Sick Pay (SSP) for up to 28 weeks. OSP and/or SSP may be stopped in certain circumstances if: You have not followed the absence procedure without good reasons. You do not provide a Fit Note. You are found to be engaging in activities including other work, (paid or unpaid, or any sports or hobbies) during your absence that delay recovery or make your illness or condition worse. This may also be considered as misconduct and investigated under the Disciplinary Procedures. 8.2 Managers must contact HR&OD for advice before stopping any pay. 8.3 If your absence is due to industrial accident or a notifiable disease you will receive an industrial injury allowance and this absence will not count towards the calculation for absence review points which are used for managing absence processes. 8.4 Managers may also refer you to Occupational Health to enable relevant support and advice to be provided. If there is a need to cancel or reschedule this appointment, a minimum of 2 days’ notice must be given to Occupational Health where possible. 9 Returning to Work 9.1 Your line manager will arrange to have a return to work meeting with you after every period of absence. All return to work meetings will be recorded on Businessworld. 10 Absence Review Meetings 10.1 Your line manager will arrange an absence review meeting with you when you have reached an absence review point (previously known as an absence trigger). If you have more than one job with the Council, absence review points will be considered separately in each of your job roles. 10.2 There are 3 absence review meetings, as detailed below. Your line manager is encouraged to have more informal support meetings with you if required. The purpose of the absence review meetings is to explore the reasons for your absence and the impact your absence is having on service delivery. Your line Page 206 of 288
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5 manager will agree appropriate interventions and/or additional support with you to improve your attendance at work. 10.3 At the end of each absence review meeting, your line manager will issue you with an outcome letter advising you that your absence levels may be of concern and the potential consequences of failing to achieve a reasonable improvement in your attendance. This letter will also outline the agreed steps you will take to improve your attendance at work and the supports available to help you. 10.4 You will be asked to attend a third and final absence review meeting if your absence levels can no longer be sustained, despite appropriate support and/or reasonable adjustment(s) being made throughout the process. During this meeting, consideration is being given as to whether you can fulfil your contractual obligations to attend work on a regular basis. Dismissal may also be considered, or alternatives to dismissal. 10.5 First Absence Review Meeting 5 days (pro-rated) or 2 occasions of absence in a rolling 12-month period. 4 continuous weeks of absence. Where’s there’s a pattern of absence. Any unauthorised absence. 10.6 Second Absence Review Meeting A further 5 days (pro-rated) or 2 occasions of absence in a rolling 12- month period. 6-12 weeks of a long-term absence. Where there’s a pattern of absence. Any unauthorised absence. 10.7 Third Absence Review Meeting A further 5 days (pro-rated) or 2 occasions of absence in a rolling 12- month period. 12-26 weeks of a long-term absence. Where there’s a pattern of absence. Any unauthorised absence. 10.8 In some circumstances, your line manager may apply discretion and decide not to progress you to the next absence review meeting. This decision should be taken after advice from HR&OD for consistency. 11. Annual Leave and Phased Return to Work 11.1 You may take annual leave during sickness absence if agreed with your line manager. This will not impact on your sick pay, but fit notes are required if your absence lasts more than 7 days. If you have been unable to take all your leave in the calendar year that you have been absent, you can carry forward any unused leave into the next calendar year. Page 207 of 288
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6 11.2 To support your return to work, your line manager may agree a phased return to work of up to 4 paid weeks in any calendar year. You may also agree with your line manager to use your accrued annual leave to assist with a longer phased return to work period. 12. Disability Related Absence 12.1 If you have a disability, we will make reasonable adjustments throughout the managing absence process to support your return to work, that may include review. of any management absence review points, ensure you are not disadvantaged in any way. 13. Pregnancy Loss, and Menopause Related Absence 13.1 If you are impacted by pregnancy loss or menopause symptoms, we will support you throughout the managing absence process and facilitate a supported return to work. 14. Supports to Enable a Quicker Return to Work 14.1 In some circumstances, your line manager may agree to provide you with support to your daily duties, work location, start times etc during absences. This may help you to return to work quicker or in some capacity rather than remaining off sick. We may also consider risk assessed alternative duties to facilitate a return to work. 15. Scheme of Unpaid Leave of Absence due to Sickness Absence 15.1 In circumstances where you have exhausted your entitlement to sick pay but there is a reasonable prognosis that you may be able to return to work in the near future, a period of up to 13 weeks unpaid leave may be approved, subject to the discretion of the Head of Service. In exceptional circumstances, an extended final period of unpaid leave up to 13 weeks may be approved to allow more time for you to return to work. 16. Confidentiality 16.1 Information relating to your health and absence will be recorded, maintained, and processed confidentially and securely by your service, line manager, HR&OD and relevant partners. Information will not be divulged to any third parties without your written consent. 16.2 Information processed may include paper or electronic records and will be done so in line with the General Data Protection Regulation (Regulation EU 2016/679) (“GDPR”), the Privacy and Electronic Communications (EC Directive) Regulations 2003 (as may be amended by the proposed Regulation on Privacy and Electronic Communications) and any legislation that, in respect of the United Kingdom, replaces, or enacts into domestic law, or any law relating to data protection, the processing of personal data and privacy as a consequence of the United Kingdom leaving the European Union. Page 208 of 288
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7 17. Equality and Human Rights Impact Assessment 17.1 This policy has been impact assessed in line with the Council’s obligation to comply with the Equality Act 2010 and the Public Sector Equality Duty. 18. Monitoring and Review 18.1 This policy will be reviewed regularly and in line with any legislative and organisational changes. The recognised trade unions will be consulted on any future changes to this policy. Page 209 of 288
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1 Issue Number: 1 Issue Date: 11/22 Review Date: 11/24 This document is available in alternative formats on request Pregnancy Loss Policy For all council employees. Page 210 of 288
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2 Contents Page Number 1. Introduction 3 2. What is pregnancy loss? 3 3. Guidance for managers 3 4. If the loss occurs at work 4 5. Communicating the news 4 6. Guidance for colleagues impacted by pregnancy loss 4 7. Medical appointments and support 5 8. Confidentiality 5 9. Counselling 5 10. Returning to work 5 11. Supports 6 12. Pregnancy loss from 24 weeks (Stillbirth and Neonatal loss) 6 13. IVF and Fertility 6 14. Additional support 7 Page 211 of 288
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3 1. Introduction 1.1 We know that pregnancy loss can be a devastating experience whether it happens to you, your partner or the surrogate having your baby. We know that sadly it’s more common than people may think and that the challenges at work are often misunderstood. 1.2 We want you to know that we understand that for some, pregnancy loss whenever or however it happens is a type of bereavement and that getting the right support at work is crucial. We are committed to giving all affected colleagues the support that they need. We will create a supportive work environment, having this pregnancy loss policy in place to support the workforce and their partners back to work by showing flexibility wherever possible. 1.3 The Council is committed to the Miscarriage Association’s Pregnancy Loss Pledge, enhancing the support to staff experiencing pregnancy loss including providing paid time off to parents experiencing pregnancy loss at any stage. 1.4 The purpose of this policy is to define what types of pregnancy loss are covered in this and other policies, give you information about what leave you can take and outline what help is available both inside and outside of the Council. 2. What Is pregnancy loss? Miscarriage – the spontaneous loss of a pregnancy during the first 24 weeks. Stillbirth - the loss of a baby from 24 weeks, during labour or birth. Ectopic pregnancy – when a fertilised egg develops outside the womb Molar pregnancy – when an abnormal fertilised egg implants in the uterus. Neonatal Loss – the loss of a live-born baby up to 28 days after the birth. Embryo transfer Loss – when an embryo transfer during fertility treatment doesn’t result in pregnancy. Abortion or termination of pregnancy- a medical or surgical procedure to end a pregnancy. 3. Guidance for managers 3.1 We must recognise everyone’s needs will be different. For example, some may feel that they can continue to work as normal, while others may require more support. You may have your own experiences or opinions about the impact of miscarriage. Everyone will experience their loss differently, and it’s important not to make any assumptions about how they feel or how they want to be treated. 3.2 You may be a manager with your own experience of loss or an expectant parent managing someone that has experienced a loss. So, dealing with pregnancy loss-related issues may understandably be difficult. If this is the case, speak to Page 212 of 288
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4 your own line manager or HR&OD for advice or to direct you to the relevant part of the guidance. Further information, guidance and support is available from the Miscarriage Association website. 3.3 It is important to remember that partners, as well as grandparents and other close relatives, may be impacted by the miscarriage and you will need to consider how best to support them if they work in your team. 4. If the loss occurs at work 4.1 A pregnancy loss may happen at work. You may not be aware that an employee is pregnant. She is not obliged to tell her manager of her pregnancy until 15 weeks before her estimated due date, or as soon as is reasonably practicable after then (approximately 6 months pregnant). 4.2 If an employee suspects that she has started to lose her baby she may have bleeding, severe abdominal pain, and may be faint or collapse. She may be very distressed and panicked, embarrassed and frightened. 4.3 You can help by ensuring that she has very quick access to a toilet, and you may need to help her by calling her preferred contact or colleague to discreetly assist her in getting home or to hospital or a first aid room. In severe cases you may need to call an ambulance. 4.4 If a woman’s partner, relative or close friend is told of the loss while at work, they may need to leave at short notice to provide practical and emotional support. 5. Communicating the news 5.1 Your manager will consider carefully how to explain any sudden absence to respect your privacy, as we fully understand that you might not want others to know the details. 6. Guidance for colleagues impacted by pregnancy loss 6.1 All colleagues who have been affected by pregnancy loss (including partners and those affected by loss through fertility treatment from the point of embryo transfer) will be eligible for full paid leave from day 1 of employment with the Council. This includes whether it happens to you, your partner or the surrogate having your baby. There is no limit on the number of times you can take it if you are impacted by more than one loss. 6.2 It doesn’t matter how long you’ve worked here or how many hours you work; you are entitled to this leave with full pay. Up to 2 weeks paid leave will be approved. Further time off can be supported in accordance with the Council’s Sick Pay Scheme and Managing Absence Policy. 6.3 It’s important that you contact your manager as soon as possible if you are impacted by pregnancy loss, so that we know what’s happening and how we Page 213 of 288
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5 can support you. If you don’t feel like you can speak to your manager, remember we have an Employee Assistance Programme (EAP) who can provide support. You can contact the EAP (Time for Talking) on 0800 970 3980. 6.4 We would encourage you to let your manager know so that they can support you during this difficult time and help you return to work, however if you would prefer not to tell anyone please use the Managing Absence Policy instead. Any sickness absence that is recorded as pregnancy related does not count towards absence triggers. 6.5 If you have been affected as a family member (as a grandparent for example) and need time off to support your loved one, please refer to our Special Leave Policy. 7. Medical appointments and support 7.1 We encourage you to speak to a GP if you have experienced pregnancy loss. 7.2 We know that if you are affected by pregnancy loss you may need time away from work to attend medical appointments or to support your partner and that it may be challenging to arrange appointments around working hours. We will provide a reasonable amount of paid time off to attend appointments. 8. Confidentiality 8.1 If you tell your manager about your own experience or your partner’s pregnancy loss, they’ll keep this confidential and won’t share this information unless you say it’s okay – except if we’ve got serious concerns for your safety or that of others. 9. Counselling 9.1 You can access free, professional, and confidential counselling 24 hours a day through contacting Time for Talking. The best way to access this is via the mobile app or if you prefer you can call them on 0800 970 3980. More information about our EAP (Employee Assistance Programme) can be found at our Wellbeing Hub. 9.2 If you would prefer to speak to someone who is specially trained in the kind of pregnancy loss you have experienced, you can contact one of the specialist organisations listed at the end of this policy. 10. Returning to work 10.1 We understand how differently colleagues impacted by pregnancy loss will feel about coming back to work. We know that the experience will affect people differently both emotionally and physically. We also know that for some, the transition back to work may be challenging. Page 214 of 288
