Agenda Document Pack - Finance, Resources and Customer Services Policy Board - 15/06/2022
Renfrewshire Council · 15 June 2022
Back to Finance, Resources and Customer Services Policy Board — 15 June 2022 and its agenda
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Notice of Meeting and Agenda Finance, Resources and Customer Services Policy Board Date Time Venue Wednesday, 15 June 2022 14:00 Teams - virtual meeting, MARK CONAGHAN Head of Corporate Governance Membership 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: Councillor John Shaw (Convener): Councillor Fiona Airlie-Nicolson (Depute Convener): 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 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.
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Minute 1 Joint Consultative Board (Non-teaching) Minute of the Joint Consultative Board (Non-teaching) meeting held on 30 March 2022. 1 - 4 Finance 2 Revenue Budget Update 2022/23 Report by Director of Finance & Resources. 5 - 10 Performance 3 Business Services Performance Report Report by Director of Finance & Resources. 11 - 22 4 Chief Executive’s Service - Service Improvement Plan 2022-23 and Service Delivery Plan 2021-22 Outturn Report Report by Chief Executive. 23 - 104 5 Customer Services Performance Report Report by Director of Finance & Resources. 105 - 108 6 Finance & Resources Service Improvement Plan 2022- 23 and Service Delivery Plan 2021-22 Outturn Report Report by Director of Finance & Resources. 109 - 160 7 Environment & Infrastructure Service Improvement Plan 2022/23-24/25 and Service Delivery Plan 2021-22 Outturn Report Report by Director of Infrastructure, Land & Environment. 161 - 234 Civic Hospitality
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8 Civic Hospitality Report by Director of Finance & Resources. 235 - 236 Common Good 9 Charitable Registration of Common Good Funds Report by Director of Finance & Resources. 237 - 240 10 Oakshaw Trinity Church Tower – Urgent repairs to Common Good property Report by Director of Finance & Resources. 241 - 244 Health & Safety 11 Chief Executive’s Service – Annual Health and Safety Report 2021/2022 and Action Plan 2022/2023 Report by the Chief Executive. 245 - 256 12 Revised FARS Health and Safety Policy 2022 Report by Director of Finance & Resources. 257 - 266 13 FARS Health and Safety Report and Plan 2022/2024 Report by Director of Finance & Resources. 267 - 278 14 2021/22 Annual Report on the Health, Safety and Wellbeing Activities within Renfrewshire Council Report by Director of Finance & Resources. 279 - 288 Voluntary Redundancy 15 Report on the Voluntary Redundancy/Early Retirements Scheme Report by Director of Finance & Resources. 289 - 294
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Contract Authorisation 16 Festive Lighting Joint report by Chief Executive and Director of Environment & Infrastructure. 295 - 300 17 Maintenance and Refurbishment - Voids and Tenanted Properties Joint report by Chief Executive and Director of Communities and Housing Services. 301 - 306 18 Provision of Housing Support Services for Single Homeless People & Childless Couples who may have Complex Needs Joint report by Chief Executive and Director of Communities & Housing Services. 307 - 312 19 Supply and Delivery of 4 x 7.5Tonne Multilift XR5 Hook Lifts Joint report by Chief Executive and Director of Environment & Infrastructure. 313 - 318 20 Framework Contract for Works to Roads Related Structures Joint report by Chief Executive and Director of Environment & Infrastructure. 319 - 324 21 Notification of the award of the Contract for Surface Treatment under delegated authority granted to the Strategic Commercial and Procurement Manager Joint report by Chief Executive and Director of Environment & Infrastructure. 325 - 330 22 Paisley Grammar School Community Campus (PGSCC) - Principal Contractor (PC) Joint report by Chief Executive and Director of Finance & Resources. 331 - 340 23 Demolition of Tannahill Road and Tannahill Terrace Joint report by Chief Executive and Director of Finance & Resources. 341 - 346
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24 PAS2035 Retrofit Works (Housing Investment and Regeneration Programmes) Joint report by Chief Executive and Director of Communities & Housing Services. 347 - 354
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Minute of Meeting Joint Consultative Board (Non-Teaching) Date Time Venue Wednesday, 30 March 2022 15:00 Via Teams Platform, Present: Councillor Tom Begg, Councillor John McNaughtan, Councillor Jim Paterson, Councillor Andy Steel Representing Trade Unions John Boylan, Stephen Hicks (UNISON); Kirsten Muat, Ann Canning (GMB). In Attendance D Kerr, Service Co-ordination Manager (Environment & Infrastructure); 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; P Shiach, Senior Committee Services Officer, K O'Neill, Assistant Democratic Services Officer and D Cunningham, Assistant Committee Services Officer (all Finance & Resources). Recording of Meeting Prior to the commencement of the meeting the Chair intimated that this meeting would be recorded for subsequent broadcast via the Council’s internet site. Item 1 Page 1 of 354
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1 Appointment of Chair Person It was proposed and agreed that John Boylan (UNISON) chair the meeting. DECIDED: That John Boylan chair the meeting. 2 Apologies L Kilicaslan, Senior Manager for CAH Services, Renfrewshire Health and Social Care Partnership; M Ferguson (UNISON); G McLean (GMB). 3 Declarations of Interest There were no declarations of interest intimated prior to the commencement of the meeting. 4 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 2 February 2022. The report focused on the actions and activities that continued to support the Council's response and recovery plans. The Health and Safety team was an integral part of the council's emergency management team, providing clear guidance as documents had been released from the UK and Scottish Governments, NHS and Health Protection Scotland. The team linked with fellow colleagues in other local authorities to share knowledge and introduce any new learning to The Council's guidance and procedures. The Health & Safety Team continued to work collaboratively with key stakeholders, ensure risks were assessed, review policies and guidance, support front line services in the delivery of emergency and prioritised work, support Vaccination Centres, support employees throughout the different phases of the pandemic, evaluate contractor's and supplier's health and safety documentation when applying for contracts, respond to Freedom of Information requests and insurance claims, support services to ensure stocks of PPE were maintained, produce health and wellbeing guidance to support eh workforce, and review all injury accidents occurring within the Council activity. The revised Occupational Health contract arrangements were discussed. DECIDED: That the report be noted. Page 2 of 354
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5 Details of Grievances There was submitted a report by the Director of Finance & Resources relative to the number of grievances received. The report provided information on grievances at both the informal and formal stages. The report indicated that there were a total of four grievances as at March 2022, which was a reduction of two cases since the last meeting in February 2022. DECIDED: That the report be noted. 6 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 of March 2022 and detailed the capacity and services in which they were engaged. The report advised that as of March 2022, there were 115 Agency Workers employed across all services and 109 Agency Workers employed across Renfrewshire Health and Social Care Partnership and this was a reduction of 13 workers since the last meeting in February 2022. The Joint Consultative Board (Non-Teaching) advised that recruitment fayres were being held with the aim of filling various vacant posts with staff appointed under the Council's terms and conditions. DECIDED: That the report be noted. 7 Date of Next Meeting DECIDED: That it be noted that the date of the next meeting of the JCB (Non- Teaching) was scheduled to be held at 3pm on 15 June 2022. Page 3 of 354
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___________________________________________________________________ To: Finance, Resources and Customer Services Policy Board On: 15 June 2022 ___________________________________________________________________ Report by: Director of Finance & Resources ___________________________________________________________________ Heading: Revenue Budget Update 2022/23 ___________________________________________________________________ 1. Summary 1.1. On 3 March 2022, the Council set its revenue budget for 2022/23. On that day, the Band D Council Tax level was set for 2022/23 and a Budget Motion was approved. This report provides Members with an update to the Revenue Budget 2022/23 following these additional decisions. 1.2. Appendix 1 outlines the total in-year approved Revenue Budget 2022/23 for each service by cost type. 2. Recommendations 2.1 Members are asked to note the report, which reflects the impact of decisions taken by the Council on 3 March 2022. 3. Revenue Budget 2022/23: Council Tax 3.1 At its meeting on 3 March 2022, the Council increased Council Tax for 2022/23 by 3%. The effect of this on all Council Tax bands is as follows: Band Council Tax Charge 2022/23 Band Council Tax Charge 2022/23 A £903.25 E £1,780.16 B £1,053.80 F £2,201.68 C £1,204.34 G £2,653.31 Item 2 Page 5 of 354
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D £1,354.88 H £3,319.46 4. Revenue Budget 2022/23: Budget Motion 4.1 A number of initiatives were outlined in the Budget Motion on 3 March 2022, which amounted to an additional £5.687m being planned for financial year 2022/23. Of this, £0.055m is recurring spend and £5.632m is non-recurring spend, as follows: Description Budget 2022/23 £000 Recurring Costs Borrowing costs on capital investment in artificial playing surfaces and community halls 55 Non-recurring Costs Fairer Renfrewshire Programme Top-up funding for Discretionary Housing Payments (DHP) 300 Top-up funding to the Scottish Welfare Fund (SWF) 500 Extend the funding provided to households in 2021/22 to tackle financial insecurity and hardship 270 Additional funding re Children and young people’s mental health and well- being, supplementing £0.250m set aside in 2021/22 100 Unallocated; to be outlined in a future Fairer Renfrewshire report 3,812 Pilot enforcement service over 12 months to tackle fly-tipping across Renfrewshire, utilising CCTV technology and improved links to SEPA / Police Scotland* 450 Replenish the Cultural Heritage & Events Fund (CHEF) in 2022/23 to continue to support our local cultural and heritage organisations** 200 Total 5,687 Funded by: One-off use of reserves from Social Renewal Fund 1,000 One-off use of reserves from Unearmarked balances* 450 One-off use of reserves from COVID-19 Recovery Fund** 200 One-off settlement funding from Scottish Government 3,982 Council Tax receipts 55 Total 5,687 4.2 On 2 March 2022, the Scottish Government released Finance Circular 1/2022, which included details of previously undistributed settlement funding for Renfrewshire Council of £13.866m. 4.3 The following table was presented as Table 6 in the report to Council on 3 March 2022 with draft figures before the above decisions were taken. It is now updated here to reflect the impact of the use of reserves and the additional planned expenditure. Page 6 of 354
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Budget Overview 2022/23 Draft Budget 3 March £000 Approved Budget 3 March £000 Movement £000 Confirmed Government Grant 365,154 379,020 13,866 Council Tax Income 97,852 100,788 2,936 Council Tax / Community Charge Arrears 400 400 0 Total Income 463,406 480,208 16,802 Less: Estimated Spending need (466,287) (480,208) (13,921) Recurring Budget (Deficit) / Surplus (2,881) 0 2,881 Less: Estimated Spending need (non-recurring) 0 (5,632) (5,632) One-off Revenue allocation 3,982 3,982 0 One-off use of Reserves 0 1,650 1,650 In-Year Budget Surplus 1,101 0 (1,101) 5. Resource Allocations 5.1 Appendix 1 attached summarises the provisional resource allocation for each service. This is the In-Year budget position and includes the total spending needs, both recurring and non-recurring, outlined above. Resource allocations are subject to amendment during the financial year, to reflect allocation to services of inflationary budgets held at the outset within Miscellaneous Services. ————————————————————————————————————— Implications of the Report 1. Financial - The report and appendix provide background information on the 2022/23 budget, identifying an in-year break-even position, after the application of one-off funding and use of reserves. 2. HR & Organisational Development – none arising from this report. 3. Community/Council Planning – none arising from this report. 4. Legal – none arising from this report. 5. Property/Assets - none arising from this report. 6. Information Technology - none arising from this report. 7. Equality & Human Rights - none arising from this report. 8. Health & Safety - none arising from this report. Page 7 of 354
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9. Procurement – none arising from this report. 10. Risk – none arising from this report. 11. Privacy Impact - none arising from this report. 12. Cosla Policy Position – none arising from this report. 13. Climate Risk – none arising from this report. ___________________________________________________________________ Author: Alastair MacArthur, Director of Finance & Resources Page 8 of 354
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RESOURCE ALLOCATION APPENDIX 1 REVENUE BUDGET 2022/23 Chief Executive's Service Children's Services Communities and Housing Environment and Infrastructure Finance and Resources Miscellaneous Service Renfrewshire Council Employee Costs 8,623 153,846 7,127 46,661 32,519 13,514 262,290 Premises Costs 1,554 9,366 1,554 4,208 1,616 2,854 21,152 Transport Costs 20 4,461 138 8,004 64 12 12,699 Supplies and Services 13,445 30,722 2,155 21,054 9,139 13,206 89,721 Third Party Payments 126 14,068 2 3,199 1,745 381 19,521 Transfer Payments 2,532 12,158 2,565 106 53,730 18,756 89,847 Support Services 377 206 1,098 1,247 552 3,791 7,271 Capital Charges 0 0 0 0 0 7,162 7,162 Income (3,826) (1,939) (4,356) (33,934) (60,519) (12,889) (117,463) Sub-Total 22,851 222,888 10,283 50,545 38,846 46,787 392,200 Plus Adult Social Care 93,640 Total In-Year Net Expenditure 2022/23 485,840 Recurring Spending Need 480,208 Non-Recurring Spending Need 5,632 Total In-Year Net Expenditure 2022/23 485,840 Page 9 of 354
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_________________________________________________________________ To: Finance, Resources and Customer Services Policy Board On: 15 June 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 April 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. _______________________________________________________________ Item 3 Page 11 of 354
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3. Revenue Collection 3.1 Council Tax 3.1.1 This section details the collection performance as at 28th April 2022 for Council Tax. It also provides details of the total sums collected for the previous financial year. 3.1.2 The billable sum for 2022/23 is £93,574,652. 3.1.3 The sums collected to date for 2022/23 are £18,676,683 which is 19.96% of the billable sum (14.74% last year). This represents an increase of 5.22% 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 £9,319,350 being credited to Council Tax accounts by 28th April 2022. It is anticipated that the percentage increase will lessen over the remaining months of the year as customers’ reduced instalments take effect. 3.1.5 The Council Tax Reduction (CTR) awarded is £13,218,262 amounting to 12.38% of the billable sum, which is 1.52% less than at the same point last year. 3.1.6 The Service is currently working 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. 3.2 Non-Domestic Rates 3.2.1 This section details the collection performance as at 28th April 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 £127,645,598, this is significantly higher than the levied amount of £89,717,813 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 £297,156 which is 0.23% of the sum billed. This is an increase in cash collection as a proportion of net charges billed of 0.04% compared with the same position for 2021/22. 3.2.4 Payment collection for Non-Domestic Rates commences in May each year. Page 12 of 354
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4. Benefit administration This section details the processing performance in relation to Housing Benefit and the Scottish Welfare Fund, as at the end of April 2022. Also provided is an update on the funding and expenditure position in relation to Discretionary Housing Payments (DHP) and the Scottish Welfare Fund. 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 The impact of the high volume of Self-isolation Support Grants has affected processing times significantly across the Financial Support Teams. Also, substantial changes to the Council Tax Reduction Scheme resulted in significant manual intervention in cases which are currently being worked through. In addition, recruitment and training of new team members this year has also taken longer than normal. The Service has a targeted plan in place and aims to bring processing times back within target before the next reporting cycle. 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. 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 well within target for the reporting period. (Supplementary processing information is attached in Appendix 2 for members’ reference) Table 1 – Performance Summary Performance measure 4 Week Reporting Period 11 March 2022 to 14 April 2022 Year to date position Annual Target New Claims – processing time 31 days 31 days 24 days New Claims - % processed within 14 days of all information received 79% 79% 92% Changes in Circumstance – processing time 3 days 3 days 10 days Page 13 of 354
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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 out of target. Some of the applications processed in the period were received in advance of 2022/23 but couldn’t be processed until the new financial year commenced. 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 £90,565 Financial Hardship (Benefit Cap) – Scottish Government £156,518 Bedroom Tax* – Scottish Government £2,349,931 Total budget for the year £2,980,706 *This figure represents the maximum amount required to cover the estimated shortfall of customers impacted by the Bedroom Tax. Page 14 of 354
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Table 3 – DHP Performance Summary Measure 1 April 2022 to 28 April 2022 Volume of DHP applications received 233 applications Volume of DHP decisions made 228 decisions Number of DHP awards 198 awards Average processing time (target 29 days) 38 days Total amount committed/paid £129,084 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 5% of its total budget for the Scottish Welfare Fund (SWF) by the end of April 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 exceptional demand levels 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 15 of 354