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6 10.2 There might be supports that we can make at work to help you cope if you find things difficult. These are temporary changes that your line manager will agree with you to help you adjust to coming back to work. 10.3 Your manager may do a risk assessment to understand more about how your experience might impact you at work and discuss any supports you might need. You can also use a Wellbeing Action Plan to identify how your experience has impacted you at work and use this to discuss any changes you might need with your manager. 11. Supports 11.1 The supports that we can make will depend on your circumstances, but the types of changes that might help could be: Changing your start time if you’re experiencing disturbed sleep. Providing more breaks. Adjusting start and finish times. Adopting hybrid working if you have a suitable role. Making sure you’ve got easy access to toilet facilities. Turning your camera off when on video calls. 11.2 Your manager might suggest that you speak to Time for Talking, to get some help and advice. They may encourage you to go to your GP for support if you haven’t already. They might also ask you if you’re happy to be referred to Occupational Health. This is so we can get more information about how your experience is likely to affect you at work, and what supports we can make to help. 12. Pregnancy loss from 24 weeks (Stillbirth and Neonatal loss) 12.1 The law and your rights are different if you are impacted by pregnancy loss from 24 weeks and our Council policies are different too. 12.2 If you are the pregnant parent and experience a stillbirth or neonatal loss you are entitled maternity benefits and do not need to use this policy. You can read more information Parenting Leave and Pay Policy. 12.3 If you experience the loss of a child under 18, including adoptive parents, foster parents and intended parents, support is provided in our Special Leave Policy. 13 IVF and Fertility 13.1 We understand that you may have unique challenges if you experience both pregnancy loss and infertility. We want you to know that this policy still applies if pregnancy loss occurs after you or your partner have had fertility treatment from the point of embryo transfer onwards. Page 215 of 288
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7 14. Additional support 14.1 There are lots of charities and other specialist support groups who offer information and support about pregnancy loss. Here are some that you might find helpful: The Miscarriage Association – an organisation which offers support and information for those affected by miscarriage, ectopic or molar pregnancy as well as signposting for counselling services. Petals – provides specialist support and counselling after pregnancy loss Tommy's - a charity that funds research into pregnancy problems and provides information for parents-to-be. SANDS can offer you support if your baby dies during pregnancy or after birth. ARC - a national charity offering parents support through antenatal screening and its consequences, including bereavement. Abortion Talk - a new charity offering people the chance to talk about abortion in a non-judgemental and supportive environment. The Fertility Network – a charity offering resources and support for those affected by fertility issues. The Ectopic Pregnancy Trust – supporting people with early pregnancy complications. Page 216 of 288
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___________________________________________________________________ To: Finance, Resources and Customer Services Policy Board On: 17 November 2022 ___________________________________________________________________ Report by: The Chief Executive ___________________________________________________________________ Heading: Annual Procurement Report 2021/2022 ___________________________________________________________________ 1. Summary 1.1 Section 18 of the Procurement Reform (Scotland) Act 2014, 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 practicable after the end of that financial year. 1.2 As a minimum this report must include: • a summary of the regulated procurements that have been completed during the year covered by the report; • a summary of community benefits fulfilled during the year covered by the report; • a summary of any steps taken to facilitate the involvement of supported businesses in regulated procurements during the year covered by the report; and • a summary of the regulated procurements the authority expects to commence in the next two financial years. 2 The Annual Report attached in Appendix 1, provides an update on key indicators set in the Corporate Procurement Strategy for the period April 2020-2023. Item 14 Page 217 of 288
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___________________________________________________________________ 2. Recommendations 2.1 The Finance, Resources and Customer Services Policy Board are asked to note the content of the Annual Report for the Financial Year 2021-2022. _________________________________________________________ 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. The content of the Annual Report is analysed by Scottish Government Procurement and the information included in the Scottish Ministers Annual Report on Procurement Activity in Scotland. 3.2 The Annual Report provides 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 £177,896.99; • 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; • Works contracts with a total value of £2million up to £4,447,446.99. 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 £177,897 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 and above; and • Works contracts with a total value of £4,447,447 and above. (The above amounts are excluding VAT) Page 218 of 288
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3.5 The information provided in the Annual Report is gathered by Scottish Government and included in the 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 to celebrate the success of the procurement team. 3.7 Appendix 1 contains the Annual Report for the Financial year 2020 – 2021. ___________________________________________________________________ Implications of the Report 1. Financial - None. 2. HR & Organisational Development - None. 3. Community/Council Planning – All of the activities carried out by the Corporate Procurement Unit contribute to Renfrewshire Council’s Plan for 2017 - 2022 “Thriving People, Connected Communities”. The 5 Strategic Outcomes set out in the plan are at the heart of our procurement activities and CPU work with client services to ensure that Council funds are spent in a way that can deliver the most benefit to Renfrewshire’s communities. 4. Legal - None 5. Property/Assets - None 6. Information Technology - None. 7. Equality & Human Rights - (a) The Recommendations contained within this report have been assessed in relation to their impact on equalities and human rights. No negative impacts on equality groups or potential for infringement of individuals’ human rights have been identified arising from the recommendations contained in the report. 8. Health & Safety – None. Page 219 of 288
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9. Procurement – the attached Annual Report identifies how the Council is meeting the requirements of the Procurement Reform (Scotland) Act 2014. 10. Risk - None 11. Privacy Impact - None. 12. Cosla Policy Position – None. 13. Climate Risk - None _________________________________________________________ Author: Bridget Lambert (Strategic Procurement Manager) bridget.lambert@renfrewshire.gov.uk Page 220 of 288
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APPENDIX 1 – ANNUAL PROCUREMENT REPORT 2019/2020 (Attached) Page 221 of 288
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1M Annual Procurement Report 2021/22 Renfrewshire Council Item 14 Page 223 of 288
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2 Contents Content Page Introduction to Renfrewshire Council’s Annual Report 3 - 5 Section 1: Summary of Regulated Procurements Completed 6 Section 2: Review of Regulated Procurement Compliance 7 - 12 Section 3: Community Benefit Summary 13 - 14 Section 4: Supported Businesses Summary 15 Section 5: Future Regulated Procurements Summary 16 Section 6: Future Opportunities 17 – 19 Annex 1: Regulated Procurements Awarded in the Period 1 April 2021 – 31 March 2022 21 – 32 Annex 2: Potential Future Contract Renewals 33 - 34 Page 224 of 288
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3 Introduction to Renfrewshire Council’s Annual Report Background and Purpose On 1st April 2020, in accordance with Section 15 of the Procurement Reform (Scotland) Act 2014 (the Act), Renfrewshire Council published its Corporate Procurement Strategy for the period 1 April 2020 to 31 March 2023. This strategy described the fundamental role procurement had in supporting the delivery of the Council’s strategic objectives aligned to the Council’s Plan “Thriving People, Connected Communities” and established actions aligned to the 5 key outcomes of that Plan: • Reshaping our place, our economy and our future; • Building strong, safe and resilient communities; • Tackling inequality, ensuring opportunities for all; • Creating a sustainable Renfrewshire for all to enjoy; and • Working together to improve outcomes. Renfrewshire Council now has a new strategic plan for 2022 – 2027 which seeks to Create a fairer Renfrewshire built on innovation, wellbeing and opportunity. This new Plan is high level in nature and sets out how the Council will work with partners, communities and businesses to progress 5 strategic outcomes: • Place – working together to enhance wellbeing across communities • Economy – building an inclusive, green and resilient economy • Fair – nurturing bright, happy and healthy futures for all • Green – leading Renfrewshire to Net Zero • Living our values – making a difference together The Corporate Procurement Strategy will be reviewed and updated to this new Council Plan and future Annual Reports will focus on the new plan and strategy, however, this report is retrospective for the period 2021-2022 therefore the outcomes and indicators of this Report align to the Council Plan for the period 2017-2022 and the Corporate Procurement Strategy for 2020 – 2023. Section 18 of the Act requires that: “a contracting authority, which is required to prepare or revise a procurement strategy in relation to a financial year, to 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 2021 / 2022 in accordance with the requirements of the Act. It also provides an opportunity to update on procurement activity below the threshold for Regulated Procurement and to report on the Page 225 of 288
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4 progression of the Action Plan set out in Appendix 1 of the published Procurement Strategy 2020 - 2023 (Section 2 - Review of Regulated Procurement Compliance). Procurement Overview Renfrewshire Council spends in the region of £200 million each year on the purchase of goods, services and works. In the financial year 2021 – 2022 our total recorded spend via external contractors was £196,320,941. Our detailed spend information is available online via Renfrewshire Council’s website by searching for Spotlight on Spend: http://www.spotlightonspend.org.uk/400/Renfrewshire+Council/Spend/Annual This site provides a breakdown of spend by category and by supplier. 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: https://www.renfrewshire.gov.uk/article/4008/Standing- orders-relating-to-contracts) The procurement team operate a Category Management approach covering • City Deal and Infrastructure • Construction / Works • Corporate and ICT • Environment and Infrastructure; and • Social Care Table 1 below provides an indication of spend across our key category areas. Note that in the year 2021/22 Social Care & Services, combined with Healthcare accounts for the greatest spend at 33% of the total, with Construction 27%. Environment and Infrastructure includes a broad range of categories including Facilities Management, Waste, Vehicles and Transport, the combined total across these areas accounts for 13% of the total spend. Page 226 of 288
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5 Table 1 Renfrewshire Council % of Spend FY 2021/22 by Category All Council tenders with a value of greater than £50,000 are advertised on the Public Contracts Scotland portal and contracts above the Government Procurement Agreement (GPA) Thresholds are advertised on Public Contracts Scotland and the Find a Tender Service. Tenders for supplies and services with a value of £25,000 - £49,999.99 are conducted via Quick Quote using Public Contracts Scotland and Works contracts up to £177,897 are conducted via Quick Quote. The upper limit for works Quick Quote is currently under review in accordance with CPN 9/2020 “Guidance on contract amendments to payment terms and the use of Construction Procurement Route 1A (Quick Quote)”. Further information relating to procurement in Renfrewshire Council and the category leads can be found here: https://www.renfrewshire.gov.uk/article/3572/Corporate- Procurement-Unit Page 227 of 288
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6 Section 1 – Summary of Regulated Procurements Completed Renfrewshire Council have provided a summary below of the regulated procurements that were completed during the Financial Year 2021/2022. 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 £2 million – where an award notice has been published or where the procurement process otherwise comes to an end. This includes contracts and framework agreements. By providing this summary below it demonstrates the Council’s commitment to working in a transparent manner by highlighting the procurement activity that has taken place over the past year. Please note: • The table below includes the award of Contracts, and Call Off Contracts made under Framework Agreements where there is recorded spend with a Supplier. • The estimated value reflects the total value across the life of the contract and not the actual spend within the financial year 2021/22. Table 2 Summary of Regulated Procurements awarded in 2021/2022 Total number of regulated procurements awarded 92 Total estimated value of regulated procurements awarded £275.4 million Percentage of regulated contracts awarded to SME’s 81% Further details of Regulated Procurements awarded by the Council between 1 April 2021 and 31 March 2022 can be found at Annex 1 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/Contracts/Contracts_Search.aspx ?AuthID=AA00400 Page 228 of 288