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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 and as stated in section 4.2 above a plan is in place for recovery of the processing position. Following the changes reference in 4.5.6 above the volume of SISGs is now very low. Table 4 – SWF Performance Summary (Crisis & Community Care Grants) Measure 1 April 2022 to 28 April 2022 Number of Crisis Grant applications received 899 Number of Crisis Grant Awards 596 Total amount paid for Crisis Grants £56,872 Average Processing time (2 working days target) 2 days Average Processing time within April 2 days Number of Community Care Grant applications received 218 Number of Community Care Grant Awards 97 Total amount paid for Community Care Grant £30,977 Average processing time year to date (15 working days target) 6 days Average processing time within April 6 days Total amount paid/committed from the fund £87,849 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 16 of 354
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Table 5 – SWF Performance Summary (Self-Isolation Support Grants) (SISG) Measure 1 April 2022 to 28 April 2022 Number of SISG applications received 799 Number of SISG Awards 770 Average Processing time year to date (1 working day target) 3 days Average Processing time within April 3 days Total amount paid/committed from the fund £385,000 Budget provided by Scottish Government £385,000 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 62,129 customers have received a credit to their Council Tax account. 5.5 1,479 customers in eligible categories of households exempt from Council Tax, i.e., with no liability, were issued directly with a payment during April. Page 17 of 354
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__________________________________________ 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 – 3. Community/Council Planning – Our Renfrewshire is fair - An effective Benefits service is vital to the quality of life of many of our citizens as it provides vital support for low income households to sustain tenancies and meet their rent obligations Working together to improve outcomes - An efficient and effective billing and administrative process for the collection of local taxes is vital for ensuring the recovery of income to the council to support the provision of local services. This is supported by a range of payment opportunities for the public, including electronic and digital payments (e.g. Direct Debit, Website and Telephone). Working together to improve outcomes – 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 Page 18 of 354
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13. Climate Risk – None _________________________________________________________ List of Background Papers (a) None ___________________________________________________________________ Author: Emma Shields Page 19 of 354
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Appendix 1 RENFREWSHIRE COUNCIL REVENUES COLLECTION STATEMENT AS AT 28th APRIL 2022 Page 20 of 354
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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) February: Nil March: 49 days April: 117 days Average (12 months to date) 86 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 April due resources being spread to support Self-Isolation Support Grants. 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 December 21: 49 January 22: 59 February 22: 47 Result Last 3 months February 22: 47 March 22: 65 April 22: 48 Comment:- The Service has missed target for revisions processing as a result of balancing workloads, including the processing of Self-Isolation Support Grants, the position improved in April and it is anticipated that it will be back within target by next reporting cycle. 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% 41% Accuracy – April 22 95% 86% Accuracy – 2022/23 95% 86% 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. Page 21 of 354
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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. In year collections performance is detailed below and shows a marginally increased debt position since the last report. Overpayments raised 2022/23 £101,963 Overpayments raised and recovered in year £275,546 % Recovery 8.34% All recovery in year £96,161 All recovery vs raised in year 94.31% All recovery vs all debt 1.30% Total debt outstanding at end of reporting period £7,273,957 Page 22 of 354
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1 ___________________________________________________________________ To: Finance, Resources and Customer Service Policy Board On: 15 June 2022 ___________________________________________________________________ Report by: Chief Executive ___________________________________________________________________ Heading: Chief Executive’s Service - Service Improvement Plan 2022-23 and Service Delivery Plan 2021-22 Outturn Report ___________________________________________________________________ 1. Summary 1.1 The attached Service Improvement Plan for the Chief Executive’s Service covers the three-year period from April 2022 to March 2025. The plan sets out the priorities being addressed; the key tasks to be implemented; the implementation timetable; and our measures of success. The Service Improvement Plan sits beneath the Council Plan, Community Plan, Risk Management Plan and the Workforce Plan to form a suite of documents which provide Renfrewshire’s strategic direction for the service. This plan is also intended to complement the council-wide Economic Recovery Plan and Social Renewal Plan. The Service Improvement Plan is included as Appendix 1 to this report. 1.2 This report also provides an overview of performance against the actions and measures set out in the Chief Executive’s Service Delivery Plan 2021/22. Service Delivery Plans were implemented for one year only and focused on what each service would deliver to support residents, businesses and communities through the pandemic and into a recovery phase. A detailed outturn report is included as Appendix 2. 1.3 A mid-year progress update on the Service Improvement Plan will be submitted to the Finance, Resources and Customer Services Policy Board in November 2022. 2. Recommendations Item 4 Page 23 of 354
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2 2.1 It is recommended that the Finance, Resources and Customer Services Policy Board: (a) Approves the attached Service Improvement Plan; (b) Notes the progress made in delivering the Service Delivery Plan 2021/22; and (c) Agrees that mid-year progress with the Service Improvement Plan be reported to this Board in November 2022. 3. Background 3.1 The Chief Executive’s service is responsible for setting the strategic direction of the organisation and for delivering cross-cutting services. It also manages the public profile and reputation of the Council and leads on collaboration with national organisations and partnerships across the public, private and third sectors. Consisting of 218 employees, the service has four main divisions: Policy and Commissioning; Marketing and Communications; Economy and Development; and City Deal and Infrastructure. 3.2 The Service Improvement Plan is one way in which elected members can scrutinise the work of the Chief Executive’s Service, and to consider and decide upon policy options as necessary. Refreshing Service Improvement Plans annually allows each service to consider the context in which they operate, and revise plans where appropriate. 3.3 Importantly, the Service Improvement Plan also links the Council Plan and Community Plan priorities to strategic and operational activity within the service, which helps employees understand how they contribute to the Council delivering its objectives. The priority actions set out in section 5 of the attached Service Improvement Plan detail the specific actions the service will progress in order to support the Council’s immediate priorities and future direction and help deliver improved outcomes for Renfrewshire’s communities. Page 24 of 354
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3 4. Key Achievements 2021/22 4.1 During 2021/22, key achievements of the service included: • Attracting £38.7m of Levelling-Up funding from the UK Government to support the AMIDS South project • Continuing with the delivery of the AMIDS programme, with the National Manufacturing Institute Scotland (NMIS) and the Medicines Manufacturing Innovation Centre (MMIC) both scheduled to open later this year • Progressing the TH/CARS2 programme, upgrading several prominent buildings in Paisley Town Centre • Supporting 1791 people into employment through our employability work with partners • Producing a new Local Development Plan, which sets out the Council’s vision for Renfrewshire’s economy, environment, towns, heritage and infrastructure over the next 10 years and will form the basis for future planning decisions • Continuing work on the large-scale cultural investment projects in Paisley - Paisley Museum, Paisley Town Hall and the new Paisley Learning & Cultural Hub – which should all be completed by 2023 • Supporting Renfrewshire’s cultural sector through 43 Future Paisley grants with a total value of £200,000 – supporting 10 cultural organisations, 24 freelance artists and creating art installations in public spaces • Successfully delivering in-person events, including the Spree Festival and Paisley Halloween Festival in October 2021 and About Us, the launch event for the UK Unboxed 2022 festival in March • Securing national funding from VisitScotland and EventScotland to support tourism and events restart • Implementing our social renewal plan, with a focus on financial insecurity including the community food fund, affordable credit, hardship payments, winter clothing grants, and work around period poverty • Undertaking a COVID community impact assessment with the next stage of engagement through the Public Services Panel • Supporting people isolating or vulnerable with 517 referrals being supported by the Neighbourhood Hubs • Continuing to implement the recommendations of the Alcohol and Drugs Commission; a total of 14 projects are planned with the majority now in delivery • Progressing actions to mitigate climate change, including establishing the community climate fund, the climate panel, developing the net zero plan and commissioning work to baseline carbon emissions • Delivering 127 grants to local community groups through the Celebrating Renfrewshire programme. Page 25 of 354
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4 4.2 A more detailed picture of achievements is included in the Service Delivery Plan Outturn Report included as Appendix 2. 5. What do we want to achieve? 5.1 As we move beyond the pandemic and its next phase, the Council and its partners will continue to promote and deliver on actions in relation to the impact of COVID, and to respond to emerging cost of living crisis which is impacting local business and communities. Our local response in terms of economic and cultural regeneration, infrastructure development, employability support and actions to support those most vulnerable will be reflected in the forthcoming new Council Plan, which will be brought forward for approval in September 2022. This service will also continue to contribute to the achievement of outcomes set in Our Renfrewshire, our 10-year Community Plan. The Chief Executive’s Service is the lead for delivering on Tackling Poverty, on the Alcohol and Drugs Commission and on Climate Change. It is also responsible for a number of large-scale capital projects and regeneration activity. 5.3 During the lifetime of this plan, specific priorities for the service include: • Continuing to deliver an ambitious programme of regeneration, with a specific focus on culture and heritage; • Progressing the large-scale infrastructure projects which come under the scope of City Deal; • To tackle inequalities in Renfrewshire through the Fairer Renfrewshire Programme with a particular focus on the cost of living crisis and issues such as fuel and food insecurity; • Next phase of the development of our work within communities – supporting development of locality approaches, increased participation and the next phase of the development of Local Partnerships • Developing Renfrewshire’s Plan for Net Zero as part of our work to mitigate the impacts of the climate emergency; • Progressing new strands of work related to the recommendations of the Alcohol and Drugs Commission, specifically on trauma and stigma, and the launch of Recovery Change Fund in summer 2022 • New Council and Community Plan to be finalised in Autumn 2022; • Positioning Renfrewshire as a destination of choice through visitor and investor marketing and major events; • Building Renfrewshire Council’s brand and driving the implementation of the Council values – fair, helpful, collaborative and learning; and Page 26 of 354
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5 • Workforce planning – supporting health and wellbeing of employees around new ways of working, and seeking to address areas where we are finding it difficult to attract, recruit and retain staff. 5.4 Further detail on the specific actions the service will progress can be found in Section 5 of the Service Improvement Plan included as Appendix 1. 6. Monitoring progress 6.1 Progress on the implementation of the Service Improvement Plan will regularly be monitored by the Senior Management Team and will be reported to Elected Members on a six-monthly basis. A review of progress will be brought to this Board in Autumn 2022. 6.2 As well as performance measures with targets, the Service Improvement Plan also includes some management information as additional context. This includes those indicators which are part of the Local Government Benchmarking Framework. Indicators which are for information only are not featured on the performance scorecard but will be reported on as part of the outturn. Implications of the Report 1. Financial - The Service Improvement Plan highlights resourcing pressures arising from increasing demand for services and the current financial environment. 2. HR & Organisational Development – All Council services are reviewing ways of working in light of the changes resulting from the pandemic. Any changes will be reflected through reports to elected members. 3. Community/Council Planning – the report details a range of activities which reflect local Council and community planning themes. 4. Legal – none 5. Property/Assets - All Council services are reviewing ways of working in light of the changes resulting from the pandemic, and this includes how buildings are utilised. Any changes will be reflected through reports to elected members. Page 27 of 354
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6 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. Workstreams and projects arising from this report will carry out impact assessments in line with Council policy. 8. Health & Safety – none 9. Procurement – The report continues a number of actions impacting 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 continues a number of actions directly related to addressing the impact of climate change. The actions detailed within the report should contribute to an improved position. List of Background Papers: None ___________________________________________________________________ Author Lisa Fingland, Service Planning & Policy Development Manager, Email: lisa.fingland@renfrewshire.gov.uk Page 28 of 354
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7 Chief Executive’s Service Service Improvement Plan 2022-2025 Page 29 of 354
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8 Contents 1. Introduction .................................................................................................................................... 9 2. What we do ................................................................................................................................... 11 3. Overview of Achievements 2021/22 ............................................................................................ 14 4. Our Strategic Context .................................................................................................................... 15 5. Our Strategic Priorities ................................................................................................................. 22 Page 30 of 354
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9 1. Introduction 1.1 This Service Improvement Plan for the Chief Executive’s Service covers the period from 2022/23 to 2024/25. The plan outlines what the service intends to achieve over the next three years based on the resources expected to be available. 1.2 In 2021/22, in recognition of the considerable impact of the pandemic, services produced single-year delivery plans, which were focused on actions required to manage the response to and recovery from the coronavirus. The country is now moving into the next phase of the pandemic, with restrictions easing. The Council, like other organisations, is now working towards a ‘new normal’ and continuing to support and promote recovery from the impact of the pandemic whilst also driving forward its strategic objectives. 1.3 Council services continue to operate in a challenging context. The ongoing recovery from the pandemic and its effects continue to be felt by individuals, businesses, communities and the public sector. The inequalities that existed prior to the pandemic have continued to be exacerbated by the pandemic and the emerging cost of living crisis. There are numerous legislative requirements relating to that work which are being progressed, including duties in relation to child poverty, the public sector equality duty and community empowerment. 1.4 External events, such as the UK’s departure from the EU and the war in Ukraine, are also exacerbating supply chain issues and inflationary pressures and there is an ongoing requirement to monitor any impacts in relation to the Council’s key strategic projects. Councils are also navigating an increasingly complex funding landscape resulting from increased demands and increasing costs but also arising from the introduction of new funding streams such as the UK Shared Prosperity Fund and Levelling Up scheme. 1.5 The Service Improvement Plan sets out the likely impact that these issues will have on the service and our actions to address them. 1.6 The Council Plan clearly articulates the Council’s priorities for Renfrewshire, and along with the Community Plan, sets out an ambitious programme of work. A new Council Plan is developed every five years, aligned with the cycle of local government elections. Renfrewshire’s new Council Plan is currently being developed and will be presented to Elected Members later this year. It will set out the high-level strategic outcomes the Council intends to achieve and detail the Page 31 of 354
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10 steps needed to delivery on these. Future Service Improvement Plans will align to those high-level outcomes; for now, key actions are grouped under four themes: • Place • People • Sustainability • Living Our Values 1.7 The Community Plan is a ten-year plan, and the current Renfrewshire Plan runs from 2017 to 2027. It is good practice to review these plans regularly to ensure they remain ambitious and fit for purpose. The Renfrewshire Community Plan is currently being reviewed and this will involve engagement with key stakeholders. A revised Community Plan will also be presented to Elected Members and the Community Planning Partnership later this year. The Partnerships and Inequalities Team within the Chief Executive’s Service leads on community planning work for the Council. 1.8 Service Improvement Plans inform each service’s Workforce Plan and Risk Register and are the overarching documents which sets the programme of development and improvement activity within the service as well as providing context for budget decisions. The Chief Executive’s Service also leads on the partnership Economic Recovery Plan, Social Renewal Plan, strategic elements of the Local Housing Strategy, the Local Development Plan and the forthcoming Plan for Net Zero. 1.9 A mid-year progress update on the Service Improvement Plan will be presented to board in autumn 2022, and an outturn report in May 2023. Early in 2023, the Chief Executive’s Service will review this plan and produce a revised version to reflect both progress and any changing priorities. Page 32 of 354