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7 Section 2 – Review of Regulated Procurement Compliance Section 18 of the Act requires that the Annual Procurement Report should include 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 Section 8 of the Strategy confirms how procurement will monitor and review compliance and how progress with the strategic outcomes will be reported. The key actions set out in the corporate procurement strategy have been incorporated in the Chief Executives Service, Service Improvement Plan. This Plan is updated every six months and presented to the Council’s Finance, Resources and Customer Services Policy Board. The original Action Plan included within the Procurement Strategy provides the core indicators against which the performance of the Procurement team is monitored. Table 3 below provides an update on progress with the Action Plan within the Financial Year 2021/2022. Table 3. Review of Regulated Procurement Compliance Description Actions to date Provide strategic guidance and leadership on all Procurement matters; The Strategic 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 Procurement 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. Procurement in Renfrewshire Council is conducted in accordance with Regulation and the Council’s Standing Orders Relating to Contracts. The Standing Orders are available online and provide clear, concise guidance for all staff. Support the Council to ensure it continues to achieve value Through active participation in front line project teams and by adopting a proactive and Page 229 of 288
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8 for money and work with stakeholders to help achieve efficiency savings; commercial approach to supplier management the procurement team ensured that value for money was achieved throughout this financial year. The procurement team worked in partnership with the frontline services to understand and support the demand for products and services and worked collaboratively with suppliers to ensure that products remained available and that pricing remained reasonable. Market conditions, demand for products and price fluctuations were closely monitored and this informed the buying strategy throughout. Ensure the Council explores all opportunities to use its procurement activities to promote its wider policy objectives, including its social, economic and environmental objectives; Procurement in Renfrewshire Council has a very strong focus on Sustainable Procurement and the Council’s procurement led Community Benefits Forum continued to work in partnership with suppliers and external partners to support the delivery of positive community benefits throughout Renfrewshire in the financial year 2021/2022. Community benefits were requested in all Regulated Procurements tendered under the Council’s own terms and conditions of contract in this financial year and where appropriate and feasible in all below threshold procurements. [Note – some national collaborative framework agreements did not include for Community Benefits] The effect of Covid-19 continued to impact on the delivery of community benefits during this period as changed ways of working and increased on-site restrictions reduced opportunities for some types of workplace training based community benefits. During this period, the procurement manager and the procurement community benefits officer joined with colleagues from Economic Development to establish a Community Wealth Building Core Group. This group sought to identify opportunities to support fair and inclusive growth in Renfrewshire and to promote opportunities for local businesses to actively engage with council run procurement. Page 230 of 288
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9 Fair Working Practices were evaluated in accordance with legislation and through the assessment of Fair Work Practices 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. In June 2021 a Climate Emergency Advisor was appointed to the procurement team to provide focused guidance, advice and assistance to the team to ensure that the team fully support the Council’s ambition to be Carbon Net Zero by 2030. The Advisor helped to identify sustainable procurement opportunities to ensure contracting activities support net-zero aspirations throughout the contract lifecycle, using all relevant tools and support available and maximising engagement with supply chains. The Advisor also engaged closely with the Councils Climate Emergency Lead Officer to ensure that procurement policies fully align to the wider Council Climate strategies and objectives. Promote ethical procurement and work with our suppliers to ensure that they do not use exploitative labour; During the financial year 2021/2022 all tenders were evaluated in accordance with the requirements of legislation, statutory guidance and good practice. The 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. Develop and strengthen our approach to risk management; Risks and issues were identified and documented throughout the procurement process. All risks were allocated an owner and mitigating actions were set out in the contract strategies. Page 231 of 288
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10 Commodity risks were recorded both within the team and at wider Council level by Council’s Risk Manager. The 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 Procurement Team worked in partnership with colleagues from across the council to develop procurement and commissioning strategies. Continue to develop and improve the Council’s procurement processes and support their effective adoption across the Council; Throughout the financial year 2021/2022 the Procurement Team promoted a compliant, innovative, informed and inclusive approach to procurement. The Procurement Team continued to engage closely with Scotland Excel the Centre of Expertise for Local Authority Procurement and also a number of Scottish Government Procurement Policy working groups to ensure that procurement in Renfrewshire Council continues to meet all statutory requirements. Support the development and growth of local SME’s, 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 SME’s, third sector organisations and supported businesses. Procurement and Economic Development identified shared opportunities to support Community Wealth Building in Renfrewshire and formed a Community Wealth Building core group to drive our ambitions to actively encourage local businesses to engage with Council procurement processes. This Core Group continues to meet regularly and to drive our Community Wealth Building agenda. Ensure the Council meets the requirements of the procurement Regulations and All procurements undertaken during the period 2021/22 complied with legislation and Statutory Guidance. Page 232 of 288
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11 the fundamental principles of non-discrimination, transparency and proportionality and actively seek to utilise the new flexibilities introduced to introduce innovative procurement approaches that can support the Council to achieve its objectives. The Single Procurement Document was used for all procurements, including where appropriate and proportionate, under £50,000 procurements; The Councils processes and procedures were fully aligned to the Scottish Government Procurement Journey, ensuring good governance and due diligence at all key milestones; 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 233 of 288
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12 Future Opportunities On 23 August 2022, the first phase of Renfrewshire Council’s Plan for Net Zero was approved by the Planning and Climate Change Board. The first phase of the Plan for Net Zero outlines an approach for the Council to lead by example and maximise the opportunities of a transition to net zero by 2030 - integrating climate action into all that we do in a way that ensures continued delivery of high quality public services and closely aligns with our ambitions for Renfrewshire. Renfrewshire’s Plan for Net Zero will be delivered through 5 focus areas with key outcomes for each, which have been identified and shaped by stakeholder engagement: • Clean Energy: we will minimise energy demand, maximise energy efficiency and transform our energy systems to deliver clean, affordable energy for all; • Sustainable Transport: we will maximise sustainable transport opportunities to deliver an inclusive, affordable transport system that provides choice for all; • Circular Economy: we will make Renfrewshire a circular economy society: minimising waste and maximising reuse, recycling and recovery of resources rather than treating them as waste; • Connected Communities: we will empower our communities by ensuring an inclusive and just transition to net zero with social justice and health and wellbeing at its core for current and future generations; • Resilient Place: we will optimise biodiversity and nature locally to enhance our natural environment and maximise green economic opportunities while planning and preparing for impacts of climate change https://www.renfrewshire.gov.uk/article/12759/Renfrewshires-Plan-for-Net-Zero The procurement team in Renfrewshire Council will work closely with service departments across the Council and the Council’s Climate Emergency Lead Officer to identify ways in which the team can help support the transition to net zero. This will include supporting our Housing and Communities Service with their Housing Regeneration programme; supporting Children’s Services with their ambitious Schools Estate Management Programme and working with our colleagues in the City Deal and Infrastructure team to support transport and infrastructure improvements across Renfrewshire. We will also continue to work in partnership with Environment and Infrastructure to support their plan for Sustainable Transport and to explore further opportunities for the reduction, recycling and reuse of waste. The Circular Economy offers exciting opportunities for Renfrewshire Council and the procurement team will continue to work closely with stakeholders to identify opportunities available through all of our contracts to reduce waste, encourage reuse and recycling and where possible to build in carbon offsetting to compensate for emissions associated with contracts. Page 234 of 288
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13 Section 3 – 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 social, economic and environmental objectives’ in the Procurement Strategy. The importance of this was further emphasised by the active promotion of including community benefits clauses in tenders for all regulated procurements where possible, and where appropriate and feasible in un-regulated procurements too. The inclusion of community benefits in tenders and the work of The Community Benefits Forum is a key enabler to support delivery of the objectives of the Council Plan, Renfrewshire’s Economic Strategy and No One Left Behind. 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 work 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, Childrens Services, and our third sector interface Engage Renfrewshire. 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 Twitter; • Providing opportunities for providers to meet and engage with potential candidates interested in vacancies associated with delivery of contracts. Provided in Table 4 below is a summary of the community benefit requirements included as part of Renfrewshire Council’s regulated procurements over the last financial year. Page 235 of 288
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14 Table 4. Summary of Community Benefits Total number of regulated procurements awarded in 2020/21: 92 Total number of regulated procurements awarded which included community benefits in 2020/21: 45 Regulated contracts with a start date in the Financial Year 2021-22** CBs Offered Delivered Employability 312 41 Educational 61 17 Community Engagement 116 47 Other 161 66 Of the 92 contracts awarded a breakdown of the key reasons for not including scored community benefits is as follows: • 10 contracts were awarded via Direct Award or Mini Competition under existing framework agreements established by national contracting organisations. The original framework agreements did not include Community Benefits and there was no facility within the Call Off to request Community Benefits; • 13 contracts were awarded for software and software related services under the Digital Marketplace framework agreements, these frameworks do not include for Community Benefits; • 8 contracts were short term interim contracts; **Note: Contracts/Framework Agreements started in the Financial Year 21/22 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 236 of 288
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15 Section 4 – Supported Businesses Summary As part of Renfrewshire Council’s action plan, it was noted support would continue for the development and growth of Supported Businesses, as well as local SME’s, third sector organisations etc. Supported Business Renfrewshire Council Involvement Made by Scotland’s Bravest Renfrewshire Council utilise the Scotland Excel Framework for Road Signage Materials. Royal British Legion Industries Ltd T/A Scotland’s Bravest Manufacturing Company is one of a number of suppliers awarded onto this Framework. The Framework allows the Council to procure a range of materials which will support its road maintenance programmes. The Framework commenced on 1 December 2018 for a period of 3 years until 30 November 2021, with an option to extend for a further 1 year until 30 November 2022. WEEE (Scotland) Limited Contract for Corporate WEEE recycling Page 237 of 288
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16 Section 5 – Future Regulated Procurements Summary Renfrewshire Council’s Contract Register is publicly available on Public Contract Scotland 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 which have an expiry date within the next 2 years (whether expiry of initial term or expiry after conclusion of any extension period), have informed the work planner for the next 2 financial years, which can be found in Annex 2 of this Annual Report. Page 238 of 288
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17 Section 6 – Future Opportunities HOUSING REGENERATION AND RENEWAL PROGRAMME Renfrewshire Council is embarking on an ambitious programme of investment in Housing Led Regeneration and Renewal in Renfrewshire. The investment of at least £100 million 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. Tendering opportunities will be advertised via Public Contracts Scotland and the Find a Tender service. All contractors will be encouraged to advertise sub-contracting opportunities locally. THE GLASGOW CITY REGION CITY DEAL The £1.13bn Glasgow City Region City Deal (GCRCD) is an agreement between the UK Government, the Scottish Government and eight local authorities across the Glasgow City Region. This City Deal will fund major infrastructure projects; create thousands of jobs and assist thousands of unemployed people back into work; improve public transport and connectivity; drive business innovation and growth and generate billions of pounds of private sector investment. Renfrewshire Council is the lead authority on two City Deal Projects. Construction on the Glasgow Airport Investment Area completed in 2022. Clyde Waterfront & Renfrew Riverside (CWRR) The CWRR project includes the construction of a new opening bridge across the River Clyde, which will accommodate vehicles, pedestrians and cyclists, and the construction of the Renfrew North Development Road to better link communities and businesses on both sides of the river. Construction began early 2022 and will complete in 2024. There may be sub- contracting opportunities available through the main contractor and information on these opportunities may be found on the Public Contracts Scotland website: https://www.publiccontractsscotland.gov.uk AMIDS South The Council has been successful in obtaining £38.7m of Levelling Up Funding from the UK Government for the AMIDS South Project. The AMIDS South project will provide a gateway route from Paisley town centre along Abercorn Street, Harbour Road and Inchinnan Road to Glasgow Airport and the manufacturing district AMIDS, Page 239 of 288
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18 includes new cycle routes and landscaping as well as a bridge crossing at Paisley Harbour for pedestrians, cyclists and road traffic. Also included is an east-west road link from Renfrew Road joining onto the new route, increasing connectivity to the manufacturing district and improving accessibility to the proposed new Paisley Grammar community campus, West College Scotland, Gallowhill area factory and businesses in the Abercorn area. Traffic calming works on Love Street will improve the environment for local residents and pedestrians, the area benefiting from a reduction in traffic flow due to the new routes. The project also includes measures to improve walking and cycling along Greenock Road between Inchinnan Business Park and AMIDS. The procurement of a Main Contractor for the construction of the AMIDS South project is anticipated to commence in Spring / Summer 2023. More information will be published on Public Contract Scotland in due course. Additional information on AMIDS can be found here: https://paisley.is/invest/amids/ CULTURAL INFRASTRUCTURE PROJECTS In collaboration with a range of partners, the Council has been implementing a cultural led economic regeneration programme within Paisley town centre. The current phase of the programme was approved by Council in September 2017, with £100 million investment to progress the delivery of the long term strategic regeneration agenda for Paisley town centre. These investment proposals will address major lifecycle maintenance needs in key assets as well as directly supporting improvements and modernisation of cultural venues and town centre infrastructure. Projects include: Paisley Museum - a £42m transformation into an international-class destination showcasing the town's unique heritage and collections, predicted to bring around 125,000 visitors a year into the town centre. Paisley Town Hall - a £22m internal refurbishment to become one of the landmark entertainment venues in the West of Scotland. The redesign will broaden the range of events the town hall can offer, and transform the performance facilities and visitor experience, as well as improved catering and conference facilities, better physical access, and replacement of the mechanical and electrical systems. Paisley Learning and Cultural Hub - a fully-accessible and digitally-connected space housing the town's library collections and a modern educational resource for the area's pupils, students and adults in the heart of Paisley High Street. Paisley Arts Centre - a £2.8m upgrade of the existing building aimed at improving the performance facilities. Sporting Facilities - work to upgrade the existing sporting facilities at St James Playing Fields and Ferguslie Playing Fields, and add new ones at On-X in Linwood Page 240 of 288
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19 Public Realm - a £10m budget has been set aside to reimagine some of the town's outdoor events spaces and improve road and transport links. More information about the Council’s plans can be found here: http://www.renfrewshire.gov.uk/article/7742/100m-infrastructure-investment ENVIRONMENT & INFRASTRUCTURE Environment & Infrastructure have committed to invest in infrastructure projects to support growth throughout Renfrewshire. Future opportunities include: Traffic Signals Planned and Unplanned Inspection and Maintenance: This contract is due to commence on 1 March 2023 for a period of 5 years. The contract will cover the planned and unplanned inspection and maintenance of traffic signals at various locations throughout Renfrewshire. The value of this contract is estimated to be in the region of £2m. Design and Build For Plymuir Bridge Replacement Scheme: This contract is due to commence on 1 March 2023 for a period of 4 years. The contract is for the existing structure to be replaced by a new short span integral bridge structure designed to accommodate current UK traffic loading requirements and hydraulic performance standards. The load carrying capacity of the bridge is currently restricted to 7.5 Tonnes. The replacement bridge shall remove the weight restriction, in addition it will have the capacity to support a SV150 Special Order vehicle and incorporate a Vehicle Restraint System offering protection to road users against the drop / water hazards present at the site. The value of this contract is estimated to be in the region of £500,000. Annual Procurement Report Ownership and Contact Details Bridget Lambert; Strategic Procurement Manager Email: Bridget.lambert@renfrewshire.gov.uk Page 241 of 288
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20 Page 242 of 288
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21 Annex 1: Regulated Procurements Awarded in the Period 1 April 2021 – 31 March 2022 TITLE TYPE AWARD DATE START DATE END DATE MAX EXTENSION MONTHS VALUE SUPPLIER NAME Supply and Delivery of 400 Laptops Supplies 16/04/2021 16/04/2021 16/07/2021 0 £224,632.00 Capito Ltd The Provision of a GIS System Supplies 01/04/2021 01/04/2021 01/04/2024 0 £255,000.00 ESRI (UK) Johnstone SW New Build - Clerk of Works Services 09/04/2021 12/04/2021 12/04/2022 0 £55,480.00 Ross Quality Control Limited Ferguslie Park New Build - Clerk of Works Services 23/04/2021 26/04/2021 19/12/2022 0 £84,750.00 Ross Quality Control Limited Multi Storey Assessment & Monitoring Services 30/04/2021 04/05/2021 03/05/2022 0 £53,933.00 G3 Consulting Engineers Paisley Museum Re-Imagined - Main Works Works 06/05/2021 21/06/2021 21/11/2022 0 £23,431,996.00 Kier Construction Limited Asbestos Surveys Services 17/05/2021 24/05/2021 05/10/2021 0 £70,000.00 SOCOTEC Asbestos Limited The Purchase of three (3) 26 Tonne Refuse Collection Vehicles (RCV) Supplies 23/04/2021 30/04/2021 30/10/2021 0 £534,211.53 FAUN Zoeller Provision of Adaptations and Small Repair Service Services 14/05/2021 01/05/2021 01/04/2022 0 £337,929.00 Bridgewater Housing Association Provision of Head Injury Support Service Services 16/04/2021 19/04/2021 19/04/2024 0 £394,944.00 Quarriers The Supply of 200 HP Elitebooks Supplies 27/05/2021 27/05/2021 27/08/2021 0 £103,248.00 HP Inc UK Limited Beat the Street Services 02/06/2021 07/06/2021 31/03/2022 0 £102,591.00 Intelligent Health Page 243 of 288
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22 Award of Support for Children and Families Affected by Abuse - RC-CPU-20-258 Services 15/06/2021 01/01/2021 31/12/2021 0 £78,873.26 Children 1st Halloween Festival 2021 Services 28/06/2021 28/06/2021 28/11/2021 0 £175,000.00 Cirque Bijou Term Contract for the Statutory Compliance and Reactive Repairs of Powered Pedestrian Access Doors. Services 08/07/2021 26/07/2021 25/07/2025 24 £700,000.00 Robertson-Acom Limited Independent Advocacy Services - Adult Services Services 25/06/2021 01/07/2021 01/07/2024 12 £687,858.00 You First Advocacy The Supply of Switches Supplies 15/06/2021 15/06/2021 15/12/2021 0 £65,009.00 Switchshop Limited Service Review of Existing Housing Stock and Non-Housing Services 01/06/2021 01/06/2021 19/10/2021 0 £85,500.00 Savills Uk Limited SGN Gas Connections Alterations Services 27/07/2021 03/08/2021 02/08/2022 0 £180,000.00 Scotia Gas Networks Housing Support Services for Homelessness - Provision of a Housing First Service Services 29/07/2021 01/04/2021 01/04/2022 0 £131,000.00 Turning Point Scotland Housing Support Services for Homelessness - Provision of a Floating Support Service Services 29/07/2021 01/04/2021 01/04/2022 0 £144,000.00 Turning Point Scotland Housing Support Services for Homelessness - Provision of a Housing First Service Services 13/07/2021 01/04/2021 01/04/2022 0 £126,000.00 Blue Triangle (Glasgow) Housing Association Limited Housing Support Services for Homelessness - Provision of a Floating Support Service Services 13/07/2021 01/04/2021 01/04/2022 0 £70,000.00 Blue Triangle (Glasgow) Housing Association Limited Interim Contract for the Provision of a Specialist Dementia Day Care Service Services 10/08/2021 01/07/2021 01/10/2021 0 £61,759.50 Alzheimer Scotland - Action on Dementia Interim Contract for the Provision of a Carers Centre Services 06/08/2021 09/08/2021 09/10/2021 0 £76,654.00 Renfrewshire Carers Centre Walk to School Services 12/08/2021 02/08/2021 01/08/2022 12 £134,862.00 Living Streets Carbon Dioxide Monitors Supplies 06/08/2021 06/08/2021 27/09/2021 0 £75,000.00 Flamefast (Uk) Ltd Page 244 of 288
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23 Maintenance of the Lighting Management System Within Renfrewshire House Services 01/09/2021 01/08/2021 31/07/2024 0 £70,000.00 ZG Lighting (UK) Limited Renfrewshire Town Centres Climate Resilience Programme Services 09/09/2021 13/09/2021 13/03/2022 0 £67,000.00 erz Limited Discovery for Redesigning Renfrewshire Councils Digital Experience Estate Services 15/07/2021 15/07/2021 15/01/2022 0 £79,800.00 Manifesto Digital Limited The Purchase of 2 of 18t Multi-use Unibody Gritter Vehicles Supplies 15/06/2021 15/06/2021 15/06/2022 0 £228,403.56 Econ Engineering Ltd Flexible Framework for Early Learning and Childcare Places Services 24/05/2021 25/05/2021 25/05/2024 24 £42million 3 Bears Nursery Ltd Flexible Framework for Early Learning and Childcare Places Services 24/05/2021 25/05/2021 25/05/2024 24 Little Flowers LTD Flexible Framework for Early Learning and Childcare Places Services 24/05/2021 25/05/2021 25/05/2024 24 Carli's Kindergarten Ltd Flexible Framework for Early Learning and Childcare Places Services 24/05/2021 25/05/2021 25/05/2024 24 Gryffe Manor Nursery Ltd Flexible Framework for Early Learning and Childcare Places Services 24/05/2021 25/05/2021 25/05/2024 24 Carole McLachlan - Carole's Kiddies Flexible Framework for Early Learning and Childcare Places Services 24/05/2021 25/05/2021 25/05/2024 24 Catherine Whyte Childminding Service Flexible Framework for Early Learning and Childcare Places Services 24/05/2021 25/05/2021 25/05/2024 24 Karen Finnie Childminding Flexible Framework for Early Learning and Childcare Places Services 24/05/2021 25/05/2021 25/05/2024 24 Kelly Rix Flexible Framework for Early Learning and Childcare Places Services 24/05/2021 25/05/2021 25/05/2024 24 Fiona Murray Flexible Framework for Early Learning and Childcare Places Services 24/05/2021 25/05/2021 25/05/2024 24 Childcare First Ltd Flexible Framework for Early Learning and Childcare Places Services 24/05/2021 25/05/2021 25/05/2024 24 Children's Hour Limited - Abbey Nursery Houston Page 245 of 288
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24 Flexible Framework for Early Learning and Childcare Places Services 24/05/2021 25/05/2021 25/05/2024 24 Kilbarchan Community Nursery SCIO Flexible Framework for Early Learning and Childcare Places Services 24/05/2021 25/05/2021 25/05/2024 24 Cairellot Nursery Ltd Flexible Framework for Early Learning and Childcare Places Services 24/05/2021 25/05/2021 25/05/2024 24 ERSKINE COMMUNITY NURSERY, a SCIO Flexible Framework for Early Learning and Childcare Places Services 24/05/2021 25/05/2021 25/05/2024 24 ABBEY MILL CHILDCARE LTD Flexible Framework for Early Learning and Childcare Places Services 24/05/2021 25/05/2021 25/05/2024 24 Inchinnan Community Nursery Committee Flexible Framework for Early Learning and Childcare Places Services 24/05/2021 25/05/2021 25/05/2024 24 Apple Blossom Childrens Nursery Ltd Flexible Framework for Early Learning and Childcare Places Services 24/05/2021 25/05/2021 25/05/2024 24 Little Stars (Stirling) Ltd Flexible Framework for Early Learning and Childcare Places Services 24/05/2021 25/05/2021 25/05/2024 24 Roin Ltd. t/a Jennyswell Nursery Flexible Framework for Early Learning and Childcare Places Services 24/05/2021 25/05/2021 25/05/2024 24 Stepping Stones Nursery Flexible Framework for Early Learning and Childcare Places Services 24/05/2021 25/05/2021 25/05/2024 24 Leaps and Bounds (Scotland) Ltd Flexible Framework for Early Learning and Childcare Places Services 24/05/2021 25/05/2021 25/05/2024 24 Mid Gavin Nursery Limited Flexible Framework for Early Learning and Childcare Places Services 24/05/2021 25/05/2021 25/05/2024 24 Enchanted Forest Nursery Limited Flexible Framework for Early Learning and Childcare Places Services 24/05/2021 25/05/2021 25/05/2024 24 Gleniffer Nursery Limited Flexible Framework for Early Learning and Childcare Places Services 24/05/2021 25/05/2021 25/05/2024 24 Barbara Snodgrass Flexible Framework for Early Learning and Childcare Places Services 24/05/2021 25/05/2021 25/05/2024 24 Orchard Grove Nurseries Limited Page 246 of 288
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25 Flexible Framework for Early Learning and Childcare Places Services 24/05/2021 25/05/2021 25/05/2024 24 Kilpatrick Leisure Limited - Little Pandas Nursery Flexible Framework for Early Learning and Childcare Places Services 24/05/2021 25/05/2021 25/05/2024 24 Anne McInnes t/a Lilliput Lane Nursery Flexible Framework for Early Learning and Childcare Places Services 24/05/2021 25/05/2021 25/05/2024 24 Bertram Nurseries Limited Flexible Framework for Early Learning and Childcare Places Services 24/05/2021 25/05/2021 25/05/2024 24 Heather Murphy t/a Carriagehill Nursery Flexible Framework for Early Learning and Childcare Places Services 24/05/2021 25/05/2021 25/05/2024 24 Ram 211 ltd t/a Little Learners Nursery Flexible Framework for Early Learning and Childcare Places Services 24/05/2021 25/05/2021 25/05/2024 24 Collin Care Ltd Flexible Framework for Early Learning and Childcare Places Services 24/05/2021 25/05/2021 25/05/2024 24 Genesis (J&T) Limited Flexible Framework for Early Learning and Childcare Places Services 24/05/2021 25/05/2021 25/05/2024 24 Ram 204 Ltd t/a Abbey Nursery Flexible Framework for Early Learning and Childcare Places Services 24/05/2021 25/05/2021 25/05/2024 24 Insafe Hands Childcare Limited Flexible Framework for Early Learning and Childcare Places Services 24/05/2021 25/05/2021 25/05/2024 24 Lynda McLeod t/a Lyndas Childcare Flexible Framework for Early Learning and Childcare Places Services 24/05/2021 25/05/2021 25/05/2024 24 Helen Smith Childminding Services Flexible Framework for Early Learning and Childcare Places Services 24/05/2021 25/05/2021 25/05/2024 24 Helen Wardrop Flexible Framework for Early Learning and Childcare Places Services 24/05/2021 25/05/2021 25/05/2024 24 Karen Chalmers childminder Flexible Framework for Early Learning and Childcare Places Services 24/05/2021 25/05/2021 25/05/2024 24 Mary Norrie Flexible Framework for Early Learning and Childcare Places Services 24/05/2021 25/05/2021 25/05/2024 24 Claire Crawford - Cee Cee's Childcare Page 247 of 288