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11 2. What we do 2.1 The Chief Executive’s service is responsible for setting the strategic direction of the organisation and for delivering cross-cutting services. It also manages the public profile and reputation of the Council and leads on collaboration with national organisations and partnerships across the public, private and third sectors. The service has four main areas of work: Policy and Commissioning; Marketing and Communications; Economy and Development; City Deal and Infrastructure. The Policy & Commissioning Team covers three areas – Partnerships & Inequalities; Strategic & Commercial Procurement; and Strategy, Policy & Insight. The team is responsible for: • Providing strategic policy support to senior officers, Elected Members and the Corporate Management Team; • Supporting improved corporate and service level performance and public reporting through robust performance management and effective scrutiny; • Working closely with community groups and organisations to strengthen relationships and promote community empowerment; • Co-ordinating the Council’s approach, working with partners, to tackle inequalities which exist across Renfrewshire’s communities, for example through the Tackling Poverty, Alcohol and Drugs and Social Renewal programmes; • Leading the Council’s procurement activity to deliver best value, improved environmental sustainability and wider Council and community benefits; • Leading the Council’s corporate and community planning processes; • Providing a corporate data analytics and research service to support sound knowledge management and evidence-based decision making across the Council; and Alan Russell Chief Executive Laura McIntyre Head of Policy & Commissioning Louisa Mahon Head of Marketing & Communications Alasdair Morrison Head of Economy & Development Barbara Walker Programme Director, City Deal & Infrsastructure Page 33 of 354
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12 • Leading on the development of major initiatives such as the establishment of an Alcohol and Drugs Commission and the Climate Emergency. The Communications and Marketing team have five sections – Communications; Marketing; Events; Future Paisley Cultural Regeneration and Fundraising. They are responsible for: • Managing the Council’s reputation and brand and placing meaningful communication with local people, partners and the media at the heart of its day-to-day business; • Supporting employee engagement through effective recognition of achievements and the promotion of our shared organisational values; • Delivering high quality marketing campaigns to position Renfrewshire positively in digital and traditional media, raise awareness of Council services and policy changes and promote positive behavioural change leading to improved lives; • Delivering an annual programme of major events that attract visitors, deliver positive economic impact, create volunteering opportunities and increase cultural participation; • Promoting Renfrewshire’s story to local, UK and international audiences and promote Renfrewshire UK-wide as a place to live, work, invest and visit; • Delivering the fundraising strategy and capital appeal to develop Paisley Museum; and • Leading on Future Paisley, a wide-ranging programme of activity and investment which seeks to build on Paisley’s cultural heritage as a tool for regeneration and strengthening communities. The Economy and Development Team cover two main service areas – Planning and Development, and Economy and Regeneration. The team is responsible for: • Leading on the Local Development Plan; • Providing a planning and building and development standards service to local residents; • Leading on employability for Renfrewshire and supporting unemployed people into work; • Delivering a programme of support to Renfrewshire’s business community to support economic growth and an increase in local jobs; • Supporting new business start-ups across Renfrewshire and promoting enterprise; and • Supporting delivery of the Renfrewshire economic strategy and action plan with assistance from the Renfrewshire economic leadership panel Representing the Page 34 of 354
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13 Council on various groups leading on transport, economy, enterprise and skills at Glasgow City Region and national level. The City Deal and Infrastructure Team are responsible for delivering a number of large-scale projects across Renfrewshire, including those which are part of the Glasgow City Region City Deal programme. The team is responsible for: • Leading on the delivery of the Glasgow Airport Investment Area (GAIA) and the Clyde Waterfront and Renfrew Riverside project, both of which will improve transport links and support economic regeneration in Renfrewshire; • Leading on the delivery of the Advanced Manufacturing Innovation District Scotland (AMIDS) and the AMIDS South development; • Delivering the Cultural Infrastructure Programme which includes major capital investments at Paisley Museum (with One Ren), Paisley Town Hall, Paisley Arts Centre, the new Paisley Learning and Cultural Hub on High Street; and • Delivering a range of town centre and heritage-led regeneration projects across Renfrewshire, including the Townscape Heritage/Conservation Area Regeneration Scheme (TH/CARS2) project. Page 35 of 354
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14 3. Overview of Achievements 2021/22 3.1 As part of the Council’s approach to managing the pandemic response, Council services each produced a one-year Service Delivery Plan in 2021. These focused on the actions necessary to manage the response and the recovery from the pandemic. A full outturn report details the achievements of the Chief Executive’s service during 2021/22 and sets out progress against actions and performance targets. 3.2 As well as continuing to deliver core services throughout 2021/22, the Chief Executive’s service responded flexibly to additional responsibilities arising from the pandemic and continued to deliver on major strategic projects. Progress to highlight includes: • Significant progress on the delivery of large infrastructure projects, such as the AMIDS site at Inchinnan, Paisley Museum and Paisley Town Hall; • Working with partners on regeneration and investment programmes across Renfrewshire, such as the refurbishment of Johnstone Police Station; • Progressing the Council’s ambitions to be Net Zero by 2030, carrying out a climate survey and establishing Renfrewshire Climate Panel; • Implementing the recommendations of Renfrewshire’s Alcohol and Drugs Commission, an action plan for which is now being progressed; • Supporting 486 registered clients and an estimated 200 unregistered people into employment; • Delivering destination marketing and a successful local and visitor events programme generating 789 participation opportunities and attracting 63,630 attendees; • Supporting communities through Neighbourhood Hubs and through delivery of our Social Renewal Plan, delivering actions which focused on supporting people experiencing financial insecurity, particularly in relation to food and fuel insecurity; and • Working with businesses to manage the supply chain challenges arising from external factors. Page 36 of 354
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15 4. Our Strategic Context National policy context 4.1 The Council has adapted the way services are delivered over the last two years and will continue to respond to national guidance as the pandemic recovery continues. The impact of the pandemic on Renfrewshire’s communities, residents and businesses has been unprecedented and no Council service was untouched by the lockdown and associated restrictions at that time. The operating environment has changed frequently and often at short notice and the Council has had to be flexible and adaptable to manage this change and adjust services accordingly. The recovery phase is likely to continue for some time and Council activity will reflect this. This recovery is guided by the National COVID Recovery Strategy. As the recovery progresses, the Council will work with employees, residents and partners to identify new ways of working which best meet the needs of our people and our communities. 4.2 The impact of the UK leaving the EU in 2020 is not yet fully apparent, given the impact that the coronavirus has had on the economy and on day-to-day life. A main driver of how Renfrewshire is impacted will be in the operation of the UK Shared Prosperity Fund, which is in a ‘pre-launch’ phase. This fund is intended as a replacement for previous EU funding and will be allocated to local authorities according to a funding formula. More detail on this is expected over the next few months. 4.3 One of our approaches to tackling poverty has been to support people into employment. From April 2022, employability partnerships will implement the next phase of No-One Left Behind, the national framework focused on putting inclusiveness and equalities at the heart of employability, and tackling the impact of Covid-19 on Scotland’s economy. 4.4 The provisions of the Planning (Scotland) Act 2019 and the associated draft National Planning Framework 4 create a single set of policies and guidance to govern planning policies and procedures. This includes a new spatial strategy for Scotland which encompasses climate change, biodiversity, building a wellbeing economy and creating sustainable places. 4.5 The Scottish Government has set one of the most ambitions Net Zero targets globally, to have net zero emissions of all greenhouse gases by 2045. The Climate Change (Emissions Reduction Targets) (Scotland) Act 2019 sets this legally binding Page 37 of 354
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16 target, as well as amending the interim targets, requiring a 75% reduction by 2030 and 90% reduction by 2040. 4.6 The service also leads on community planning, community asset transfers and participatory budgeting, all key strands of the Community Empowerment (Scotland) Act 2015. The Community Empowerment Fund supports groups with developing capacity to apply for a community asset transfer and progress these applications. The seven Local Partnerships are another mechanism by which the council supports partnerships between services and local communities. During the next year, we will be progressing our participatory budgeting (PB) programme to deliver on the target of allocating 1% of council revenue expenditure via PB. 4.7 The Chief Executive’s service leads on issues relating to poverty and produces the statutory annual child poverty report. The service has led the Council’s Tackling Poverty programme and will now develop this into the Fairer Renfrewshire programme, bringing together work under the Social Renewal Programme and the Alcohol and Drugs Commission under one banner or umbrella of activity. A key area of focus currently is the cost of living crisis and on continuing to work with partners in the public and third sectors to address food and fuel poverty. 4.8 COSLA and the Scottish Government are working in partnership with Councils and other public bodies to develop a trauma-informed and trauma-responsive workforce. The aim is to ensure that services are delivered in ways that prevent further harm to those who have already experienced psychological trauma and/or adversity in their lives. The Chief Executive’s Service leads this for Renfrewshire Council and the role of trauma champions is to promote a consistent and joined-up multi-agency local approach to responding to trauma. 4.9 UK-wide resettlement activity impacts on all Councils in Scotland and there are multiple strands to this. All Councils are part of a National Transfer Scheme that supports unaccompanied asylum-seeking children and many, including Renfrewshire, also participate in refugee schemes. More recently, the war in Ukraine has resulted in many UK residents offering their homes to people fleeing that conflict. As well as supporting refugees, local authorities have specific duties in relation to vulnerable people such as unaccompanied children or those who have been trafficked. The UK Government has recently announced that it will be widening its asylum dispersal programme across the UK and that may have future implications. Page 38 of 354
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17 Local policy context 4.10 In December 2020, Council approved an Economic Recovery Plan for Renfrewshire. It sets the direction of travel for measures to support the local economy through coronavirus response, recovery and beyond. The plan acknowledges the significant impact of the pandemic on the local and national economy, and what that means for the people, business and communities of Renfrewshire. 4.11 The pandemic exacerbated existing inequalities and as part of the Council’s work to determine appropriate responses, a community impact assessment was undertaken. That resulted in the production of a Social Renewal Plan which sets out joint plans (with our partners) to address the inequalities which exist in Renfrewshire, and which were made worse by the pandemic. The Council continues to seek views on these issues through consultation exercises and our Public Services Panel and will revise the assessment to ensure a clear understanding of how residents are impacted and that actions continue to meet current needs. Rising prices, particularly for food and fuel, may lead to more households experiencing absolute or relative poverty, and lead to increased demand for the supports and services the public and third sectors can offer. 4.12 Renfrewshire Council is one of the eight Glasgow City Region councils and part of the Glasgow City Deal programme. Renfrewshire leads on two major infrastructure projects – the Glasgow Airport Investment Area and the Clyde Waterfront and Renfrew Riverside programme. 4.13 The Future Paisley programme, paused at the start of the pandemic, is entering its fifth year, drawing on the rich heritage and cultural strengths of Paisley and wider Renfrewshire for social and economic change. It combines targeted, sustainable investment in cultural infrastructure and activity with the embedding of culture in public policy and across council services from health and social care to education and housing. It aims to increase community prosperity and wellbeing, create a vibrant town centre and help build a sustainable cultural sector. It is also radically changing Paisley’s image. Over 30 projects, activities, partnerships and events are helping local people to access cultural experiences that can positively change their lives. 4.14 Renfrewshire Council declared a climate emergency in 2019 and set a target of achieving net zero carbon emissions in Renfrewshire by 2030. Work continues to progress towards this, with a Plan for Net Zero currently being developed which will map out the journey for the organisation and the area to achieve this Page 39 of 354
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18 challenging target. As well as Council-led projects to help tackle climate issues, a Community Climate Fund allows local groups to bid for up to £3000 for localised initiatives which meet their community’s needs and align to the Council’s drive towards net zero. 4.15 Renfrewshire’s population is predicted to grow by 2.1% by 2030, a higher rate of growth than the Scottish average. In common with the rest of Scotland, Renfrewshire has an ageing population due to the combined impact of a falling birth rate and increasing life expectancy. There has been positive net migration into Renfrewshire in recent years, both from within Scotland and from overseas. The job creation resulting from infrastructure projects and economic regeneration, coupled with new house building, may contribute to an increase in the working age population in the medium and long-term. Deprivation does remain a challenge in Renfrewshire, however, and this has considerable implications for council services in terms of meeting current and future needs but also in undertaking work with partners to lift people out of poverty. 4.16 The Council’s transformation programme was paused at the start of the pandemic and whilst some service changes already agreed were able to be implemented, new phases of transformation will start during 2022. 4.17 All local authorities in Scotland are subject to a Best Value Audit inspection at least once in every Council term (i.e. every five years). Renfrewshire’s last inspection was in 2017 and resulted in 7 key recommendations being made. These help determine improvement actions within the council and each year, Audit Scotland publish an overview report detailing progress against the audit as well as scrutiny of council finances. Audit Scotland will produce an updated approach to these audits later this year, and this is likely to reflect the significant change in the operating environment of councils. 4.18 The Council’s risk management arrangements are well established with all strategic, corporate and service risks being reported to the Audit, Risk and Scrutiny Board. Strategic risks are more outward in nature, whereas corporate ones are more inward and often affect more than one service department. Actions related to corporate and strategic risks, where senior officers in the Chief Executive’s service are owners or joint owners of the risks are shown below. Page 40 of 354
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19 Risks Evaluations Our strategic risks Economy Very High Unemployment Very High Reducing Inequalities in Renfrewshire Very High Climate, Sustainability and Adaptability High 4.19 Every area of work within the Council has a role to play in promoting equality and diversity. While this is the right thing to do and has clear advantages for the Council, there are also legal requirements. The Equality Act 2010 protects people from unfair treatment and asks public bodies (including Renfrewshire Council) to show how they make a positive difference to equality groups. A national consultation on the Public Sector Equality Duty is currently underway. 4.20 In 2020, Council approved a new Internal Communication and Engagement Strategy and a new People Strategy. Combining to focus on three priority areas – health and wellbeing, new ways of working, and staff communication and engagement. The Council’s workforce has shown considerable resilience over the last two years and no service was left unchanged during the pandemic. Our staff adapted quickly to the necessary changes, whether it was a change in how frontline delivery was handled, adopting new ways of communicating with our customers, or switching to full-time working from home. As the country emerges from the pandemic, the Council, like other organisations, will seek to build on the new ways of working and find an approach which delivers the best possible service for residents whilst promoting a healthy work-life balance for staff. 4.21 Workforce planning is a challenge within the Chief Executive’s Service due to nationwide issues with recruitment and retention in specific sectors, particularly in planning and development services and procurement. The service is currently reviewing the approach to workforce planning and skills development in these areas in order to attract and retain staff to relevant roles. 4.22 The Council has a set of values which shape the way our staff interact with colleagues, with local communities, with partner organisations and with all stakeholders. The organisational changes which will be delivered as part of this Service Improvement Plan (see Section 5.5) are aligned to one of the four values, which are: Page 41 of 354