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26 Flexible Framework for Early Learning and Childcare Places Services 24/05/2021 25/05/2021 25/05/2024 24 Kerry Goudie childminding Flexible Framework for Early Learning and Childcare Places Services 24/05/2021 25/05/2021 25/05/2024 24 Catherine Young Flexible Framework for Early Learning and Childcare Places Services 24/05/2021 25/05/2021 25/05/2024 24 Malgorzata Kowalik - t/a Little Rabbit Interim Contract for Transport for Renfrewshire Council Services 10/08/2021 16/08/2021 16/12/2021 0 £55,360.00 Boyds Coach Hire Limited Interim Contract for Transport for Renfrewshire Council Services 10/08/2021 16/08/2021 16/12/2021 0 £69,011.20 GMT Travel Ltd ta Westway Coaches Interim Contract for Transport for Renfrewshire Council Services 11/08/2021 16/08/2021 16/12/2021 0 £114,788.00 Ian MacMillan t/a Marleigh Hire Interim Contract for Transport for Renfrewshire Council Services 11/08/2021 16/08/2021 16/12/2021 0 £73,724.10 Toa Cabs Ltd Provision of a Carers Centre Services 30/09/2021 01/10/2021 01/10/2022 0 £523,783.58 Renfrewshire Carers Centre SXL Lot 1 - Asbestos surveys October 2021 Services 15/09/2021 04/10/2021 03/10/2022 0 £180,000.00 SOCOTEC Asbestos Limited SXL Lot 3 - Analytical Services October 2021 Services 15/09/2021 04/10/2021 03/10/2022 0 £60,000.00 SOCOTEC Asbestos Limited Inspection, MOT and Tachograph for Vehicles above 3.5 Tonne Services 06/09/2021 16/08/2021 16/08/2023 12 £189,000.00 Roadside Vehicle Services Framework Agreement for the Provision of Trades Contractors (2021 - 2025) Works 18/10/2021 30/10/2021 30/10/2025 0 £35,040,000 City Gate Construction (Scotland) Limited Framework Agreement for the Provision of Trades Contractors (2021 - 2025) Works 18/10/2021 30/10/2021 30/10/2025 0 Magnus Electrical Services Limited Framework Agreement for the Provision of Trades Contractors (2021 - 2025) Works 18/10/2021 30/10/2021 30/10/2025 0 City Building (Contracts) LLP Framework Agreement for the Provision of Trades Contractors (2021 - 2025) Works 18/10/2021 30/10/2021 30/10/2025 0 Anderson Property Services (Scotland) Limited Page 248 of 288
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27 Framework Agreement for the Provision of Trades Contractors (2021 - 2025) Works 18/10/2021 30/10/2021 30/10/2025 0 Bell Decorating Group Limited Framework Agreement for the Provision of Trades Contractors (2021 - 2025) Works 18/10/2021 30/10/2021 30/10/2025 0 Braedale Roofing Limited Framework Agreement for the Provision of Trades Contractors (2021 - 2025) Works 18/10/2021 30/10/2021 30/10/2025 0 Consilium Contracting Services Limited Framework Agreement for the Provision of Trades Contractors (2021 - 2025) Works 18/10/2021 30/10/2021 30/10/2025 0 Dumbreck Decorators Limited Framework Agreement for the Provision of Trades Contractors (2021 - 2025) Works 18/10/2021 30/10/2021 30/10/2025 0 Faskin Group Ltd Framework Agreement for the Provision of Trades Contractors (2021 - 2025) Works 18/10/2021 30/10/2021 30/10/2025 0 G D Chalmers Limited Framework Agreement for the Provision of Trades Contractors (2021 - 2025) Works 18/10/2021 30/10/2021 30/10/2025 0 H Clarke & Sons Limited T/A HCS Mechanical Services Framework Agreement for the Provision of Trades Contractors (2021 - 2025) Works 18/10/2021 30/10/2021 30/10/2025 0 Lux Fabrication Ltd Framework Agreement for the Provision of Trades Contractors (2021 - 2025) Works 18/10/2021 30/10/2021 30/10/2025 0 MITIE Property Services (UK) Limited Framework Agreement for the Provision of Trades Contractors (2021 - 2025) Works 18/10/2021 30/10/2021 30/10/2025 0 Sennit Construction Ltd Framework Agreement for the Provision of Trades Contractors (2021 - 2025) Works 18/10/2021 30/10/2021 30/10/2025 0 Totalis Solutions Limited Framework Agreement for the Provision of Trades Contractors (2021 - 2025) Works 18/10/2021 30/10/2021 30/10/2025 0 Trident Maintenance Services Limited Framework Agreement for the Provision of Trades Contractors (2021 - 2025) Works 18/10/2021 30/10/2021 30/10/2025 0 Valley Group Limited Village Traffic Reduction Trial Study Services 22/10/2021 29/10/2021 29/10/2022 0 £69,731.00 Sweco UK Limited Advice Services Services 29/09/2021 01/10/2021 01/04/2023 0 £505,500.00 Citizens Advice Bureau Renfrewshire Page 249 of 288
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28 Council Wide Laundry Maintenance Services 26/10/2021 27/10/2021 27/10/2024 24 £350,000.00 Washco Ltd Award of Mentoring for Looked After Young People and Children Services 05/11/2021 01/07/2021 01/07/2022 0 £167,358.42 Aberlour Child Care Trust Award of Promoting Alternative Thinking Strategies (PATHS) Services 12/11/2021 02/08/2021 02/07/2022 0 £120,000.00 Barnardo's Insurance Framework Agreement for Renfrewshire Council and Associated Bodies Services 13/10/2021 15/10/2021 15/10/2025 0 £10,000,000 Zurich Insurance PLC trading as Zurich Municipal Insurance Framework Agreement for Renfrewshire Council and Associated Bodies Services 13/10/2021 15/10/2021 15/10/2025 0 Risk Management Partners Limited The Supply of 800 Laptops Supplies 10/11/2021 10/11/2021 10/03/2022 0 £373,600.00 HP Inc UK Limited Catering Sundries Supplies 13/10/2021 15/12/2021 14/10/2022 0 £75,000.00 Nisbets The Purchase of six (6) 7.5 Tonne Hook Loader Vehicles Supplies 01/09/2021 17/09/2021 31/05/2022 0 £364,380.00 Motus Commercials Pest Control Services and Large Scale Clearances Services 23/12/2021 01/10/2021 31/03/2022 0 £83,600.00 Pestguard Services (Scotland) Ltd Design and construction works for the Clyde Waterfront and Renfrew Riverside (CWRR) Project Works 01/11/2021 01/11/2021 01/09/2024 0 £79,457,719.00 John Graham Construction Ltd, t/a Graham Business Gateway Specialist Workshop and Expert Help Services Services 14/12/2021 03/01/2022 31/12/2023 0 £196,000.00 Lanarkshire Enterprise Services Limited Election Management System Services 22/12/2021 03/01/2022 03/01/2024 24 £96,000.00 Democracy Counts The Supply of 800 Laptops Supplies 10/11/2021 10/11/2021 10/03/2022 0 £373,600.00 HP Inc UK Limited Red Smiddy Cycle Way Design Services 20/01/2022 14/02/2022 14/11/2022 0 £99,402.47 Sweco UK Limited The Provision of a Parental Engagement Partnership Services 12/01/2022 17/01/2022 17/10/2022 12 £99,228.00 Swansea University Page 250 of 288
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29 Award of Provision of a Community Based Mental Health Service Services 05/11/2021 09/11/2021 09/11/2022 12 £911,170.00 RAMH Framework Contract for Transportation Services 27/01/2022 28/01/2022 28/01/2024 24 £8,000,000 Boyds Coach Hire Limited Framework Contract for Transportation Services 27/01/2022 28/01/2022 28/01/2024 24 Ian MacMillan t/a Marleigh Hire Framework Contract for Transportation Services 27/01/2022 28/01/2022 28/01/2024 24 GMT Travel t/a Westway Coaches Framework Contract for Transportation Services 27/01/2022 28/01/2022 28/01/2024 24 TOA Cabs Ltd. Framework Contract for Transportation Services 27/01/2022 28/01/2022 28/01/2024 24 Marbill Coach Services Limited Framework Contract for Transportation Services 27/01/2022 28/01/2022 28/01/2024 24 Alan Thomson t/a Alan Thomson Taxis Framework Contract for Transportation Services 27/01/2022 28/01/2022 28/01/2024 24 Chester Paul Greig Framework Contract for Transportation Services 27/01/2022 28/01/2022 28/01/2024 24 Paisley Cab Co. Ltd. t/a Renfrewshire Cab Company Framework Contract for Transportation Services 27/01/2022 28/01/2022 28/01/2024 24 Ryan Kidd t/a Ryan Kidd Hires Framework Contract for Transportation Services 27/01/2022 28/01/2022 28/01/2024 24 Robert McCue t/a Robert McCue Taxis The Supply of Forcepoint Licences Supplies 23/11/2021 03/01/2022 03/01/2025 0 £119,800.00 Boxxe Limited The Provision of Datacentre Services Services 17/12/2021 17/12/2021 17/03/2028 0 £5,000,000.00 DataVita Limited Provision of Street Stuff Services 18/02/2022 01/03/2022 01/03/2024 24 £650,000.00 ST MIRREN FOOTBALL CLUB LTD.(THE) Free Sanitary Products for Community Distribution Supplies 21/02/2022 01/04/2022 31/03/2023 0 £88,000.00 Hey Girls CIC Page 251 of 288
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30 New Power Supply (Underwood Road Depot) Supplies 15/09/2021 01/10/2021 30/06/2023 12 £179,300.00 Scottish Power Framework Contract for Roads Related Maintenance Works Works 28/02/2022 03/03/2022 03/03/2024 24 £40,000,000 Finco Contracts Ltd Framework Contract for Roads Related Maintenance Works Works 28/02/2022 03/03/2022 03/03/2024 24 Hillhouse Quarry Group Ltd T/A MacASPHALT Framework Contract for Roads Related Maintenance Works Works 28/02/2022 03/03/2022 03/03/2024 24 J H Civil Engineering Ltd Framework Contract for Roads Related Maintenance Works Works 28/02/2022 03/03/2022 03/03/2024 24 John McGeady Ltd Framework Contract for Roads Related Maintenance Works Works 28/02/2022 03/03/2022 03/03/2024 24 kiely bros ltd Framework Contract for Roads Related Maintenance Works Works 28/02/2022 03/03/2022 03/03/2024 24 Luddon Construction Ltd Framework Contract for Roads Related Maintenance Works Works 28/02/2022 03/03/2022 03/03/2024 24 John McQuillan (Contracts) Ltd Framework Contract for Roads Related Maintenance Works Works 28/02/2022 03/03/2022 03/03/2024 24 Markon Limited Play Area Renewal - Phase 2 Supplies 02/03/2022 03/03/2022 03/08/2022 0 £590,000.00 Sutcliffe Play (Scotland) Ltd Play Area Renewal - Phase 2 Supplies 02/03/2022 03/03/2022 03/08/2022 0 KOMPAN Scotland Limited Play Area Renewal - Phase 2 Supplies 02/03/2022 03/03/2022 03/08/2022 0 Scotplay and Sports Limited PMR Conservation Treatment: Textiles Collection Services 18/11/2021 29/11/2021 29/08/2022 0 £54,629.50 Free-lance Council Wide Door Entry, CCTV & Digital Aerial Maintenance and Reactive Repairs Services 07/03/2022 01/04/2022 01/04/2025 24 £425,000.00 ROBERTSON ACOM LIMITED The Provision of OHMS Supplies 09/03/2022 01/04/2022 01/04/2023 0 £119,285.46 NEC Software Solutions Page 252 of 288
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31 Provision of Low Level, Preventative, Health and Wellbeing Services for Older People in Renfrewshire Services 17/03/2022 01/04/2022 01/04/2025 0 £736,952.00 Roar - Connections for Life Ltd Media Buying for destination and events Services 31/03/2022 31/03/2022 30/04/2023 0 £99,995.00 The Media Shop Scotland Ltd Award of Community Health Champions Programme Services 23/03/2022 01/04/2022 01/04/2024 12 £120,000.00 Active Communities Scotland Ltd Interim Contract for Housing Support Services for Single Homeless People & Childless Couples Services 17/02/2022 01/03/2022 01/10/2022 0 £122,149.00 The Mungo Foundation Interim Contract for Transport for Renfrewshire Council Services 15/12/2021 06/01/2022 06/06/2022 0 £80,330.25 Boyds Coach Hire Limited Interim Contract for Transport for Renfrewshire Council Services 21/12/2021 06/01/2022 06/06/2022 0 £83,466.60 GMT Travel Ltd ta Westway Coaches Interim Contract for Transport for Renfrewshire Council Services 15/12/2021 06/01/2022 06/06/2022 0 £158,893.35 Ian MacMillan t/a Marleigh Hire Interim Contract for Transport for Renfrewshire Council Services 30/11/2021 06/01/2022 06/06/2022 0 £83,796.30 Toa Cabs Ltd Interim Contract for Transport for Renfrewshire Council Services 24/12/2021 06/01/2022 06/06/2022 0 £51,397.50 tw bradley contracts ltd The Provision of a Data Quality Management Tool Supplies 21/02/2022 18/02/2022 18/08/2022 0 £64,800.00 Datactics Interim Contract for the Provision of a Specialist Dementia Day Care Service Services 03/11/2021 01/10/2021 01/03/2022 0 £102,932.50 Alzheimer Scotland - Action on Dementia Telephony as a Service Services 31/03/2022 01/04/2022 01/04/2042 0 £16,936,870.00 Commsworld Ltd Paisley Museum Re-imagined Clerk of Works Services 23/09/2021 04/10/2021 04/12/2023 0 £118,007.00 Ross Quality Control Limited Project Management and Supervision Services for AMIDS District Heating Network project Services 11/10/2021 11/07/2022 11/07/2023 0 £150,000.00 Turner & Townsend Project Managment Page 253 of 288
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32 Provision of Adaptations and Small Repair Service Services 10/05/2021 01/05/2022 01/04/2023 0 £349,756.00 Bridgewater Housing Association Provision of Info@Work Services 31/03/2022 01/04/2022 01/04/2023 0 £71,081.80 NEC Software Solutions UK Limited Provision of Iworld Revs and Bens, NDR and BIDS Licence, Support and Maintenance Services Services 31/03/2022 01/04/2022 01/04/2025 0 £176,201.94 NEC Software Solutions UK Limited The Supply of Switches Supplies 02/08/2021 02/08/2021 02/03/2022 0 £156,740.00 Insight Direct (UK) Ltd Page 254 of 288
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33 Annex 2: Potential Future Contract Renewals Note: The table provided below reflects possible renewals of existing contracts, it does not include new commissions – refer to Section 6.0 Future Opportunities for information regarding potential new contracting opportunities. This table is an extract from the current Contracts Register held on Public Contracts Scotland, inclusion of the information below does not guarantee renewal of any requirement. TITLE TYPE END DATE AVAILABLE EXTENSION MONTHS The Recycling of Corporate WEEE (Concession Contract) Services 09/01/2023 0 Accident & Operational Damage Repairs Services 01/08/2023 12 School-Based Counselling Service Services 13/08/2023 0 External Support for Microsoft Agreements Services 08/07/2023 24 Provision of Adaptations and Small Repair Service Services 01/04/2023 0 Media Buying for destination and events Services 30/04/2023 0 Framework Contract for Roads Related Maintenance Works Works 03/03/2024 24 Multi Storey Lift Refurbishment Works 01/03/2024 0 Recycling & reprocessing of Wood from the Councils HWRCs Services 31/03/2023 24 Processing & Recycling of Engine Oil and Hydraulic Fluid Services 31/03/2023 24 Processing & Recycling of Automotive Batteries Services 31/03/2023 24 Household WEEE Services 31/01/2023 0 Framework Contract for Transportation Services 28/01/2024 24 Business Gateway Specialist Workshop and Expert Help Services Services 31/12/2023 0 Energy Efficient Scotland ABS Funding Managing Agent Works 06/12/2022 0 Inspection, MOT and Tachograph for Vehicles above 3.5 Tonne Services 16/08/2023 12 Licensing, Support and Maintenance of Civica APP Supplies 31/03/2023 0 Work Hub Services 05/01/2024 0 Removal, Relocation and Warehouse Storage Services Framework Services 25/01/2024 12 Term Contract Statutory Maintenance and Reactive Repairs to CCTV, Fire Alarm and Intruder Alarm Systems Services 18/01/2024 24 Page 255 of 288
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34 Term Contract for a Planned Programme of In-Service Inspection and Testing of Electrical Equipment. Services 11/01/2024 24 Corporate Skip Hire and Recycling Service Services 07/12/2022 24 Small Plant and Tools Supplies 01/12/2023 0 Supply and Fit of Thermal Road Repair System Supplies 06/11/2023 0 Real Time Mobile Application and Platform Services 01/10/2023 24 Inspect, Maintain and Repair of Fixed and Portable Gym Equipment Services 06/04/2024 12 Access to Counselling Services 26/06/2023 0 The Supply of Citrix XenApp Enterprise Advantage Licence Subscriptions Supplies 01/04/2023 0 Vehicle and Plant Hire with Operatives Services 10/01/2023 0 Inspection, Testing, Maintenance and Repairs of Passenger Lifts, Stairlifts and Winches. Services 20/01/2023 24 Sheltered Housing Heating Measured Term Contract Services 05/11/2022 24 The Lease of Electric Vehicles Supplies 30/12/2022 0 Software Asset Management as a Service (SAMaaS) Services 08/07/2023 12 Maintenance and Repairs of Fixed Firefighting Equipment and Smoke Control Systems. Services 28/07/2023 12 Provision of a Care at Home and Housing Support Service Services 25/02/2024 0 Structural Assessment Reviews and Principal Inspections Services 20/01/2023 0 Measured Term Contract for the Statutory Compliance and Reactive Repairs to Sliding and Folding Partitions Services 30/09/2023 0 Drainage Maintenance Works for Council Properties Works 02/04/2023 24 Vehicle Tracking System Services 31/03/2023 0 Page 256 of 288
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___________________________________________________________________ To: Finance, Resources and Customer Services Policy Board On: 17 November 2022 ___________________________________________________________________ Report by: The Chief Executive ___________________________________________________________________ Heading: Renfrewshire.gov.uk Alpha Phase (RC-CPU-22-121) ___________________________________________________________________ 1. Summary 1.1 The purpose of this report is to obtain authorisation from the Board to award the Call-Off Contract for Renfrewshire.gov.uk Alpha Phase (RC-CPU-22-121). 1.2 This procurement exercise was conducted in accordance with the two stage competition requirements under the Crown Commercial Services Digital Outcomes & Specialists 5 Framework Agreement RM1043.7 and the Council’s Standing Orders Relating to Contracts. 1.3 A Contract Strategy was agreed by the Head of Marketing and Communications and one of the Strategic Commercial Category Managers on 24th August 2022. ___________________________________________________________________ 2. Recommendations 2.1 It is recommended that the Finance, Resources and Customer Services Policy Board authorise: 2.1.1 The Head of Corporate Governance to award the Contract (a Call-Off Contract) for Renfrewshire.gov.uk Alpha Phase (RC-CPU-22-121), following a two-stage further competition under the Crown Commercial Services Digital Outcomes & Specialists 5 Framework Agreement RM1043.7 Lot 1, to Manifesto Digital Limited (Companies House Registration no:07885631), in accordance with the Framework Agreement Order Form procedures. Item 15 Page 257 of 288
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2.1.2 It is estimated that the contract period will be six (6) months. It is envisaged that the Call-Off Contract will commence on the 12th December 2022 however the actual Call-Off Start Date will be confirmed in the Order Form issued by the Council to Manifesto Digital Limited. 2.1.3 The Contract value will be up to £233,975 excluding VAT. _________________________________________________________ 3. Background 3.1 Renfrewshire Council wishes to continue the implementation of the digital experience programme and undertake an Alpha phase to test the digital experience solutions identified in the completed Discovery project phase, build models, design system, and prototypes, and gather further input from users. This phase will aim to: • build a domain model of the Council • build a content model for the Council’s digital experience and the future Renfrewshire.gov.uk • develop the foundations of an object-oriented design system for the new Renfrewshire.gov.uk website • sketch and test mobile-first prototypes for this new Renfrewshire.gov.uk website • test how the technology identified in the Discovery stage can support the approach and content model for the new website • define the Beta phase. 3.2 The Crown Commercial Service Framework Agreement for Digital Outcomes & Specialists 5 (RM1043.7) Lot 1 was utilised and the Framework’s two stage further competition process undertaken. 3.3 Stage 1 was issued via the Crown Commercial Service Digital Marketplace on the 25th August 2022 with a submission deadline of 11.59 pm on the 8th September 2022. 3.4 Seven (7) submissions were received from the Lot 1 Framework Suppliers. 3.5 Shortlisting evaluation was undertaken based on “essential” and “nice to have” experience in accordance with the Framework Agreement procedures. One (1) tenderer was shortlisted to proceed to stage 2 of the process as they met all the required “essential” experience. 3.6 The stage 2 proposal was issued to the one (1) shortlisted supplier via Public Contracts Scotland -Tender portal on 22nd September 2022 with a submission deadline of 12 noon on the 7th October 2022. 3.7 One (1) submission was received by the deadline. Page 258 of 288
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3.8 The one (1) proposal received was scored against the following Award Criteria - Technical (Quality) 70%, Commercial (Price) 20% and Cultural Fit 10%. 3.9 The scores relative to the award criteria of the supplier invited to stage 2 are as follows: Tenderer Name Technical Score (70%) Commercial Score (20%) Cultural Fit (10%) Total Score (100%) Manifesto Digital Limited 66.25 20.00 8.75 95.00 3.10 It is therefore recommended that the Call-Off Contract for the Renfrewshire.gov.uk Alpha Phase is awarded to Manifesto Digital Limited who met the requirements of a most economically advantageous tender submission and demonstrated value for money. 3.11 Manifesto Digital Limited has committed to provide the following community benefit as part of this Contract- • Free digital experience workshop for community group recommended by Renfrewshire Council • Free workshop or training on digital waste and how to make digital services greener and better for the environment • Free digital skills training for the council and its partners (e.g. web accessibility) or 5 hours volunteering donated to local communities (e.g. speaking in a school about digital careers). 3.12 The Framework Supplier has notified the Council of an impending company name change and this may occur prior to this contract award. Officers will ensure that should this happen prior to contract award, that due diligence is carried out and, that any contract is made in accordance with the Crown Commercial Services Digital Outcomes & Specialists 5 Framework Agreement RM1043.7 requirements. ___________________________________________________________ Implications of the Report 1. Financial - The financial stability of the recommended supplier has been assessed as part of the evaluation procedure and met with the Council’s minimum requirements for this Call-Off Contract. 2. HR & Organisational Development – n/a 3. Community/Council Planning – n/a 4. Legal – this is a Call-off Contract under a pre-existing Framework Agreement and the Contract will be made in accordance with the Framework Agreement Page 259 of 288
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procedures and Renfrewshire Council’s Standing Orders Relating to Contracts. Officers will ensure that should this happen prior to contract award, that due diligence is carried out and, that any contract is made in accordance with the Crown Commercial Services Digital Outcomes & Specialists 5 Framework Agreement RM1043.7 requirements. 5. Property/Assets – n/a 6. Information Technology – n/a 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 – The health and safety submission was evaluated by the Council’s Health and Safety Section and meet the Council’s requirements. 9. Procurement – the procurement procedure outlined within this report was conducted in accordance with clauses 1.4 and 29.5 of the Council’s Standing Orders Relating to Contracts. 10. Risk – the recommended supplier has been assessed and evaluated to confirm that they have met the minimum requirements regarding risk. 11. Privacy Impact – No privacy impact implication has arisen or is anticipated. 12. Cosla Policy Position – n/a 13. Climate Change – no climate change implications were noted as part of this Call-Off Contract. _________________________________________________________ List of Background Papers (1) None ___________________________________________________________________ Author: Suzanne Gibb, Procurement Operations Manager Suzanne.gibb@renfrewshire.gov.uk Page 260 of 288
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___________________________________________________________________ To: Finance, Resources and Customer Services Policy Board On: 17 November 2022 ___________________________________________________________________ Report by: Report by the Chief Executive and the Director of Environment and Infrastructure ___________________________________________________________________ Heading: Vehicle and Plant Hire with Operatives (RC-CPU-22-128) ___________________________________________________________________ 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 tendering procedure for this Works Contract followed the Public Contracts (Scotland) Regulations 2015 under the Open Procedure and Renfrewshire Council’s Standing Orders Relating to Contracts. 1.3 A Contract Strategy was approved by the Head of Operations and Infrastructure and the Strategic Commercial and Procurement Manager in September 2022. ___________________________________________________________________ 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- 22-128) to John McGeady Limited; Item 16 Page 261 of 288
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2.2 Note that the intended starting date is 10 January 2023 with the service period being for a period of 2 years with the Council having the option, at its sole discretion, to extend the Contract on two (2) occasions for a period of up to twelve (12) months on each occasion. The actual starting date will be confirmed in the Council’s Letter of Acceptance. 2.3 Note that the cumulative spend made under this Contract will be up to a maximum value of £2,000,000 excluding VAT _________________________________________________________ 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 to assist in the delivery of maintenance and improvements of public roads excluding trunk roads. 3.3 The Contract will be formed under the NEC3 Term Service Short Contract April 2013 with bespoke Z Clauses. 3.4 The Contract was tendered using the Public Contracts (Scotland) Regulations 2015, as amended. The contract notice was dispatched via the Public Contracts Scotland portal on 2 September 2022 and advertised on the Find a Tender Service (FTS) on the same date. The tender documents were available for download through the Public Contracts Scotland – Tender portal. 3.5 During the tendering period, eleven (11) companies expressed an interest in the Contract. By the closing date set for return of electronic tenders, 12 noon on Thursday, 6 October 2022, four (4) companies provided a response, three (3) declined to respond and four (4) failed to respond. The Tender Submissions received were evaluated by a panel comprising representatives from Environment and Infrastructure, Health and Safety, Risk and the Corporate Procurement Unit. 3.6 One Tenderer withdrew their Tender Submission after the tender deadline date, stating that further to internal evaluation, they wished to withdraw from the process. The remaining Tenderers were evaluated against a pre-determined set of criteria in the form of the Single Procurement Document, SPD (Scotland). One Tenderer failed the minimum criteria, and their Tender Submission was rejected. The Page 262 of 288
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remaining two Tenderers satisfied the Council’s requirements in respect of their responses to the SPD (Scotland). 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). 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 t/a Mac Asphalt 41.67% 38.50% 80.17% 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. The Council’s expectation is that five Community Benefit Points or more will be delivered for every £50,000 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 cost of task orders issued under this Contract will be met by the Capital – General Services budget. 2. HR & Organisational Development Not applicable 3. Community/Council Planning – Reshaping our place, our economy and our future – the contract proposed will support the delivery of this outcome. Page 263 of 288
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4. Legal The Contract was let using the Public Contracts (Scotland) Regulations 2015 and the Council’s Standing Orders Relating to Contracts. 5. Property/Assets This contract will ensure that the Council’s roads are maintained to a high standard. 6. Information Technology No Information Technology implications have arisen or are anticipated. . 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, and the results of the assessment will be published on the Council’s website. 8. Health & Safety John McGeady Limited 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 No Privacy Impact implications have been identified or are anticipated. 12. Cosla Policy Position No Cosla Policy implications have arisen or are anticipated. . 13. Climate Risk Page 264 of 288
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The level of impact associated with works connected with the Framework Contract has been assessed using the Scottish Government Sustainability Test and is considered to be 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. _________________________________________________________ List of Background Papers None ___________________________________________________________________ Author: Brian Bradley, Assistant Category Manager, brian.bradley@renfrewshire.gov.uk Page 265 of 288
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___________________________________________________________________ To: Finance, Resources and Customer Services Policy Board On: 17th November 2022 ___________________________________________________________________ Report by: Joint Report by the Chief Executive and the Chief Officer Renfrewshire Health and Social Care Partnership ___________________________________________________________________ Heading: National Care Home Contract Minute of Variation 22/23 (1) ___________________________________________________________________ 1. Summary 1.1 The purpose of this report is to inform the Finance, Resources and Customer Services Policy Board about the progression of Minutes of Variation (MOV) to the National Care Home Contract (NCHC) for those Providers listed at Appendices 1 and 2 which applies for the Period 11 April 2022 to 9 April 2023. 1.2 The NCHC has been agreed at a national level between the Convention of Scottish Local Authorities (COSLA), Scotland Excel, Coalition of Care and Support Providers (CCPS) and Scottish Care (representing the Care Home Providers). 1.3 These services in Renfrewshire continue under the existing NCHC, in accordance with revised rates agreed in national negotiations. Providers have now been asked to formally confirm their agreement to the proposed MOV for the period from 11 April 2022 to 9 April 2023 in accordance with the agreed revised rates contained within this report. The revised rates have been used in calculating the weekly charge payable and paid from 11 April 2022. 1.4 The revised NCHC takes account of the Scottish Government’s policy of increasing the earnings of direct care staff within adult social care Item 17 Page 267 of 288