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20 • We are fair, we treat each other and everyone we deal with respectfully and work hard to build trust in Renfrewshire Council. • We are helpful, we care about getting things right and are always approachable. • We are great collaborators; we work as one team and with people who care about this place. • We value learning to help us innovate, improve and deliver better services. 4.23 Partnership working across the Council and beyond is vital to the delivery of services to Renfrewshire’s communities. The Chief Executive chairs Renfrewshire’s Community Planning Executive Group. The Chief Executive’s Service works with many different partners across the public, private and third sectors including: Engage Renfrewshire, West College Scotland, the University of the West of Scotland, local Credit Unions, Renfrewshire Chamber of Commerce, Scottish Enterprise, Scottish Government, Skills Development Scotland, and Visit Scotland. The Chief Executive’s Service also leads on developing Strategic Partnership Agreements with key third sector organisations delivering major projects in the area. Our Finances 4.24 All local authorities in Scotland have experienced a hugely challenging and complex set of circumstances over the last two years and it is recognised that the financial impact on Councils from COVID-19 will continue for some time. This includes the impact on service costs, service demands and income streams, as well as the cost of unavoidable delays to some transformation programmes. Councils are also impacted by the rising costs of goods and services caused by inflationary pressures and global supply chain issues. Renfrewshire Council actively manages these pressures through its short- and medium-term financial planning and is acknowledged by Audit Scotland to have sound financial arrangements in place. 4.25 However, the Council’s financial outlook remains subject to significant uncertainty. The most recent analysis reported to Council on 3 March 2022 suggests that Renfrewshire Council will experience a funding deficit in the range of £18m-£50m in the three years following 2022/23, unless mitigating action is taken. 4.26 Budgets are approved each year for both Capital and Revenue purposes. Revenue budgets allow for expenditure and income on day-to-day operational activities, such as employee costs, or supplies. For 2022/23, the Revenue budget approved Page 42 of 354
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21 for General Services on 3 March 2022 was £486m, and for the Housing Revenue Account £55m. 4.27 Capital budgets allow for expenditure on the creation or enhancement of assets. The capital budget approved for General Services on 3 March 2022 was £437m for the period 2022/23 to 2026/27, and for the Housing Revenue Account £267m for the period 2022/23 to 2027/28. Chief Executive's Service, £366,000 Policy, Partnerships & Procurement, £4,622,000 Communications, Marketing and Events, £2,918,000 Economy & Development, £6,242,000 Gross budget, by service area, 2022/23 Page 43 of 354
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22 5. Our Strategic Priorities 5.1 As noted in the introduction to this plan, Service Improvement Plans align to the Council and Community Plans. Actions and performance indicators are each grouped according to the strategic outcomes set out in the Council Plan. As that Plan has yet to be approved, actions and indicators in this SIP are set out under four broad themes. • Place: what we do to support our economy, our infrastructure, our assets; • People: what we do to support our communities and individual residents; • Sustainability: what we do to address climate issues and promote sustainable services and communities; • Living our Values: what we do in terms of our organisational behaviours and approaches. Page 44 of 354
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23 5.2 Strategic Priority: Place What will we do? What difference will we make? Who is leading this? When will we do it by? Work with partners to deliver the Advanced Manufacturing Innovation District – Scotland (AMIDS) Engaging with key partners in the public, academic and private sectors to continue progress on delivery of a high-quality advanced manufacturing innovation district (AMIDS) which aims to deliver thousands of new jobs. Establish a JV Partnership with a development company to aid financial and physical delivery of AMIDS. Programme Director - City Deal and Infrastructure 31 March 2023 Participate fully in all aspects of the new National Manufacturing Institute Scotland (NMIS) Governance arrangements and Medicine Manufacturing Innovation Centre (MMIC) delivery. Engaging with key partners in the public and academic sectors to ensure NMIS and MMIC are established and operational timeously Programme Director - City Deal and Infrastructure 31 March 2023 Monitor benefits of City Deal Projects, including Glasgow Airport Investment Area, Clyde Waterfront and Renfrew Riverside and City Region wide employment programmes Benefits will include new jobs and training and upskilling opportunities for Renfrewshire residents Programme Director - City Deal and Infrastructure 31 March 2025 Participate in and Monitor progression of the Clyde Metro in partnership with GCC, TS and other stakeholders. Sustainable links to AMIDS, Glasgow Airport, Gilmour Street Train Station, Renfrew and Braehead will enhance economic potential and reduce carbon. Programme Director - City Deal and Infrastructure 31 March 2025 Progressing the AMIDS South project to maintain the programme requirements of the UK Government Levelling Up Fund award. Social and economic regeneration improvements within Paisley North Area and improved enabling infrastructure Programme Director - City Deal and Infrastructure 31 December 2023 Establish a programme of engagement work with communities on the Community Benefits that might be derived from the Council’s procurement activity. This approach will ensure that Community Benefits delivered under the category of “Community Strategic Procurement Manager 31 March 2023 Page 45 of 354
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24 Engagement” are meaningful, accessible and fair to all community groups. Local community groups can set out what Community Benefits their communities would like to be delivered. Actively engage with Renfrewshire suppliers to increase the percentage of procurement spend Increasing local procurement spend supports local job creation and the sustainability of local businesses. It contributes to community wealth building and post- pandemic economic recovery. Strategic Procurement Manager 31 March 2024 Maximise funding for regeneration of Renfrewshire’s places through grant submissions to external sources including UK and Scottish Governments. Significant funding is currently available to deliver and/or add value to regeneration projects. Accessing external funds is essential to the delivery of our capital programmes. Regeneration Manager 31 March 2023 Develop a Strategic Property Review of Council operational, non-operational and surplus assets Optimal and productive use of property for the operational purposes of the Council and for the economic and community development of Renfrewshire’s places is key to the efficiency of the Council delivering its services and for local development. Principal Assets and Estates Surveyor 31 March 2023 Deliver on the ambitions of our town centre strategies and specifically working with partners to transform Paisley Town Centre through the Paisley Town Centre Action Plan 20162026. Deliver changes within the identified key areas Outline a clear vision for the future of the town centres Regeneration and Place Manager 31 March 2023 Proactively work with property owners to bring some of the area’s most valued assets back into use This work will link with the town centre strategies to protect, enhance and return to use key assets Regeneration and Place Manager 31 March 2023 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 There is increasing, evidence that walking and cycling can play a very significant role in Regeneration and Place Manager 31 March 2025 Page 46 of 354
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25 benefits to biodiversity, air quality and access optimising the contribution of transport to economic performance, including areas such as reducing congestion, quality of life and retail vitality, and reduced absenteeism as a result of a Carry out evaluation of Future Paisley and prepare a transition plan for the mainstreaming/external funding of projects beyond April 2024. We will evidence the impact of the Future Paisley programme in achieving our 15 strategic outcomes and 5 step changes, so that future funding decisions can be informed on the basis of projects delivering greatest positive impact for local people and the cultural sector. Head of Marketing and Communications 31 March 2024 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. Visitor marketing will be aligned with the new tourism strategy, incorporating rural and urban attractions. We will increase visitors to Renfrewshire and attract investment to the area, promoting local and regional economic growth, supporting regeneration and generating jobs for local people. Marketing Manager 31 December 2023 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. Our annual events programme will take place across Renfrewshire and will continue to support sector restart, promote local and regional economic growth and help address visitor seasonality. In addition, we will examine the impact of events on civic pride, community cohesion and wellness. Events Manager 31 December 2023 Successfully delivery the Capital Appeal for Paisley Museum Reimagined Ltd. We will raise 3.5m to support the transformation of Paisley Museum. Fundraising Manager 31 March 2024 Page 47 of 354
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26 Promote a Renfrewshire Apprentice Framework that can be rolled out across local businesses wishing to participate Apprenticeships offer the opportunity to enhance Renfrewshire’s work-based learning system and reduce unemployment. Economic Development Manager 31 March 2023 Support and grow supply chain management and knowledge exchange among manufacturing SMEs to supply Scottish / UK businesses and global supply chain Support with supply chain development opportunities can enable larger contractors to reduce costs in finding appropriate, high quality and local suppliers. Head of Economy and Development 31 December 2023 Performance Indicator Frequency Last update Current Value Current Target Traffic Light Icon 22/23 Target 23/24 Target 24/25 Target Number of new business start-ups in Renfrewshire with Business Gateway support Quarterly and Annual 2021/2 2 272 320 320 320 320 Number of local businesses securing growth support, training or grants from Renfrewshire Council Business Team Quarterly and Annual New for 2022/23; baseline to be established. Number of local businesses registered on Public Contracts Scotland Annual New for 2022/23; baseline to be established. Number of local businesses bidding for work on Public Contracts Scotland Annual New for 2022/23; baseline to be established. Number of Social Enterprises supported to grow / develop / income generate with Council support Quarterly and Annual New for 2022/23; baseline to be established. Number of properties on Buildings at Risk Register Quarterly and Annual 2021/2 2 27 42 27 25 23 Amount of land brought forward for re-use and Annual 2021/2 2 28 20 20 20 20 Page 48 of 354
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27 development contributing to economic activity and enhancing the built and natural environment Fundraising Income Target Annual 2021/2 2 185,000 500,000 500,000 500,000 500,000 Opportunities to see or hear something (OTSH) positive about Renfrewshire Council activity Quarterly and Annual 2021/2 2 371,061, 673 125,000, 000 200,000 ,000 200,000,00 0 200,000,00 0 Opportunities to see or hear something positive about Paisley and Renfrewshire as part of Paisley is destination brand Quarterly and Annual 2021/2 2 314,041, 621 240,000, 000 280,000 ,000 280,000,00 0 280,000,00 0 Affordable housing completions Annual 2021/2 2 170 243 Target will be confirmed and reported on in mid-year report. Private housing completions Annual 2020/2 1 751 500 Target will be confirmed and reported on in mid-year report. Percentage of first reports (Building Standards) issued within 20 days Quarterly 2021/2 2 53.4 95 95 95 95 The proportion of operational accommodation in satisfactory condition. Annual 2020/2 1 N/A 94% 94% 95% 95% The proportion of operational accommodation that is suitable for its current use. Annual 2020/2 1 N/A 96% 96% 95% 95% % of procurement spend spent on local enterprises Annual 2020/2 1 19.3% Target will be developed and reported on in mid- year report. Page 49 of 354
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28 5.3 Strategic Priority: People What will we do? What difference will we make? Who is leading this? When will we do it by? Implement the new Fairer Renfrewshire programme A co-ordinated programme of activities is in place which targets action where it is needed most to reduce inequalities. Strategic Partnerships and Inequalities Manager 31 March 2025 Develop and implement the action plan for the Trauma-Informed and Responsive Renfrewshire Programme. Alcohol and drug use can have major consequences for individuals and communities. A recovery- led approach which recognises the trauma caused by alcohol and drug use can be effective in reducing individual and societal harms. Head of Policy and Commissioning 31 March 2024 Deliver the Stigma/Language Matters campaign in Renfrewshire Tackling the stigma surrounding harmful alcohol and drug use can support recovery. Head of Policy and Commissioning / Head of Marketing and Communications 31 March 2024 Progress the next phase of Local Partnerships development Communities are supported to feel empowered and able to contribute to local decision-making. Strategic Partnerships and Inequalities Manager 31 March 2023 Deliver a framework that ensures that 1% of council spend is now determined through participatory budgeting. Communities will feel more empowered and involved. A proportion of council spend directly reflects the priorities identified by local community members. Strategic Partnerships and Inequalities Manager 31 March 2023 Develop and implement targeted interventions to supporting communities through the cost of living crisis, with a particular focus on food and fuel insecurity People most impacted by rising prices will be supported to access affordable products, to maximise their incomes, and to improve their wellbeing. Strategic Partnerships and Inequalities Manager 31 March 2023 Develop mechanisms for supporting individuals with lived experience of poverty to influence policy in this area. Policies will be developed in partnership with those directly affected, and therefore be designed with Strategic Partnerships and Inequalities Manager 31 March 2024 Page 50 of 354
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29 a greater understanding of individual experiences. Undertake a recommissioning exercise for the provision of independent advice services in Renfrewshire. Access to high-quality advice services (including money advice) helps build resilience in communities and widens access to specialist information and advice. Strategic Partnerships and Inequalities Manager 31 March 2023 Carry out an evaluation of the Tackling Poverty programme and develop a transition plan for mainstreaming this work. Poverty has a persistent and pervasive impact on communities and individuals and it is important to understand the impact of policies to tackle poverty and use that learning to inform future policy, so that the maximum number of people can be helped. Strategic Partnerships and Inequalities Manager 30 September 2023 Support local strategic activities which facilitate the integration refugees and asylum seekers across Renfrewshire. Renfrewshire is a more diverse and inclusive area. New Scots feel welcome. Head of Policy and Commissioning 31 March 2023 Develop a refreshed employability programme for Renfrewshire (utilising Youth Guarantee and Kickstart funding) to reduce unemployment among young people (18-24 yrs.) and to support local businesses The employability of those currently unemployed or who potentially face unemployment is addressed through reskilling and retraining, and improved access to opportunities. Economic Development Manager 31 March 2023 Bring forward actions to reduce health inequalities, improving economic participation, more secure earnings and greater earning power. Employment is one means of tackling poverty which in turn supports better health and wellbeing. Economic Development Manager 31 March 2024 Launch a new council website – Renfrewshire.gov.uk – and implement the digital experience strategy, transforming how citizens interact with the council across digital platforms. We will build trust with local people and improve our responsiveness. Services will be easier to access, people will feel more connected to the council and will have a greater understanding of our functions, priorities and the services we deliver. Communications and Public Affairs Manager 31 October 2023 Page 51 of 354
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30 Performance Indicator Frequency Last update Current Value Current Target Traffic Light Icon 22/23 Target 23/24 Target 24/25 Target Number of trainee type posts created for unemployed people at Renfrewshire Council Quarterly and Annual New for 2022/23; baseline to be established. Number of unemployed people being supported through Renfrewshire Council Employability Programme (INVEST) Quarterly and Annual 2021/22 859 1,100 1,100 1,100 1,100 Number of unemployed / low waged people securing qualifications through Renfrewshire Council Employability Programme (INVEST) Quarterly and Annual New for 2022/23; baseline to be established. Number of unemployed people moving into paid employment through Renfrewshire Council Employability Programme (INVEST) Quarterly and Annual 2021/2 2 686 350 350 370 400 Number of people supported, sustained in work at 6 Months through Renfrewshire Council Employability Programme (INVEST) Annual 2021/2 2 221 180 180 200 220 Asset Management Transfer - number of months from receipt of an application to a determination being issued from the Council Annual 2021/2 2 0 6 6 6 6 Measure of civic pride relating to events Annual New for 2022/23 – baseline to be established Number of people participating in the events programme, digitally or in person Quarterly and Annual 2021/2 2 789 300 300 1500 1500 Number of people performing in the events programme, digital or live performance Quarterly and Annual 2021/2 2 307 100 150 250 250 Page 52 of 354
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31 Number of volunteers supporting the development and delivery of the events Quarterly and Annual 2021/2 2 8 15 15 350 350 Number of people viewing or attending the events programme Quarterly and Annual 2021/2 2 63,630 65,000 65,000 85,000 85,000 Page 53 of 354