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and which requires all Providers to pay all care workers a minimum of £10.50 per hour from 11 April 2022. ___________________________________________________________________ 2. Recommendations 2.1 It is recommended that the Finance, Resources and Customer Services Policy Board note: 2.1.1 The Minute of Variation (MOV) for changes to the National Care Home Contract (NCHC) relevant to the period from 11 April 2022 for the period to 9 April 2023 to all Providers listed in Appendices 1 and 2 to this report; 2.1.2 To note that in accordance with the decision taken for the previous MOV, these increases applied are in accordance with the rates as nationally agreed by COSLA, CCPS and Scottish Care which is an increase in existing fees payable by 5.38% for nursing and 5.58% for residential; 2.1.3 The formal MOV for the Period 11 April 2022 to 9 April 2023, was issued to the Providers listed at Appendices 1 and 2 to this report for their completion; and 2.1.4 The spend during this period from 11 April 2022 to 9 April 2023 under all NCHC contracts will be approximately £30 million excluding VAT. _________________________________________________________ 3. Background 3.1 The NCHC has existed in different versions since 2006 for the provision of residential and/or nursing care throughout Scotland. The NCHC defines the terms and associated fee of publicly funded placements into independent or voluntary sector care homes in Scotland for older people. COSLA with the support of Scotland Excel currently leads the NCHC negotiations on behalf of Local Government with Scottish Care and Coalition of Care and Support Providers in Scotland (CCPS) acting on behalf of providers. 3.2 Negotiations earlier this year between COSLA and representatives of Providers concluded in March 2022 and resulted in agreement to increase fees payable by 5.38% for nursing and 5.58% for residential from 11 April 2022 to 9 April 2023. Page 268 of 288
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3.3 Under the terms of the NCHC, any changes to the NCHC are made by Minute of Variation (MOV). A formal MOV is signed with each Provider for the respective Care Home per the Appendices 1 and 2 to confirm acceptance of the nationally negotiated fee agreement and associated conditions. The National Care Home Contract Minute of Variation 22/23 (1) was provided to the Council by Scotland Excel. The Council then issued the MOV to the Providers listed in Appendix 1 to agree the terms of the MOV for each individual care home. The Providers listed in Appendix 2 are in administration and the relevant MOVs will be issued in due course. ___________________________________________________________________ Implications of the Report 1. Financial – The financial implications are noted at paragraph 2.1.4 of this Report and the costs for placements will be met from existing resources. 2. HR & Organisational Development - None 3. Community/Council Planning – • Our Renfrewshire is thriving – providing work to individuals from Renfrewshire • Reshaping our place, our economy and our future – local employment and support for the Adult Social Care Pay Uplift to £10.50 4. Legal – The MOV referred to in this report reflects changes to the NCHC between Providers and local authority representatives reached at a national level and revised in accordance with the NCHC terms and conditions 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. Page 269 of 288
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8. Health & Safety –The recommended Provider’s Health and Safety policy and procedures is considered to meet the necessary requirements. 9. Procurement – The form of the National Care Home Contract has been agreed at a national level and any further changes to this contract are approved COSLA, whom with the support of Scotland Excel currently leads the NCHC negotiations on behalf of Local Government with Scottish Care and Coalition of Care and Support Providers in Scotland (CCPS) acting on behalf of providers. In addition, the Council ensured adequate publicity by placing a notice for National Care Home Contract Minute of Variation 22/23 (1) via Public Contracts Scotland. 10. Risk – None 11. Privacy Impact – The Providers will be Data Controllers and, as such, have a legal responsibility to comply with Data Protection legislation when collecting, processing and storing personal data of those receiving the service under each NCHC. 12. Cosla Policy Position –The MOV has been agreed by COSLA 13. Climate Change – No climate change implications were noted as part of this Contract. _________________________________________________________ List of Background Papers none ___________________________________________________________________ Author: Alexandra Donaldson, Strategic Commercial Category Manager, Corporate Procurement Unit. alexandra.donaldson@renfrewshire.gov.uk Page 270 of 288
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Appendix 1 Care Homes in Renfrewshire Provider Name(s) Care Home Advinia Care Homes Limited Elderslie Care Home Advinia Care Homes Limited Braemount Nursing Home Amicura Limited Kingsley Care Home Bridge of Weir Care Home Limited Bridge of Weir Care Home Church of Scotland t/a Crossreach Adams House Erskine Hospital The Erskine Home Erskine Hospital The Erskine Park Care Home H & H Care Homes Ltd Westerfields Care Centre HC-One Ltd Hillside View Care Home HC-One Ltd Kyle Court Care Home Lancefield Care Home Ltd Lancefield Care Home Littleinch Ltd Inchinnan Care Home Littleinch Ltd Rashielee Care Home McKenzie Care Homes Ltd Ailsa Lodge Care Home Stanely Homes Ltd Stanely Park Care Home Sterling Care Homes Ltd Nightingale House Pacific Care Limited Mosswood Care Home Holmes Care Group Scotland Ltd Craigielea Care Centre Page 271 of 288
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Appendix B Care Homes in Renfrewshire still to be issued with MOV Provider Name(s) Care Home SCCL Operations Limited (in administration) Cochrane Care Home formally known as Silverline Care SCCL Operations Limited (in administration) Ranfurly Care Home formally known as Silverline Care Page 272 of 288
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___________________________________________________________________ To: Finance, Resources and Customer Services Policy Board On: 17th November 2022 ___________________________________________________________________ Report by: The Chief Executive and the Director of Finance and Resources ___________________________________________________________________ Heading: Contract Award: Upgrading of Artificial Pitch at Parkmains High School, (RC-CPU-22-105) ___________________________________________________________________ 1. Summary 1.1 The purpose of this report is to seek the approval of the Finance, Resources and Customer Services Policy Board to award a Works Contract for Upgrading of Artificial Pitch at Parkmains High School, (RC-CPU-22-105) to Allsports Construction & Maintenance Limited. 1.2 The recommendation to award the Contract follows a procurement exercise conducted in accordance with the Council’s Standing Orders Relating to Contracts 1 January 2022 for a below Regulated (Works) contract using the Open Procedure. 1.3 A Contract Strategy was approved by the Strategic Commercial Category Manager and Programme Manager on 2nd September 2022 and approved by the Head of Property Services on 3rd September 2022. ___________________________________________________________________ 2. Recommendations 2.1 It is recommended that the Finance, Resources and Customer Service Policy Board: Item 18 Page 273 of 288
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(a) Authorise the Head of Corporate Governance to award a Contract for the Upgrading of Artificial Pitch at Parkmains High School, (RC-CPU- 22-105) to Allsports Construction & Maintenance Limited. (b) Authorise the Tendered Contract Sum of £311,175.57 excluding VAT and an additional 5% contingency for any unforeseen works; (c ) Note the Date for Commencement of the Works is 13th February 2023 and the Date for Completion of the Works is 11th April 2023. Any changes to these dates will be confirmed in the Council’s Letter of Acceptance. _________________________________________________________ 3. Background 3.1 Renfrewshire Council requires a competent and suitably qualified contractor to carry out the uplift and replacement of Artificial playing surfaces on the 2G Hockey Pitch at Park Mains High School as well as associated fencing and floodlight lamp replacements. 3.2 To initiate this procurement process a Contract Notice was published on the Public Contracts Scotland advertising portal on Friday 2nd September 2022 with the tender documentation available for downloading from the Public Contracts Scotland – Tender portal from this date. 3.3 During the live tender period seven organisations expressed an interest in this tender. By the closing date set for the return of electronic tender submissions, 5pm, Tuesday 20th September 2022, four organisations submitted a tender response with three organisations declining to respond due to timescales and workload. 3.4 In accordance with the Council’s Standing Orders Relating to Contracts 1 January 2022 11.5, Tenderers were required to complete a Single Procurement Document (SPD) to be submitted with their tender submission. All four tender submissions were evaluated against a pre- determined set of criteria in the form of the SPD by representatives from the following Council Services: Property Services, the Corporate Procurement Unit, Corporate Risk and Corporate Health & Safety. 3.5 All four tender submissions received complied with the minimum selection criteria of the SPD. The four tender submissions were each evaluated against the Award Criteria which were based on a weighting of 60% Price and 40% Quality. Page 274 of 288
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3.6 The scores relative to the Award Criteria for each of the four tender submissions are noted below: Price (60%) Quality (40%) Total (100%) 1 Allsports Construction & Maintenance Limited 58.29% 37.25% 95.54% 2 Tony Patterson Sportsgrounds Ltd 59.91% 35.00% 94.91% 3 Sportex Group Limited 60.00% 31.25% 91.25% 4 Fairways Sportsgrounds Limited 59.14% 30.25% 89.39% 3.7 The evaluation of tender submissions received identified that the submission by Allsports Construction & Maintenance Limited was the most economically advantageous tender. 3.8 The form of Contract is SBCC Minor Works Building Contract (MW/Scot) 2011 Edition as supplemented by the Employer Amendments. 3.9 A capital budget of £1.2m has been made available for upgrading of artificial pitches in Renfrewshire and the costs of this Contract will be met through this budget. 3.10 Community Benefits were requested as part of the procurement process and Allsports Construction & Maintenance Limited confirmed that the following Community Benefits would be made available to the Council for this Contract: ___________________________________________________________________ Implications of the Report 1. Financial – The cost for this work will be met by the Capital General Services budget. 2. HR & Organisational Development – No TUPE implications Community Benefit Description No of People / Activity Business advice/support to an SME/Social Enterprise/Voluntary Organisation 1 Non-financial support for a Community Project 1 Page 275 of 288
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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 • Reshaping our place, our economy, and our future - Delivering required infrastructure • Tackling inequality, ensuring opportunities for all - Celebrating Youth - Improving mental health and wellbeing - Promoting active lifestyles - Driving attainment for all - Tackling the poverty related attainment gap • Creating a sustainable Renfrewshire for all to enjoy - Keeping local places clean and attractive 4. Legal - The Procurement of this Contract was conducted as a below Regulated (Works) Open Procurement Procedure in accordance with the Council’s Standing Orders Relating to Contracts 1 January2022. 5. Property/Assets – The contract will facilitate the upgrading of 2G Artificial Hockey Pitch at Park Mains High School that will ensure that the Council’s assets are upgraded and maintained to a proper standard. 6. Information Technology – No Information Technology implications have arisen or are anticipated. 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, and the results of the assessment will be published on the Council’s website. Page 276 of 288
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8. Health & Safety – Allsports Construction & Maintenance Limited health and safety credentials were evaluated by Corporate Health and Safety and met the Council’s minimum requirements regarding health and safety. 9. Procurement – The procurement procedures outlined within this report ensures that the Council meets its statutory requirements in respect of procurement procedures, efficiency, and modern Government. 10. Risk – Allsports Construction & Maintenance Limited insurances have been assessed and evaluated to confirm that they meet the minimum requirements regarding insurance risk. 11. Privacy Impact – No Privacy Impact implications have been identified or are anticipated. 12. Cosla Policy Position – No COSLA Policy Position implications have arisen or are anticipated. 13. Climate Risk – The level of impact associated with provision of these works have been assessed using the Scottish Government Sustainability Test and is considered High Risk. The Scottish Procurement Document (SPD) Environmental Management question 4C.7 was utilised as well as two information only questions within the Technical Evaluation: Supporting a Circular Economy in the Re-Using or Re-Purposing of materials: - The Contractor will adopt a hierarchy of Reduce, Re-use and Recycle as a guiding principle in line with Scotland’s Zero Waste Plan. - The Contractor is ISO9001 and ISO4001 accredited. - The Contractor will ensure that material take-offs are accurate, ordering of materials are timely and material suppliers consider only essential packaging. - The Contractor will also work with their supply chains to ensure that synthetic grass and shock pads off-cuts are kept to a minimum when detailing their installation schematics. - Where there is unavoidable waste, they will use local re-use networks such as The Community Resources Network and Page 277 of 288