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32 5.4: Strategic Priority: Sustainability What will we do? What difference will we make? Who is leading this? When will we do it by? Complete the District Heating Network at AMIDS, with supplies to NMIS and MMIC. This will contribute to Renfrewshire’s Net Zero ambitions and will also act as a demonstrator site to show the value of sustainable energy projects. Programme Director - City Deal and Infrastructure 31 March 2023 Develop the first stage of Renfrewshire’s Plan for Net Zero Working together with communities and partner organisations we can support the transition to a net zero society, ensuring we contribute to reducing and mitigating the impact of climate change. As a large public sector organisation, the council has a duty to lead by example and to influence others. Strategy, Policy & Insight Manager 31 December 2022 Ensure that climate considerations are taken into account in our procurement strategies and tenders with a focus on reducing emissions. Working together with other services we can support the reduction of emissions, waste and consumption by challenging usage, taking an innovative approach to specification, better utilising technological solutions and promoting the circular economy. Strategic Procurement Manager 31 March 2025 Implement a plan for managing supply chain disruption arising from external events The council will have greater resilience. Strategic Procurement Manager 31 March 2023 Performance Indicator Frequency Last update Current Value Current Target Traffic Light Icon 2022/23 Target 2023/24 Target 2024/25 Target Number of local businesses working with the Council to progress the Net Zero agenda (NEW) Quarterly and Annual New for 2022/23; baseline to be established. Page 54 of 354
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33 Number of local businesses securing Net Zero growth grants from Renfrewshire Council Business Grants (NEW) Quarterly and Annual New for 2022/23; baseline to be established. Page 55 of 354
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34 5.5: Strategic Priority: Living our Values What will we do? What difference will we make? Who is leading this? When will we do it by? Undertake a corporate self-assessment exercise in line with revised best value audit methodology Key aspects of governance are strengthened, and an improvement focus remains central to the plans and strategies of the council. We collaborate. Strategy, Policy & Insight Manager 31 March 2023 Review and refresh the Council’s performance management framework Robust performance mgmt. arrangements in place which support effective scrutiny and decision making. We value learning. Strategy, Policy & Insight Manager 31 March 2023 Lead implementation of the council brand, prioritising tone of voice, inclusive communications and audience insights Citizen’s trust and value the council and we are able to attract and retain talent. We are fair. Head of Marketing and Communications 31 March 2025 Deliver the Digital Experience Project, transforming the council’s public presence across all platforms. Services become easier to access, people feel more connected to the council and have a greater understanding of its functions, its priorities and what it delivers. Head of Marketing and Communications 31 March 2025 Lead implementation of strategic communications to support the council’s financial strategy Local people, communities and partners are aware of the financial challenges facing public services and understand how the council is planning for the future. We are helpful. Head of Marketing and Communications 31 March 2023 Undertake a workforce planning exercise across procurement to address challenges in recruitment and retention This will build capacity and resilience and support us being an employer of choice in this profession. We value learning. Strategic Procurement Manager 31 March 2023 Undertake CIPS self-assessment activity. This provides assurance that the team continues to deliver a high-quality service and retains a focus on continuous improvement. We value learning. Strategic Procurement Manager 31 March 2023 Page 56 of 354
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35 Ensure a service-wide focus on absence - supporting managers with training, embedding policies and supporting the health and wellbeing of employees. We are working with our colleagues in HR and OD to develop and implement further measures to proactively manage absences and support staff health and wellbeing as part of the new People Strategy. We are fair. Senior Management Team 31 December 2023 Implement the Council’s People Strategy across the service, with a particular focus on employee wellbeing. Staff are one of the council’s most valuable assets. Supporting them not only makes Renfrewshire Council a good place to work, it helps build resilience and support future planning. We are fair. Senior Management Team 31 December 2022 Enhance staff engagement through internal communications, providing equity of access to information and developing communication as a core management skill. Employees easily access information important to their working lives. Our people are ‘first to know’ about changes at work. Employee benefits are well understood, and staff know how to access wellbeing services and support. Managers at all levels are supported to confident communicators. This contributes to an engaged workforce. We are fair. Corporate Communications and Public Affairs Manager 31 March 2023 Performance Indicator Frequency Last update Current Value Current Target Traffic Light Icon 22/23 Target 23/24 Target 24/25 Target % of investigation complaints responded to within timescales agreed with customer (Chief Executive’s) Quarterly and Annual 2021/2 2 77% 100% 85% 85% 85% % of frontline resolution complaints responded Quarterly and Annual 2021/2 2 46% 100% 85% 85% 85% Page 57 of 354
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36 to within timescales agreed with customer (Chief Executive’s) Average number of work days lost through sickness absence per employee (Chief Executive's) (FTE) Quarterly and Annual 2021/2 2 4.26 6.5 6.5 6.5 6.5 % of FOI requests in a quarter completed within timescale in the Chief Executive's Department Quarterly and Annual 2021/2 2 93.5% 100% 100% 100% 100% Time to issue a building warrant or amendment to warrant from receipt of application (days)* Quarterly and Annual 2021/2 2 101.2 60 60 60 60 Percentage of building warrants or amendments issued within 10 days of receipt of all satisfactory information Quarterly and Annual 2021/2 2 60.1 90 90 90 90 Average Time for processing Planning Applications (Householder) Quarterly and Annual Q2 2021/2 2 6.7 8 8 8 8 Number of people engaging with the Council’s digital channels (not including website). Quarterly and Annual 2021/2 2 64,822 56,800 60,000 62,000 63,000 Opportunities to see or hear something (OTSH) positive about Renfrewshire Council activity Quarterly and Annual 2021/2 2 371,061, 673 125,000, 000 200,00 0,000 210,000,00 0 220,000,00 0 % of staff who feel that the information they receive from internal communications is helpful Annual 2021/2 2 85% 85% 85% 85% 85% 5.6 Additional Management Information Page 58 of 354
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37 As well as actions and performance measures, the Chief Executive’s Service will monitor data trends for some operational elements of the service, including some which are part of the Local Government Benchmarking Framework (LGBF). Performance Indicator Frequency Last update Current Value Percentage of respondents who agree that they can influence decisions about public services and other issues of public interest Annual December 2020 21.2% Percentage of respondents who have felt lonely some, all or most of the time Annual December 2020 47% Percentage of respondents who agree that this is a neighbourhood where local people take action to help improve the neighbourhood Annual December 2020 49% Percentage of respondents who agree this is a neighbourhood where people are kind to each other Annual December 2020 72% Application Approval Rate Biannual Q2 2021/22 97.1% Percentage of applications dealt with under delegated authority Biannual Q2 2021/22 98.5% Cost of Economic Development & Tourism per 1,000 population (LGBF) Annual 2020/21 £109,426 Proportion of people earning less than the living wage (LGBF) Annual 2020/21 21.60% Proportion of properties receiving superfast broadband (LGBF) Annual 2020/21 96.50% Town Vacancy Rates (LGBF) Annual 2020/21 11.72% Gross Value Added (GVA) per capita (LGBF) Annual 2020/21 n/a Claimant Count as a % of Working Age Population (LGBF) Annual 2020/21 6.30% Claimant Count as a % of 16-24 Population (LGBF) Annual 2020/21 7.77% Cost per planning application (LGBF) Annual 2020/21 £5,278 Average time per business and industry planning application (weeks) (LGBF) Annual 2020/21 9.88 Number of business gateway start-ups per 10,000 population (LGBF) Annual 2020/21 4.91 Immediately available employment land as a % of total land allocated for employment purposes in the local development plan (LGBF) Annual 2020/21 98.05% CO2 emissions area wide per capita Annual 2019/20 4.84 Page 59 of 354
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38 CO2 emissions are wide: emissions within scope of LA per capita Annual 2019/20 4.09 Page 60 of 354
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39 CHIEF EXECUTIVE’S SERVICE SERVICE DELIVERY PLAN 2021/22 OUTTURN REPORT 1. Introduction 1.1. As part of the council’s approach to managing the pandemic response, Council services each produced a one-year Service Delivery Plan in 2021. These primarily focused on the actions necessary to manage the response and the recovery from the pandemic whilst still seeking to deliver longer-term strategic priorities wherever Page 61 of 354
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40 possible. This outturn report details the achievements of Chief Executive’s Service during 2021/22 and sets out progress against actions and performance targets. 1.2. The country is now moving into the next phase of the pandemic, with restrictions easing. The Council, like other organisations, is now working towards a ‘new normal’ and continuing to support and promote recovery from the impact of the pandemic whilst also driving forward its strategic objectives and responding to new challenges that have arisen through the cost of living crisis and the Ukraine war. This is reflected in the new Service Improvement Plan for 2022/23 to 2024/25, which is also being presented to this Board. 2. Background 2.1. The Chief Executive’s service is responsible for setting the strategic direction of the organisation and for delivering a range of strategic services and projects. It also manages the public profile and reputation of the Council and leads on collaboration with national organisations and partnerships across the public, private and third sectors. The service has four main areas of work: Policy and Commissioning; Marketing and Communications; Economy and Development; City Deal and Infrastructure. 2.2. The Service delivers a range of provisions and activities, such as: • Delivering a number of large-scale projects across Renfrewshire; • Delivering on Renfrewshire’s City Deal projects, including manufacturing sites of national importance; • Supporting delivery of the Renfrewshire economic strategy and action plan with assistance from the Renfrewshire Economic Leadership Panel; • Delivering a programme of support to Renfrewshire’s business community to support economic growth and an increase in local jobs; • Leading on employability for Renfrewshire and supporting unemployed people into work, including those which are part of the Glasgow City Region City Deal programme; • Leading the Council’s procurement activity to deliver best value, improved environmental sustainability and wider Council and community benefits; • Leading on Future Paisley, the council’s far reaching cultural regeneration programme – a legacy from Paisley’s bid for UK City of Culture; • Delivering on major cultural infrastructure projects including the new Paisley Learning and Culture Hub and the redeveloped Paisley Museum; • Operating Paisley Museum Reimagined Ltd, a registered Charity established to deliver the capital appeal for Paisley Museum; Page 62 of 354
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41 • Delivering an annual programme of major events that attract visitors, deliver positive economic impact, and increase cultural participation; • Promoting Renfrewshire as a place to live, work and visit; • Co-ordinating the Council’s approach and working with partners to tackle inequalities which exist across Renfrewshire’s communities, for example through the Tackling Poverty and Social Renewal programmes; • Working closely with community groups and organisations to strengthen relationships and promote community empowerment; • Leading on the development of major initiatives such as the establishment of an Alcohol and Drugs Commission, and addressing the Climate Emergency; • Managing the council’s reputation through media, marketing and crisis management; and • Internal communications and staff engagement. 3. Key Achievements 2021/22 3.1. As well as continuing to deliver core services throughout 2021/22, the Chief Executive’s service responded flexibly to additional responsibilities arising from the pandemic and continued to deliver on major strategic projects. Progress to highlight includes: • Significant progress on the delivery of large infrastructure projects, such as the AMIDS site at Inchinnan, Paisley Museum and Paisley Town Hall; • Working with partners on regeneration and investment programmes across Renfrewshire, such as the refurbishment of Johnstone Police Station; • Progressing the Council’s ambitions to be Net Zero by 2030, carrying out a climate survey and establishing Renfrewshire Climate Panel; • Implementing the recommendations of Renfrewshire’s Alcohol and Drugs Commission, an action plan for which is under development; • Supporting 486 registered clients and an estimated 200 unregistered people into employment; • Delivering a successful events programme generating 789 participation opportunities and attracting 63,630 attendees, and promoting local outdoor attractions; • Supporting communities through Neighbourhood Hubs and through delivery of our Social Renewal Plan, providing free prescription and food delivery; and • Working with businesses to manage the supply chain challenges arising from external factors. Page 63 of 354
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42 3.2. The delivery of the AMIDS site at Inchinnan is progressing well, and the two anchor facilities – the National Manufacturing Institute Scotland (NMIS) and the Medicines Manufacturing Innovation Centre (MMIC) – are scheduled to open in 2022. Success in attracting £38.7m of Levelling Up funding from the UK Government (the highest amount awarded to any Scottish bidder) will support the AMIDS South project which in turn will support AMIDS generating benefits for more of Renfrewshire. The large- scale cultural investment capital projects are all well underway and construction should be completed by 2023 on Paisley Museum, Paisley Town Hall and the new Paisley Learning & Cultural Hub. Several prominent buildings in Paisley town centre have benefitted from the TH/CARS2 programme, also delivered by City Deal & Infrastructure. 3.3. Regeneration work across our towns has continued, with key initiatives and projects supported by the Economy & Development teams. The refurbishment of Johnstone Police Station led by Active Communities, now Station 7, was completed with grant support from the Council and the Scottish Government. Other developments which are being supported include a new youth theatre hub for PACE and a planning application for the redevelopment of the Paisley Centre. 3.4. A new Local Development Plan was adopted in December 2021 and now forms the basis of the consideration of all planning applications across Renfrewshire. It sets out the council’s vision for Renfrewshire’s economy, environment, towns, heritage and infrastructure over the next 10 years. 3.5. The Council’s procurement teams are committed to achieving best value for the Council but to ensuring that local communities benefit from Council contracts. During 2021/22, they held sessions to support local businesses to bid for Council contracts as part of a Community Wealth Building approach that seeks to develop local supply chains that are likely to support local employment, local businesses and benefit the Renfrewshire economy. The team has also worked with suppliers, partners and other Council services to manage the supply challenges arising from external factors such as the war in Ukraine and the UK’s departure from the EU. 3.6. During 2021/22, the fundraising strategy for Paisley Museum continued to attract significant additional sums and to date, £969,000 has been secured. Despite the impact of Covid-19 on donor cultivation, we have continued to make good progress towards the target for Trusts and Foundations and more than half of the £1.5m target has already been secured. Page 64 of 354
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43 3.7. In 2021/22, 43 Future Paisley grants with a total value of £200,000 have been awarded through Renfrewshire’s Cultural Recovery and Renewal Fund to support Renfrewshire’s cultural sector to adapt to the impact of Covid-19. The fund has protected 10 cultural organisations across Renfrewshire during the pandemic, supported the livelihoods of 24 freelance artists living and working in Renfrewshire, and animated public space with creative installations. 3.8. Renfrewshire’s events programme was significantly impacted by restrictions due to the pandemic with live events switching to digital, to help connect communities and celebrate moments important to Renfrewshire. In the latter half of 2021 this evolved to include a combination of in-person and online events including The Spree, Paisley Halloween Festival, Christmas celebrations and Remembrance services. The return to live events in winter 2021 attracted over 30,000 visitors and gave a combined economic impact and local spend boost of over £450,000 to the Renfrewshire economy. In addition, the team hosted About Us, the UK opening of Unboxed 2022, attracting an additional 49,000 visitors to Paisley in early March 2022, attracting national media and broadcast. Funding of £133,000 was secured from VisitScotland and EventScotland to support tourism and events recovery. 3.9. The Social Renewal Plan that was approved in early 2021 was updated in June 2021 and priority actions for 2021 have been delivered, coordinated by the Partnerships and Inequalities team. This has included an initial allocation of Community Food Funding, support for fuel poverty, hardship payments, winter clothing grants, the establishment of a Fair Work advice service, and a money advice week which took place following the success of the benefit take-up week. 3.10. Through the Tackling Poverty programme, the council continues to fund projects such as Families First, morning clubs in schools, Skoobmobile, Street Stuff and the Cost of the School Day Fund. 3.11. The Strategy, Policy and Insight team continues to support and implement work to address the recommendations of the Alcohol and Drugs Commission report with £2million of Council allocated funding to support projects. Specific work has taken place in schools as part of the PSE curriculum, and two crisis support projects for adults have been established – one to provide an out-of-hours outreach service and one to offer crisis-based mental health support. The MYLA (My Life Ahead) project was approved by Leadership Board in December 2021 and allocated it £200k of funding to deliver. This housing-led project will provide wraparound support, using many of the elements of Housing First, and is due to start around the end of April/beginning of May. Page 65 of 354
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44 3.12. Between August and September 2021, the Council’s Strategy, Policy and Insight team carried out a residents Climate Survey in order to understand the public’s knowledge, views and priorities for the climate emergency. Following this, a representative sample of respondents formed Renfrewshire’s Climate Panel, to hear a range of views and voices and support the development of Renfrewshire’s Plan for Net Zero. The Panel has had 4 cycles to date and further engagement has taken place across stakeholders, including traditionally underrepresented groups, to get everyone involved in the design and delivery of the plan. The Council also committed to a £1million Climate Action Fund, of which £978,000 has been allocated to support 14 projects, including expanding the Council’s electric fleet; opportunities for a large-scale solar farm; developing a local response to ensure resilient town centres; net zero business support; community food growing; and a Community Climate Fund to provide awards to community organisations to develop localised green community projects and initiatives. 3.13. Work has been progressing to implement the priorities of the Digital Strategy with projects to the boost digital skills and promote digital inclusion. The Council has coordinated activity related to the Scottish Government’s Connecting Scotland Programme and secured almost 2000 devices to support vulnerable people across Renfrewshire. The Digital Citizen workstream is also progressing well with the establishment of a new Citizen Voices group and proposals being developed for a place-based digital inclusion pilot in partnership with SCVO and a Digital Champion Network in partnership with Libraries. 3.14. Phase 1 of the Digital Experience Programme was delivered by Marketing and Communications, to support delivery of a new Council website, which the final phase progressing in 2022/23. Activity relating to the Digital Strategy will be reported through the Finance & Resources Service Improvement Plan from 2022/23. 3.15. Over the past year, recovery from the pandemic has continued to require dedicated marketing and communications support. A new social customer service operation and a new sub-section of the Council website were established to provide updates on measures to tackle pandemic impacts and ongoing support was provided for a range of Council services. To meet the demand for enhanced staff information, the staff section of the public website was expanded, accessible to all staff, with greater use of social media to promote staff messaging. Communications support was provided for NHS Test and protect, including the management of COVID-19 cases in schools and the Government’s vaccination and testing programme. Page 66 of 354
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45 4 Progress against performance measures 4.1 The Chief Executive’s Service has a total of 43 performance indicators, 30 of which are measured quarterly and 11 of which are measured annually. Twelve indicators are for information only and have no set target. 4.2 The Council’s Economic Development team continued to support businesses recover from the lockdown measures of the pandemic and two measures were included in the SDP that relate specifically to Covid-19. In 2021/22 the team received applications from 2,750 businesses relating to Covid-19 funding streams and a total of £9,205,650 was awarded in grants and loans to support businesses through recovery. 4.3 As highlighted in paragraph 3.8, the events programme in Renfrewshire was greatly impacted by restrictions associated with the pandemic. Despite some additional cancellations, targets for the number of people participating in events, and the number of people performing in events were exceeded. Additionally, the annual target for number pf people viewing or attending council events was 65,000 which was narrowly missed with 63,630 attending, which the cancellation of the British Pipebands Championship greatly impacted. This figure excludes the 49,000 visitors who attended About Us 2022 in March, hosted and supported by Renfrewshire Council’s Events team. 4.4 Renfrewshire’s Employability Programme has continued to successfully support local people into employment. In 2021/22 the service supported 859 new registered people, 432 people continued to receive support that were registered the previous year, and around 500 additional people accessed Kickstart opportunities delivered by the Invest in Renfrewshire team. Although the number of new registered clients came in slightly under target, the service exceeded its target of 350 unemployed people moving into paid employment by 96% with 686 clients. It also monitored the number of people supported into employment that sustained work for a period of 6 months, which was 221, exceeding the set target of 180 for the year. 4.5 The Council’s Tackling Poverty programme has been successful at maximising local household income, building on the 2020/21 amount of £758,675.49 to reach £1,145,918.38 for 2021/22. Partners have built on this work through the Social Renewal programme established in response to COVID 19, with a range of targeted actions being undertaken to support people experiencing financial insecurity in Renfrewshire. Page 67 of 354
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46 4.6 Some indicators did not quite meet the targets set for them in 2021. Building Standards has set targets regarding the time is takes to issue a building warrant or amendment, the time to issue a first report, and the percentage of warrants or amendments issued within 10 days. These were not quite met for 2021/22, which can be partly attributed to vacancies on the team. Performance has however improved from 2020/21, and performance is expected to continue to improve with the new team members that started in March 2022. 4.7 Performance related to complaints timescales has been low with only around half within timescale. To address this, CaseViewer refresher training is being delivered in June 2022, and staff will be reminded that more complicated cases should be escalated to investigation to ensure completion within timescale. Page 68 of 354
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47 Chief Executive's Service Development Plan 2021-2022 Action Plan Report Type: Actions Report Strategic Outcome 1: Reshaping our place, our economy and our future Code Title Status Assigned To Progress Due Date Latest Note CESDP21 - 01 - 01 Coordinate the delivery of business support grants in relation to COVID-19 Economic Development Manager 100% 31-Mar-2022 The Economic Development Team have been administering Scottish Government Grants to businesses since the start of the COVID-19 pandemic. The key grant programmes for Businesses are now complete. The team will continue to deliver a new £2.654M Covid programme for business and economically inactive people this year with support through the Business Development and Employability Teams. CESDP21 - 01 - 02 Develop a refreshed employability programme for Renfrewshire (utilising Youth Guarantee and Kickstart funding) to reduce unemployment among young people (18-24 yrs.) and to support local businesses Economic Development Manager 100% 31-Mar-2022 The Renfrewshire youth employment figures have been improving monthly and a recent report from ONS and Scottish Government showed that Renfrewshire had 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. Page 69 of 354
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48 Code Title Status Assigned To Progress Due Date Latest Note 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 practice across Scotland for partnership working 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 / UK businesses and global supply chain Head of Economy and Development 80% 31-Mar-2022 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 group and WCS) agreed to create a new a Manufacturing Business Forum. This work continues to progress and will be augmented by a refocus on key growth sectors supporting the Economic Leadership Panel and development of an account management process. CESDP21 - 01 - 04 Develop a programme to support work-place wellbeing across Renfrewshire companies Work with NMIS (Skills Academy) Regeneration Manager 100% 31-Mar-2022 The Council, in partnership with Renfrewshire HSCP has delivered a campaign and a bespoke training package to employers aimed at supporting and guiding business owners and managers in their efforts to help employees, particularly in the return-to-the-workplace phase of Covid restrictions. The Renfrewshire Economic Leadership Panel have supported this initiative and ambassadors of the campaign were Renfrewshire Chamber of Commerce, the Federation of Small Businesses, Hillington Park and Braehead. CESDP21 - 01 - 05 Develop a productivity and innovation programme for Renfrewshire manufacturing companies (aligned to the existing AMCF / Critical Engineer programme) Head of Economy and Development 40% 31-Mar-2022 In order to establish and agree a delivery mechanism for a productivity and innovation programme, a business survey of local manufacturing companies was developed to raise awareness of NMIS and the Critical Engineer programme. Page 70 of 354
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49 Code Title Status Assigned To Progress Due Date Latest Note The survey has now been completed and discussions are ongoing for next steps in terms of support for the sector. CESDP21 - 01 - 06 We will ensure that we raise awareness among locally based companies of our proposed procurement across Renfrewshire capital projects and purchase of supplies and services to enhance opportunities for successful bids Economic Development Manager; Strategic Commercial and Procurement Manager 100% 31-Mar-2022 Our Contracts Register is published online via Renfrewshire Council’s webpage. This provides live accurate information relating to the current portfolio of contracts. The Annual Procurement Report includes a section on upcoming opportunities and contact details are provided to allow suppliers to contact relevant members of the team to seek further information. The sustainability test completed at contract strategy stage encourages procurement officers to consider opportunities to engage with local suppliers to deliver the contract both as main contractors and subcontracting opportunities. Procurement and Economic Development continue to work closely to support a Community Wealth Building approach which includes a strong focus on how best to engage with local businesses. A number of local “Meet the Buyer” events have been hosted to highlight opportunities associated with high value strategic contracts, and the teams will work together with the Supplier Development Programme on a series of joint events to be hosted through the summer which will provide positive information to suppliers about contract opportunities and how to tender. More information to businesses will be presented by the Economic Development team at the Renfrewshire Business to Business event later in May (which is always well attended). CESDP21 - 01 - 07 Bring forward actions to reduce health inequalities, improving economic participation, more secure earnings and greater earning power Economic Development Manager 100% 31-Mar-2022 The Health Inequalities Group has met regularly and recently provided an update report to the LEP where additional service requirements were identified. These are now being prioritised for future funding, anticipated later this summer. The Employer Recruitment Incentive has now been launched, new disability services have been contracted and are in place, and new initiatives (with funding) are currently being identified. Page 71 of 354
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50 Code Title Status Assigned To Progress Due Date Latest Note CESDP21 - 01 - 08 Targeted interventions for recruitment, upskilling and re-skilling across Renfrewshire’s key sectors Economic Development Manager 100% 31-Mar-2022 The PACE service completed in April 2022 when funding ended. Those facing redundancy can still receive help and support, but the funded service has now concluded after successfully delivering support during the height of the covid period. Staff involved have been retained and can continue supporting anyone in need (numbers are anticipated as being small). 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-2022 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 - 10 Create a clearly defined and publicised investment proposition to attract more investment and talent to the area that will see Renfrewshire secure its position as the primary location for manufacturing (research and development) investment in Scotland Head of Economy and Development 100% 31-Mar-2022 The Marketing and Communications service have completed a new inward investment section on Paisley.is. The marketing team continue to work with Economic Development to create content in relation to growth sectors, property search and a referrals and enquiries process. Council- led marketing activity includes promotion of the Advanced Manufacturing Innovation District Scotland (AMIDS), promotional information for potential investors/locators and the development of a route for referrals and enquiries. AMIDS is being showcased by several national and regional partners including UK Dept of Trade & Industry, Scottish Development International, Scottish Cities Alliance and Invest Glasgow. Further activity included the promotion of the procurement exercise to recruit a Joint Venture partner for AMIDS, support of an SDI-led virtual showcase for investors including promotion online and via trade press. This work is ongoing and will be carried into 2022-23 as the sector growth work develops. CESDP21 - 01 - 11 Pilot and test the creation of active travel routes between neighbourhoods, town centres and business locations using these to test Regeneration Manager 100% 31-Mar-2022 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 Page 72 of 354
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51 Code Title Status Assigned To Progress Due Date Latest Note SMART travel solutions and evaluate benefits to biodiversity, air quality and access 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 - 12 Implement Year 3 action plan as part of the Renfrewshire Visitor Plan Head of Economy and Development 30% 31-Mar-2022 Business support continued to be critical in the face of changing business landscapes, leveraged though both Renfrewshire Council and via Scottish Enterprise Hotel Support Fund. In addition, the Communications and Marketing service were successful in their application to VisitScotland’s Destination Marketing Fund in 2021 and developed a regional promotional campaign running into 2022. As of the Spring 2022 Economic Leadership Panel meeting, it was agreed that a refreshed tourism group should become a strategic sub-group of the Panel, underpinned by a reassessment of the tourism proposition based on stakeholder interviews and analysis. Report due late Spring 2022. 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 Centre Action Plan 2016- 2026. Regeneration Manager 50% 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 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 - 14 Deliver Paisley Townscape Heritage / Conservation Area Regeneration Scheme (TH/CARS2) Project Programme Director – City Deal and Infrastructure 80% 30 June 2023 The TH/CARS2 project has been extended to June 2023. Seven building repair projects have now completed on site with contracts awarded for a further two projects. The owners of the Liberal club are continuing to develop a grant application working towards a potential site start in September, with Board approval for the project confirmed in February 22. Six shopfront projects have completed, with one shopfront project currently on site and grants allocated for a further four. Ten Small Page 73 of 354
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52 Code Title Status Assigned To Progress Due Date Latest Note Building Repair grants have been awarded and completed to date. Public Realm works for the High St area pavements opposite the museum have been tendered and approved at Board. The HETE programme of cultural activities will complete in advance of the Building Repair/ Public Realm works and is now drawing to a close after numerous successful heritage- led activities and training events. CESDP21 - 01 - 15 Proactively work with property owners to bring some of the area’s most valued assets back into use Regeneration Manager 100% 31-Mar-2022 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 Scottish Government; the Leadership Board has approved grant support for the Liberal Club and 5 George Place in Paisley; the Council has secured £800k from Scottish Government 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 - 16 Assist delivery of approved Town Centre Capital Grant Fund projects and develop project proposals for new Scottish Government Regeneration Capital Grant Fund * Head of Economy and Development 100% 30-Sep-2021 The Town Centre Fund programme is complete. This ran in 2020/21 with projects completed by September 2021. All projects and outcomes have been reported to the Leadership Board and Scottish Government. A new Scottish Government scheme, the Place Based Investment Fund, is now being rolled out with projects across all Renfrewshire’s town centres being promoted, as well as actions from the Making of Ferguslie Park plan. Further projects are anticipated from work being finalised in early 2022 on active travel and climate change adaptation/resilience in town centres. Funding from RCGF has been secured for PACE Theatre (Phase 2 of its 3-phase programme) as well as enhanced grants for the Paisley Cultural and Learning Hub and the Paisley Museum project. CESDP21 - 01 - 17 Review and development of the Heritage Asset Strategy for Renfrewshire ** Head of Economy and Development 100% 31-Mar-2022 The Great Place Scheme substantively concluded in March 2022 with only one or two training programmes and the completion of the project’s evaluation being continued until June 2022. Page 74 of 354
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53 Code Title Status Assigned To Progress Due Date Latest Note Key funders for this work and any other heritage led regeneration activity are HES and NLHF, both have reviewed and refreshed their grant schemes from 2022 with work being progressed by the Regeneration and Place team to determine future priorities. CESDP21 - 01 - 18 Deliver the strategies within the current Local Development Plan (LDP) Head of Economy and Development 100% 31-Mar-2021 The Local Development Plan was adopted on 15th December 2021 and now forms the basis of the consideration of all planning applications across Renfrewshire. The strategies and policies can be seen in the determination of planning applications. CESDP21 - 01 - 19 Develop the new LDP 2 Head of Economy and Development 100% 31-Dec-2021 The Local Development Plan was adopted on 15th December 2021. CESDP21 - 01 - 20 Progress the relevant workstreams of the Digital Strategy including work on smart data, and digital participation Head of Policy & Commissioning 100% 31-Mar-2022 The Service is leading on a number of workstreams. In terms of the smart data workstream, work is currently underway to map the use of data across the Council and to identify early opportunities to progress our approach to data management and analysis. The Digital Citizen workstream is progressing well with the establishment of a new Citizen Voices group and proposals being developed include a place based digital inclusion pilot in partnership with SCVO including the set-up of a Digital Champion Network in partnership with Libraries. Free Online Safety Ambassador training has been offered out to the community and staff in partnership with GetSafeOnline. The service is a part of the Digital Skills and Leadership workstream working towards upskilling our workforce with plans to provide more digital skills training, self-serve resources online and recruit staff digital champions. The service also co-ordinates all activities relating to the Connecting Scotland programme with almost 2000 devices secured to date to support vulnerable people living across communities. The long established DigiRen network continues to meet bimonthly sharing resources and learning co-chaired by the service and the CEO of Engage. We are one of 6 delivery partners in the recently Page 75 of 354