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the Construction Material Exchange to find outlets for materials re-use. - On site Toolbox Talks will ensure that staff know how to reduce, re-use and recycle waste at site. Disposal of used Materials: On this contract the Contractor will: - Dispose of any kerbs or concrete material and ensure this is taken for recycling into 6F2/6F5 - Explore avenues to re-use synthetic carpet such as golf clubs for the pathways, landscaped areas and domestic applications - Have segregated waste skips on site to keep recyclable waste separated from landfill waste A Site Specific Waste Management Plan will be developed at the start of the contract to assess and record materials that can be recycled both on and off site. _________________________________________________________ List of Background Papers (a) None ___________________________________________________________________ Author: Kevin Milliken, Procurement Advisor, Corporate Procurement Unit, kevin.milliken@renfrewshire.gov.uk Page 278 of 288
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___________________________________________________________________ To: Finance, Resources and Customer Services Policy Board On: 17th November 2022 ___________________________________________________________________ Report by: The Chief Executive and the Director of Communities & Housing ___________________________________________________________________ Heading: Contract Award: Relocation of External Gas Services, (RC-CPU-22- 022) ___________________________________________________________________ 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 Relocation of External Gas Services , (RC-CPU-22-022) to Scotland Gas Networks PLC (SGN). 1.2 The recommendation to award the Contract follows a procurement process conducted in accordance with the Council’s Standing Orders Relating to Contracts 1 January 2022 for a below Regulated (Works) contract using the Negotiated Procedure. 1.3 A Request to Negotiate (RTN) was approved by the Strategic Commercial and Procurement Manager on the 13th May 2022. A Contract Strategy was approved by the Strategic Commercial and Procurement Manager and Head of Housing Services on 7th September 2022. ___________________________________________________________________ 2. Recommendations Item 19 Page 279 of 288
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2.1 It is recommended that the Finance, Resources and Customer Service Policy Board: (a) Authorise the Head of Corporate Governance to award a Contract for the Relocation of External Gas Services, (RC-CPU- 22-022) to Scotland Gas Networks PLC; (b) Authorise the maximum contract value of up to £1.5 million, excluding VAT; for all Orders made under this Contract; (c ) Note the Contract is for 3 years commencing on 12th December 2022. _________________________________________________________ 3. Background 3.1 Renfrewshire Council’s ongoing energy efficiency programmes involves installing External Wall Insulation to increase energy efficiency on Council and privately owned housing stock within mixed tenure blocks. 3.2 The gas services that are currently connected externally to the outer envelope of the building are required to be removed and refitted, as instructed by Renfrewshire Council, to allow all insulation boards and other relevant materials to be fitted. This contract is for the removal and refitting of gas services and will ensure complete coverage of wall insulation, maximising energy efficiency. 3.3 Renfrewshire Council require SGN to survey and provide a proposed location drawing and quotation for the gas supplies for each individual property. The gas alteration work will include alteration of the supplies, up to, and including, the existing gas meter, and a reconnection to the existing pipework on the domestic side of the gas meter, to ensure gas supplies for residents are uninterrupted. 3.4 SGN own and maintain the infrastructure up to the gas meter within every property; therefore, the work to this infrastructure is only allowed to be carried out by them. 3.5 The Head of Policy and Commissioning (HOPAC) agreed to the procurement of a negotiated contract without competition made in accordance with the Council’s Standing Orders Relating to Contracts order 14 (Negotiated Procedure without Prior Publication of a Notice). 3.6 The Contract will be based on a Works Agreement Document between Renfrewshire Council and SGN with SGN’s Terms and Conditions. Page 280 of 288
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The tender was issued to SGN via email on 8th September 2022 with a tender closing date of 5pm, Friday 30th September 2022. 3.7 Community Benefits were requested as part of the procurement process and SGN confirmed that the following Community Benefits would be made available to the Council for this Contract: ___________________________________________________________________ Implications of the Report 1. Financial – The cost of this work will be met by the Housing Revenue Account (HRA) Capital Programme budget. 2. HR & Organisational Development – No TUPE implications. 3. Community/Council Planning – Not Applicable 4. Legal – The Procurement of this Contract was conducted as a below Regulated (Works) negotiated procurement procedure in accordance with the Council’s Standing Orders Relating to Contracts 1 January 2022. As part of this negotiated Contract the Council has agreed to use SGN Terms and Conditions for an Alteration to the Gas Service Pipe to Domestic Properties effective from 20 July 2018 for this Contract. 5. Property/Assets – This contract will support the PAS2035 Retrofit Works Contract on the exterior envelope of the property to ensure the properties have continuous wall insulation which will improve energy efficiency and reduce the risk of damp/mould in the future. 6. Information Technology - No Information Technology implications have arisen or are anticipated. 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 Community Benefit Description No of People / Activity Industry Awareness Event 9 Page 281 of 288
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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 – SGN health and safety credentials were evaluated by Corporate Health & Safety and met the Council’s minimum requirements regarding Health & 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 – Scotland Gas Network PLC insurances have been assessed and evaluated to confirm that they meet the minimum requirements regarding insurance risk. 11. Privacy Impact - Scotland Gas Network PLC have completed a Data Processor Agreement as part of this contract. 12. Cosla Policy Position - No COSLA Policy Position implications have arisen or are anticipated. 13. Climate Risk – The level of impact associated with provision of these works have been assessed using the Scottish Government Sustainability Test and is considered Low Risk. _________________________________________________________ List of Background Papers (a) None ___________________________________________________________________ Author: Kevin Milliken, Procurement Advisor, Corporate Procurement Unit, kevin.milliken@renfrewshire.gov.uk Page 282 of 288
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___________________________________________________________________ To: Finance, Resources and Customer Services Policy Board On: 17th November 2022 ___________________________________________________________________ Report by: The Chief Executive and the Director of Finance and Resources ___________________________________________________________________ Heading: Contract Award: Kirklandneuk Primary School Construction of a New MUGA Pitch (RC-CPU-22-106) ___________________________________________________________________ 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 Kirklandneuk Primary School Construction of a New MUGA (Multi Use Games Area) Pitch, (RC-CPU-22-106) to Doe Sport (North) Limited. 1.2 The recommendation to award the Contract follows a procurement exercise conducted in accordance with the Council’s Standing Orders Relating to Contracts 1 January 2022 for a below Regulated (Works) contract using the Quick Quote Procedure. 1.3 A Contract Strategy was approved by the Strategic Commercial Category Manager and Head of Property Services on 9th September 2022. ___________________________________________________________________ Item 20 Page 283 of 288
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2. Recommendations 2.1 It is recommended that the Finance, Resources and Customer Services Policy Board: (a) Authorise the Head of Corporate Governance to award a Contract for the Kirklandneuk Primary School Construction of a New MUGA Pitch, (RC-CPU-22-106) to Doe Sport (North) Limited. (b) Authorise the Tendered Contract Sum of £199,439.67, excluding VAT and an additional 5% contingency for any unforeseen works. (c ) Note the Date of Possession of the Site is 9th January 2023, and the Date for Completion of the Works is 3rd March 2023. Any changes to these dates will be confirmed in the Council’s Letter of Acceptance. _________________________________________________________ 3. Background 3.1 Renfrewshire Council requires a competent and suitably qualified contractor to carry out the construction of a new Multi Use Games Area (MUGA) at Kirklandneuk Primary School in Renfrew. 3.2 The Quick Quote procurement process was utilised for this contract. To initiate this procurement process five organisations were invited to participate in the Quick Quote. The tender documentation was published on Public Contracts Scotland – Tender portal on Monday 12th September 2022 with the tender documentation available for downloading from the PCS-Tender portal from this date. 3.3 By the closing date set for the return of electronic tender submissions, 12 noon, Wednesday 28th September 2022, two organisations submitted a tender response, one organisation did not respond, and two organisations declined to respond due to timescales. CPU issued a feedback request from the organisation that did not submit a tender response; however, no feedback has been provided to date. 3.4 In accordance with the Council’s Standing Orders Relating to Contracts 1 January 2022 11.5, Tenderers were required to complete a Single Procurement Document (SPD) to be submitted with their tender submission. Both tender submissions were evaluated against a pre- determined set of criteria in the form of the SPD by representatives from the following Council Services: Property Services, the Corporate Procurement Unit, Corporate Risk and Corporate Health & Safety. Page 284 of 288
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3.5 The two tender submissions received complied with the minimum selection criteria of the SPD and so both tender submissions proceeded to evaluation against the Award Criteria based on the published weighting of 60% Price and 40% Quality. 3.6 The scores relative to the Award Criteria for each of the two tender submissions are noted below: Price (60%) Quality (40%) Total (100%) 1 Doe Sport (North) Limited 57.05% 28.25% 85.30% 2 C Y Turf Limited 60.00% 18.00% 78.00% 3.7 The evaluation of tender submissions received identified that the submission by Doe Sports (North) Limited was the most economically advantageous tender. 3.8 The form of Contract is SBCC Design and Build Contract for use in Scotland (DB/Scot) (2011 Edition) as supplemented by the Employer Amendments. 3.9 A capital budget has been made available for the new MUGA Pitch at Kirklandneuk Primary School. 3.10 Community Benefits were requested as part of the procurement process and Doe Sport (North) Limited confirmed that the following Community Benefits would be made available to the Council for this Contract: ___________________________________________________________________ Implications of the Report 1. Financial – The cost for this work will be met by through Capital General Services budget. 2. HR & Organisational Development – No TUPE implications Community Benefit Description No of People / Activity Industry Skill Transfer to Schools 1 Non-financial support for a Community Project 1 Page 285 of 288
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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 • Reshaping our place, our economy, and our future - Delivering required infrastructure • Tackling inequality, ensuring opportunities for all - Celebrating Youth - Improving mental health and wellbeing - Promoting active lifestyles - Driving attainment for all - Tackling the poverty related attainment gap • Creating a sustainable Renfrewshire for all to enjoy - Keeping local places clean and attractive Children’s Services Service Improvement Plan: - Pupils and staff enjoy a modern, fit for purpose, school estate which supports learning and achievement. - Ensure Renfrewshire is a "child friendly" place where children's rights are at the centre of policy decision making. Renfrewshire Children’s Services Partnership Plan: - We will take a multi-agency approach to promoting physical activity to support good physical and mental health. - All children and young people have access to a safe and well- maintained place to live. 4. Legal – The Procurement of this Contract was conducted as a below Regulated (Works) Quick Quote Procurement Procedure in accordance with the Council’s Standing Orders Relating to Contracts 1 January 2022. 5. Property/Assets – The contract will facilitate the Construction of a new Multi Use Games Area (Muga) at Kirklandneuk Primary School which will provide the Council with a new asset and school with a modern new Page 286 of 288
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play area. 6. Information Technology – No information Technology implications have arisen or are anticipated. 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, and the results of the assessment will be published on the Council’s website. 8. Health & Safety – Doe Sport (North) Limited health and safety credentials were evaluated by Corporate Health & Safety and met the Council’s minimum requirements regarding Health & 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 – Doe Sport (North) Limited insurances have been assessed and evaluated to confirm that they meet the minimum requirements regarding insurance. 11. Privacy Impact – No Privacy Impact implications have been identified or are anticipated. 12. Cosla Policy Position – No COSLA Policy Position implications have arisen or are anticipated. 13. Climate Risk – The level of impact associated with provision of these works have been assessed using the Scottish Government Sustainability Test and is considered High Risk. The recommended Tenderer has been audited and found to meet the requirement of standard ISO 14001: 2015 Environmental Management System. _________________________________________________________ List of Background Papers (a) None Page 287 of 288
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___________________________________________________________________ Author: Kevin Milliken, Procurement Advisor, Corporate Procurement Unit, kevin.milliken@renfrewshire.gov.uk Page 288 of 288