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54 Code Title Status Assigned To Progress Due Date Latest Note awarded Life Changes Legacy Funding for Digital Skills for Care Experienced people. CESDP21 - 01 - 21 Implement Year 4 of the destination marketing plan Marketing Manager 100% 31-Mar-2022 Destination activity this year has focused on supporting sector restart and encouraging people to visit and spend money in Renfrewshire, managed in line with Government restrictions as Scotland moved through restriction levels. Activity since December 2021 has focused on implementing the promotional plan for the VisitScotland Destination and Sector Marketing Fund (£40,000). The campaign aim was to encourage visits and generate visitor spend in Paisley Town Centre and was targeted at people outwith Renfrewshire. Implementation included: paid-for advertising campaign, four paid-for social media campaigns, two high profile influencers visits, the creation of a music film and the Paisley.is calling film. Based on our success, a further £16K was awarded by VisitScotland which will continue the activity until August 2022. The results to date include 5.8m marketing OTSH (opportunities to see or hear something positive about Renfrewshire) for media buy and social ads and 7918 pages views on Paisley.is across 6734 users. In addition, the following has been successfully implemented: Paisley.is sponsorship of the Rocco Awards, further development of Paisley.is, regional marketing for Spree and Halloween and support for local events. Planning for a regional summer visitor campaign has been completed including development of priority audience profiles, brand propositions and campaign creative. The campaign will launch in June 2022. In addition, the Invest section of Paisley.is has been redeveloped to help drive marketing of AMIDs and promote Renfrewshire’s investment potential. This has been further supported by partnership marketing and media. CESDP21 - 01 - 22 Deliver a Covid secure events programme that supports sector restart Events Manager 100% 31-Mar-2022 Renfrewshire’s major events programme was significantly impacted by the Covid-19 pandemic. A digital programme was designed to celebrate live events whilst restrictions around gatherings was still in place. Page 76 of 354
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55 Code Title Status Assigned To Progress Due Date Latest Note As restrictions eased, a hybrid programme was designed and delivered for events (autumn/winter 2021) with a combination of in-person and online events Sma’ Shot Day, The Spree Festival, Paisley Halloween Festival, Christmas celebrations and Remembrance services. In-person events delivered in the winter season of 2021 attracted over 30,000 visitors and gave a combined economic impact and local spend boost of over £450k to the Renfrewshire economy. Throughout the pandemic the team has worked with Event Scotland to ensure Renfrewshire led the event sector restart. The Council programme was awarded three rounds of funding totalling £77.4k for Paisley Halloween Festival and The Spree Festival, the funding supported both design and delivery of hybrid in-person and digital programming and the additional costs for covid hygiene and safety measures. A new interim events strategy was developed and approved at Leadership Board in February 2022. The strategy seeks to continue the rebuild of the live major events programming whilst recognising Covid will continue to have an impact on the industry and how events are delivered. The 2- year plan is to develop programming over longer time periods across wider Renfrewshire and move away from one day mass gathering types of events delivered pre-covid. The strategy will seek to develop a programming framework, that will rebuild audience numbers achieved pre-Covid. CESDP21 - 01 - 23 Deliver Fundraising Strategy for Paisley Museum Head of Marketing, Communications and Events 75% 31-Mar-2022 The campaign to target HNWI was paused in May 2020 due to covid restrictions and this reduced the ability to cultivate major gift donations. Work in this area restarted in January 2022. Despite the impact of Covid-19 on HNW donor cultivation, we have continued to make good progress towards the target for Trusts and Foundations with a total of £881,000 being secured against the original £1.5m target. There are currently 5 mid-level funding applications Page 77 of 354
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56 Code Title Status Assigned To Progress Due Date Latest Note pending and a pipeline of grant applications has been scheduled for the remainder of 2022. Following the relaxation of covid restrictions, three site visits took place resulting 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 To-date, Paisley Museum Reimagined Ltd has raised a total of £969,000 in secured and pledged income, with £185,000 of this being raised in 2021/22. CESDP21 - 01 - 24 Lead delivery of cultural regeneration through Future Paisley Head of Marketing, Communications and Events 100% 31-Mar-2022 The Future Paisley programme was restructured to align with the council’s cultural infrastructure programme, maintaining programme activity to April 2024. 2021/22 saw the restart of many projects that were paused or reformatted due to Covid19. This included the administration of recovery funding supporting artists and cultural organisations based in Renfrewshire. In the past year, 43 grants with a total value of £200,000 have been awarded through Renfrewshire’s Cultural Recovery and Renewal Fund (RCRRF). In the last quarter of the year, the Future Paisley evaluation framework and story of change model were developed to help measure the impact of the programme and how various projects are contributing to the revised step changes and strategic outcomes, individually and collectively. The programme now includes 30 funded cultural projects aimed at delivering social and economic change. The Future Paisley Partnership Board met in March and agreed new membership to include VisitScotland, National Theatre of Scotland and Arts Connection. Page 78 of 354
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57 Code Title Status Assigned To Progress Due Date Latest Note In the last quarter of the year, a number of significant events and projects were delivered, including The Future Paisley Exhibition, Paisley Book Festival, and About Us Unboxed 2022. CESDP21 - 01 - 25 Implement the marketing strategy for Paisley Museum Marketing Manager 100% 31-Mar-2022 The marketing strategy was approved in Spring 2021 and presented to key stakeholders including the Future Paisley Partnership Board, Renfrewshire Leisure Ltd Board, VisitScotland and the Council’s CMT. The marketing and PR strategy has now transferred to OneRen for implementation and future progress updates will come from OneRen. Paisley Museum PR continued throughout 2021/22 delivering 21m OTSH. This action is now closed. CESDP21 - 01 - 26 Work with partners to deliver the Advanced Manufacturing Innovation District – Scotland (AMIDS) Programme Director – City Deal & 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 South project, will significantly aid the delivery of AMIDS, enhance work underway in Paisley Town centre and increase benefits for the wider area. 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 & Infrastructure 100% 31-Mar-2022 The monitoring of benefits associated with the City Deal Projects is ongoing and includes new residential and commercial developments, in the vicinity of both the GAIA and CWRR projects which has been accelerated as a result of the significant City Deal investment. It is estimated that circa 15% of the projected outputs and outcomes have been realised. CESDP21 - 01 - 28 Implement the Cultural Infrastructure Investment programme Programme Director – City 20% 31 Oct 2023 The Cultural Infrastructure investment programme continues to progress. The Paisley Museum Reimagined (PMR) project appointed a main works Page 79 of 354
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58 Code Title Status Assigned To Progress Due Date Latest Note Deal & Infrastructure contractor in May 2021 and started on site in July 2021. The Paisley Town Hall Refurbishment (PTHR) main works contract was awarded in March 2021 and work is progressing well; practical completion is anticipated in March 2023. The Paisley Learning & Cultural Hub (PL&CH) main works contract is now underway with a site start in August 2021 and completion anticipated in early 2023. The Paisley Arts Centre refurbishment project now has advance works contract complete with main works planned to commence in May 2022 and complete in March 2023. The Public Realm & Junction improvements project has restarted with the E&I team leading, which has been re-programmed to allow effective consultation. The Public Realm works in County Square and Abbey Quarter are being re- programmed to align with interdependencies in these projects. CESDP21 - 01 - 29 Actively engage with Renfrewshire suppliers to increase opportunities to bid for council contracts and improve opportunities for local job creation Strategic Procurement Manager 50% 31-Mar-2022 Within the financial year 2022-2023 Procurement will host supplier workshops which identify contracting opportunities for Renfrewshire based businesses. Workshops will include information on the procurement pipeline and information about the web-based portals used by the Council for tendering. CESDP21 - 01 - 30 Carry out a full review of the current Community Benefits Outcome Menu to maximise local employment opportunities and include an option for tenderers to offer support for the Youth Guarantee Strategic Procurement Manager 50% 31-Dec-2021 The Community Benefit Outcome Menu currently includes options for creation of job opportunities for unemployed individuals from a priority group – this includes young people16+ years of age not currently in employment, education or training. The outcome menu also includes further categories for new job opportunities and skills and training opportunities for young people both in education and those who are not currently in education, employment or training. The final community benefit strategy is still undergoing review aligned to our current Community Wealth Building project. Page 80 of 354
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59 Strategic Outcome 2: Building strong, safe and resilient communities Code Title Status Assigned To Progress Due Date Latest Note CESDP21 - 02 - 01 Review Local Partnership arrangements and implement recommendations as appropriate Strategic Partnerships and Inequalities Manager 75% 31-Mar-2022 Local Partnerships continue to operate. Awards were made to groups for activities for 12–25-year-olds through the Celebrating Renfrewshire participatory budgeting process in autumn 2021. Applications window for funding to be allocated in June 2022 was open throughout April with a good response. Meetings were held with Chairs and Lead Officers of Local Partnerships as part of the review process, which is now being delivered alongside the Right for Renfrewshire review. The review was delayed by the pandemic but is currently being finalised and should be complete by the summer of 2022. CESDP21 - 02 - 02 Deliver framework for mainstreaming Participatory Budgeting Strategic Partnerships and Inequalities Manager 100% 31-Mar-2022 Framework has been developed and will now be subject to further engagement with Corporate Management Team April 2022. Our work with Environment & Infrastructure PB continues to be delivered; phase 1 saw just under 3000 ideas from residents. The next stage of the #youdecide programme is being launched early autumn, whereby residents will be given the opportunity to vote on the projects they want to see delivered in their communities. The pilot schools PB using cost of the school day monies has been a success, with 9 schools participating in the programme. This round is coming to an end in June; case studies will be developed and will be presented at the head teachers forum in August 2022. CESDP21 - 02 - 03 Continue to deliver Neighbourhood Hub support in response to COVID-19, and continue to develop the Neighbourhood Hub model as part of mainstream service delivery. Strategic Partnerships and Inequalities Manager 100% 31-Mar-2022 Hub support has continued to date (April 2022). Provision has centred around prescription and free food delivery. Next phase of the model continuing to be developed as part of the Right for Renfrewshire programme. Page 81 of 354
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60 Code Title Status Assigned To Progress Due Date Latest Note CESDP21 - 02 - 04 Continue to engage with community groups to support the humanitarian response effort Strategic Partnerships and Inequalities Manager 100% 31-Mar-2022 Conversations have been ongoing with Community Groups about need and support offered regarding community food provision, fuel and increased costs of living, and building community resilience. Social Renewal Funding was provided to a number of groups, including through a Community Food Fund. The Public Services Panel exercise is being repeated during early 2022, which will provide insight from residents around the continued impacts of the pandemic, with a particular focus on financial insecurity and rising cost of living pressures. CESDP21 - 02 - 05 Seek to proactively engage with communities around Community Benefits Strategic Procurement Manager 100% 31-Mar-2022 Community engagement is supported by Engage Renfrewshire who provide a direct link to existing social enterprises and community groups in Renfrewshire. Procurement continues to seek further opportunities to engage directly with communities and will develop this as part of the ongoing Community Wealth Building project. CESDP21 - 02 - 06 Support the delivery of the key outcomes from the current Local Housing Strategy (LHS) 2016- 2021 and report progress annually Head of Economy and Development 100% 31-Oct-2021 Good progress with the preparation of the updated Local Housing Strategy 2022 – 2027 has been achieved. Until the approval of the next Local Housing Strategy, the current Local Housing Strategy is relevant and continues to set out the strategic approach of the Council and partners to deliver high quality housing and housing related services across all tenures to meet the identified need in Renfrewshire. Over the year the Council, along with developing Registered Social Landlords and the private sector, has delivered a range of new homes across Renfrewshire to meet the housing need and demand. A range of projects have also been successfully delivered to ensure homes are energy efficient with the aim of ensuring that fuel poverty is reduced. There continues to be a focus on providing advice and assistance to people with the greatest housing need across Renfrewshire with the aim of preventing homelessness. Page 82 of 354
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61 Code Title Status Assigned To Progress Due Date Latest Note CESDP21 - 02 - 07 Support the development of the new Local Housing Strategy (LHS) for the next five-year period 2021-2026 Head of Economy and Development 75% 31-Mar-2022 The draft Renfrewshire Local Housing Strategy 2022 – 2027 was presented to the Communities, Housing and Planning Policy Board on the 15 March 2022. The updated strategy sets out the strategic priorities that the Council and partners want to achieve and the range of actions to deliver this ambitious strategy over the next five years, ensuring this reflects local needs. The Board approved the draft Local Housing Strategy for a 12-week consultation and engagement process from 21 March 2022 until 13 June 2022. This consultation will gather the views of local communities, residents and tenants, housing association partners, the Health and Social Care Partnership and Third Sector organisations across Renfrewshire. Following the consultation period, the Local Housing Strategy 2022-2027 will be finalised and presented to this Board for approval later in 2022. Strategic Outcome 3: Tackling inequality, ensuring opportunities for all Code Title Status Assigned To Progress Due Date Latest Note CESDP21 - 03 - 01 Implement the recommendations of the Renfrewshire Alcohol and Drugs Commission Head of Policy & Commissioning 50% 31-Mar-2023 The projects within the Alcohol and Drugs Change Programme are continuing to progress, including the Trauma Informed and Responsive Renfrewshire Programme – a partnership programme of work to ensure that recognising and responding to trauma is part of every service we deliver. A coordinator post has been created to lead this programme of work going forward, with recruitment currently underway. A steering group has been established, and engagement with the Improvement Service and other local authorities has taken place. An initial high-level action plan is currently being developed. Work has also progressed on the Stigma/Language Matters project with a marketing and communications activity plan being developed, with Page 83 of 354
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62 Code Title Status Assigned To Progress Due Date Latest Note objectives including: demonstrating leadership by ensuring the Council does not use language that stigmatises people in public and staff communications; supporting staff across partner organisations 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; and, supporting national campaigns to help people in Renfrewshire understand the power of language. A training module has also been developed with HR/OD, which will be used to roll out to staff. CESDP21 - 03 - 02 Work with partners to deliver the Social Renewal Plan’s initial action plan Head of Policy & Commissioning 100% 31-Mar-2023 A Social Renewal Lead Officer came into post in December 2021 and officers have continued to work with partners to progress actions in the Social Renewal Plan. Actions include: • An initial allocation of Community Food Funding approved in December 2021 • Funding for fuel supports, including financial supports provided • Establishment of a Fair Work advice service to provide employment advice • A money advice week took place after the success of benefit take up week • Affordable credit sessions provided to a number of diverse groups • Funding agreed for a ‘Digital Champions’ programme. The Social Renewal lead officer also supported coordination of Scottish Government Winter Support Fund to support low-income families and individuals, in line with the Social Renewal Plan priorities. Work to engage low-income households will be a priority in 2022. This action is being closed off and will be replaced with a new action in the 2022-25 Service Improvement Plan focused on the new Fairer Renfrewshire plan. Page 84 of 354
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63 Code Title Status Assigned To Progress Due Date Latest Note CESDP21 - 03 - 03 Implement Year 4 of the Tackling Poverty Programme funding, and review and refresh the programme in light of COVID-19 impacts Strategic Partnerships and Inequalities Manager 100% 31-Mar-2022 Year 4 of the Tackling Poverty programme has continued, with services adapted as appropriate due to Covid. • Street Stuff has taken more activities into the community to reach more young people. • Energy advice has continued • Morning clubs offering healthy breakfast have continued in 9 schools • Cost of the school day funding has been used to directly support families, with the full allocation spent. Work is now taking place to form stronger links with our Social Renewal work under a ‘Fairer Renfrewshire’ banner. CESDP21 - 03 - 04 Work with local equalities led community groups to develop and publish new equality outcomes for Renfrewshire Strategic Partnerships and Inequalities Manager 80% 31-Mar-2023 Following engagement, draft equality outcomes were agreed by Council and published in March 2021. Work to further consult and develop the draft Equality Outcomes will be developed as part of the development of the Fairer Renfrewshire programme. The due date has been adjusted to March 2023 to reflect this. CESDP21 - 03 - 05 Develop and publish Local Child Poverty Action Report Strategic Partnerships and Inequalities Manager 100% 30-Jun-2021 The Local Child Poverty Action report was agreed by Leadership Board in June 2021 and subsequently published. Child poverty has been identified as a particular area of focus for the Community Planning Partnership, and an initial scoping session for partners to identify next steps around child poverty was held in September 2021. CESDP21 - 03 - 06 Support the delivery of the Connecting Scotland Programme Strategic Partnerships and Inequalities Manager 100% 31-Mar-2022 From June 2020 to December 2021 there have been six application phases of the programme which delivers Wi-Fi enabled devices and Mi- Fi’s providing internet connectivity to end users who are digitally excluded. Free, unlimited data is provided for two years. End users are Page 85 of 354
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64 Code Title Status Assigned To Progress Due Date Latest Note also provided with telephone support from their support organisation in the form of Digital Champion support, to help them set up and use the device. SCVO provide the online Digital Champion training. Successful applications were submitted across all phases by Renfrewshire Council COVID-19 neighbourhood hubs, Children’s Services and Communities and Housing Services, with 999 devices secured for service users. A further 1602 devices were awarded to a wide range of Renfrewshire public sector and community-based organisations across all phases giving a total of 2601 for the Renfrewshire area. The Connecting Scotland Programme is now evaluating and redesigning, and a new programme is still to be announced. Strategic Outcome 4: Creating a sustainable Renfrewshire for all to enjoy Code Title Status Assigned To Progress Due Date Latest Note CESDP21 - 04 - 01 Lead and coordinate the process of securing the renewal of Renfrewshire’s status as a Fairtrade Zone * Head of Policy & Commissioning 0% 31-Mar-2023 Work continues to support the Fair-Trade movement in Renfrewshire, including exploring the links between Fair Trade and the Council’s climate programme. In terms of the renewal of Renfrewshire’s Fairtrade Zone status, this action was paused due to the pandemic and further work will be undertaken to develop a new timetable following the election. CESDP21 - 04 - 02 Lead the coordination of Council-wide efforts to respond to the climate emergency and support the work of the Climate Change Head of Policy & Commissioning 100% 31-Mar-2022 Following our residents Climate Survey, a representative sample of respondents formed Renfrewshire’s Climate Panel, which is part of the evidence base for the Plan for Net Zero, with 4 sessions to date (paused for the pre-election period). Engagement has also been undertaken Page 86 of 354
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65 Code Title Status Assigned To Progress Due Date Latest Note Sub Committee, including the partnership forum, adaptation plan, citizens engagement panel / assembly, and community food growing across stakeholders, including traditionally under-represented groups, local organisations, public, private and third sector and community planning partners. The Climate Change Action Fund has been progressing at pace. To date, £978,000 has been allocated to support 14 projects including expanding the Council’s electric fleet; opportunities for a large-scale solar farm; developing a local response to ensure resilient town centres; net zero business support; community food growing; and a Community Climate Fund to provide awards to community organisations to develop localised green community projects and initiatives. A baseline emissions inventory and trajectory to 2030 has been completed for Renfrewshire Council as an organisation as well as Renfrewshire area as a whole. This will help to develop focus areas and prioritise actions in order to reach net zero. Phase 1 of the Plan for Net Zero is on schedule for completion by Summer 2022. CESDP21 - 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 75% 31-Mar-2022 This is a key objective for all procurement projects. Tools utilised by procurement officers at strategy stage include lifecycle impact mapping and the Scottish Government Sustainability Test. This helps to identify key areas of risk and to highlight opportunities to mitigate risk and achieve maximum value in terms of environmental benefits through contracts. Strategic Outcome 5: Working together to improve outcomes Page 87 of 354
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66 Code Title Status Assigned To Progress Due Date Latest Note CESDP21 - 05 - 01 Working with HR and OD, develop the relevant actions in line with the Council’s new People Strategy Head of Policy & Commissioning 100% 31-Mar-2023 The Service continues to work with HR and OD colleagues to develop actions which fit the needs and duties of our staff. This includes ensuring a service-wide focus on absence, supporting managers with training, embedding policies, and supporting the health and wellbeing of employees, particularly around the return to the office and managing this transitional way of working. This action is being closed and an updated action will be included in the Service Improvement Plan 2022-25. CESDP21 - 05 - 02 Supporting our employees’ health and wellbeing, better understanding of service needs and resources and planning for the future CEX Senior Management Team 100% 31-Mar-2022 Supporting the health and wellbeing of employees across the service is a key priority, particularly given the current working arrangements and additional pressures that may be felt. Where it was felt to be beneficial to team members, arrangements have been made to have additional access to Renfrewshire House. Absence levels are closely monitored with weekly reporting and monthly absence monitoring meetings with HR and OD colleagues to explore what further support can be offered to employees who are unwell such as occupational health referrals, time for talking counselling and CBT where appropriate. CESDP21 - 05 - 03 Work closely with suppliers, Scotland Excel, Scottish Government Procurement and CoSLA to monitor the impact of Brexit Strategic Procurement Manager 100% 31-Mar-2022 Through contract and supplier management the procurement team continues to monitor the impacts of Brexit on supply chains, resources and labour. The impact of Brexit has been compounded by the Pandemic and the current period of price volatility and inflation caused by the conflict in Ukraine and the rapidly increasing price of oil. CESDP21 - 05 - 04 Embed the Council's brand values Head of Marketing, Communications and Events 75% 31-Mar-2022 The development of the council brand model was completed in December 2021 and is currently being implemented across all marketing and communications activity. A key deliverable will be the new council website in 2023 (reported below CESDP21 - 05 – 07). The service has continued to deliver staff campaigns that promote the council’s values and provide continued support to HR & OD on next stage of ‘Leading Our Values’ for managers with online training and workshops. Page 88 of 354
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67 Code Title Status Assigned To Progress Due Date Latest Note Celebrating World Values Day in October with focused activities including employee blogs and video case studies and facilitating two-way discussion via the new RenTalks channel. Further development of the employee wellbeing hub and health and wellbeing objectives including Mental Health Awareness Day and Financial Wellbeing. CESDP21 - 05 - 05 Implement Year 4 of the Council’s marketing and communication strategy to support recovery Head of Marketing, Communications and Events 100% 31-Mar-2022 The team has continued to provide marketing and communications support to the organisation. This has included the visual refresh of the Council brand following the roll out of the new Council values, supporting the Council’s role in the delivery of a safe Scottish Parliamentary election and planning for Local Elections process. We have continued to provide communications to support staff and the general public as we moved through the final stages of the pandemic, including the promotion of national COVID-19 vaccination and community testing programme, cascading public health messaging and Scottish Government guidance. Communications and marketing support was also provided for key projects including: AMIDS, major events, Future Paisley, Cultural Infrastructure, Team Up to Clean Up Spotless September and Big Spring Clean, Net Zero and Soft FM recruitment. 1,133 design jobs, part of 192 projects were completed by marketing and design. 199 media releases were issued by the communications team. CESDP21 - 05 - 06 Implement the internal communications and engagement strategy to support the Council's social, economic, and organisational recovery Communications & Public Affairs Manager 100% 31-Mar-2022 The internal communications team has continued to support organisational recovery, managing the impact of Omicron on council services, and working safely with covid. It supported the transition to interim ways of working and the gradual reopening of Renfrewshire House and other council buildings. The team supported ICT with the creation and implementation of a cyber security plan and support for training. In response to employee insights, we have increased our use of video and most recently the profile and visibility of the new Chief Executive, by launching ‘Ask Alan’. Page 89 of 354
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68 Code Title Status Assigned To Progress Due Date Latest Note The team designed and delivered two online leaders forum sessions for senior leaders in November 2021 (97 attendees) and March 2022 (103 attendees). The team delivered Support for People Strategy objectives including the launch of Employee Benefits ‘mylifestyle’ Hub and Cycle to Work Scheme part 1 and 2. CESDP21 - 05 - 07 Deliver Part 1 Digital Experience strategy Communications & Public Affairs Manager 100% 31-Mar-2022 Part 1 (Discovery phase) of the Digital Experience programme has been completed by our digital partners Manifesto and FutureGov. A comprehensive report has been produced and includes findings and recommendations on future ways of working, technology, investment, and programme roadmap. This report has been shared with the Digital Board. An update will be provided to CMT in May 2022 with an ask to approve all recommendations. Following CMT approval, the Digital Experience team will implement the next phases and start the procurement exercises required to deliver a new Renfrewshire.gov.uk by mid-2023. CESDP21 - 05 - 08 Develop new content strategy Communications & Public Affairs Manager 100% 31-Mar-2022 We introduced our Social Media Content Strategy in August 2021. The strategy was developed using the insights gathered from our Social Media Audit and Channel Review. The strategy has developed our social media approach, creating new identities for each of our channels based on their audiences and localising and tailoring content so it is more engaging for our followers. The strategy has now been rolled out across all of our social media channels and has helped increase engagement and reach. It is also allowing us to build a better relationship with our audience as our focus Page 90 of 354
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69 Code Title Status Assigned To Progress Due Date Latest Note is on creating engaging content which works for our audiences and promotes the council’s objectives. Chief Executives Service Development Plan 2021-22 Scorecard Generated on: 12 May 2022 Strategic Outcome 1: Reshaping our place, our economy and our future Code Performance Indicator Current Status Short Term Long Term 2020/21 2021/22 Q1 2021/22 Q2 2021/22 Q3 2021/22 Q4 2021/22 Explanation of performance Value Target Value Target Value Target Value Target Value Target Value Target DHS.EMP.01 Number of new unemployed people being supported through Renfrewshire Council Employability Programme (INVEST) 924 1,100 859 1,100 237 275 194 275 209 275 219 275 A total of 1791 people were supported through the service. The figures are broken down into 3 distinct groups: • 859 new people registered with the service for a full training / guidance and support employability service; • 432 people were registered during 20-21 and continued to get a service during 21-22 • Around 500 additional people worked with the service specifically to access Kickstart Opportunities being delivered by the Invest in Renfrewshire team. DHS.EMP.03 Number of people supported, sustained in work at 6 Months through Renfrewshire 170 180 221 180 Not measured for Quarters Not measured for Quarters 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 Page 91 of 354
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70 Code Performance Indicator Current Status Short Term Long Term 2020/21 2021/22 Q1 2021/22 Q2 2021/22 Q3 2021/22 Q4 2021/22 Explanation of performance Value Target Value Target Value Target Value Target Value Target Value Target Council Employability Programme (INVEST) 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. CE.EMP.01 Number of unemployed people moving into paid employment through Renfrewshire Council Employability Programme 289 350 686 350 Not measured for Quarters Not measured for Quarters Not measured for Quarters Not measured for Quarters 486 registered clients of the Invest in Renfrewshire service moved into employment during 21-22 as a direct result of working with the service. In addition it is estimated than an additional 200+ people who were not registered clients also moved into work via the Invest in Renfrewshire Kickstart Programme which placed 406 young people into work. (numbers are estimated as the details of every person is not yet available). DHS.EMP.08 Number of new business start ups in Renfrewshire with Business Gateway support 86 310 272 320 80 80 78 80 60 80 54 80 The Start Up figures have improved on last year however the Business Team were still working on the COVID-19 grants (sometimes intensively) during 2021-22 and so the figures are lower than the target. CEX/COVID/0 1 Number of businesses applied for support relating to COVID- 19 funding schemes 3,728 Data only 2,750 Data only Not measured for Quarters Not measured for Quarters Not measured for Quarters Not measured for Quarters For COVID grant programme delivered in the 21-22 financial year 2750 businesses successfully applied for support. Many more would have applied for support but not met the eligibility criteria. CEX/COVID/0 2 Amount of grants and loans approved to businesses in relation to COVID- 19 funding schemes (£) 14,703, 500 Data only 9,205,6 50 Data only Not measured for Quarters Not measured for Quarters Not measured for Quarters Not measured for Quarters During 21-22 the COVID business funding awarded to local businesses was in the region of £9,205,650 with support to 2750 discrete businesses. This relates to funding announced and administered in the period. Additional grants may also have been paid but related to 20-21 programmes and would have been counted in that year. Page 92 of 354
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71 Code Performance Indicator Current Status Short Term Long Term 2020/21 2021/22 Q1 2021/22 Q2 2021/22 Q3 2021/22 Q4 2021/22 Explanation of performance Value Target Value Target Value Target Value Target Value Target Value Target DHS.EMP.09 Renfrewshire Claimant Count (NOMIS) 7,285 Data only 4,180 Data only 5,985 Data only 5,075 Data only 4,420 Data only 4,180 Data only The claimant count has been reducing steadily and the quarterly figures are taken every 3 months from June 2021. A recent report from ONS and SG showed that Renfrewshire had 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. This data is taken from NOMIS. DHS.WORKP OP Percentage of Renfrewshire population working age (16-64) 64.2% Data only * Data only Not measured for Quarters Not measured for Quarters Not measured for Quarters Not measured for Quarters *This figure is taken from a national dataset and an update for 2021/22 is not yet available. DHS.CP.RR01 Number of properties on Buildings at Risk Register 30 42 27 42 30 42 27 42 27 42 27 42 The Buildings at Risk Register, prepared and managed by Historic Environment Scotland, includes 27 Renfrewshire properties, a reduction of three since the start of 2021. DHS.VDL.01 Amount of land brought forward for re-use and development contributing to economic activity and enhancing the built and natural environment 17 20 28 20 Not measured for Quarters Not measured for Quarters 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. CEX/EVENTS/ 01 Number of people participating in the events programme, digitally or in person New indicator for 21/22 789 300 200 75 81 75 508 75 0 75 This is a new indicator with an annual target of 300, and the baseline position for 2020 was 150. Page 93 of 354
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72 Code Performance Indicator Current Status Short Term Long Term 2020/21 2021/22 Q1 2021/22 Q2 2021/22 Q3 2021/22 Q4 2021/22 Explanation of performance Value Target Value Target Value Target Value Target Value Target Value Target 789 participation opportunities were delivered against an annual target of 300. Q1 events, Paisley Food and Drink Festival and Renfrew Gala day generated 200 participation opportunities. Q2 events Sma Shot’ Day, Radical War – Paisley Radicals and Doors Open Days had 81 participants across live music, poetry, dance, theatre and ariel activities. The Radical War project, Paisley Radicals, saw the culmination of the Future Paisley funded project which delivered over 115 hours of community engagement with the final output of the project an immersive walking tour app now available for visitors. Q3 participation opportunities came from The Spree, Wee Spree, Spree for All, Halloween and the Christmas programme across Renfrewshire - Festive Fun. Opportunities were available across music, dance, costume and creative workshops, animation, and street theatre. Please note there are no council events in Q4.. CEX/EVENTS/ 02 Number of people performing in the events programme, digital or live performance New indicator for 21/22 307 100 50 25 47 25 210 25 0 25 This is a new indicator with an annual target of 100, and the baseline position for 2020 was 50. 307 performance opportunities were created against a target of 100. Performance opportunities in Q1 programme were contained in the Food and Drink Festival programme and included film production by Art Boss. Page 94 of 354
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73 Code Performance Indicator Current Status Short Term Long Term 2020/21 2021/22 Q1 2021/22 Q2 2021/22 Q3 2021/22 Q4 2021/22 Explanation of performance Value Target Value Target Value Target Value Target Value Target Value Target Performance opportunities in Q2 - Shot Day and Radical War Project – Paisley Radicals. Included live music, spoken word and poetry. Other performance elements of the programme including theatre and aerial were pre-recorded and broadcast during the digital event. Performance opportunities in Q3 - The Spree programme (over 80 bands and performers), Halloween and the Christmas Programme. Please note there are no council events in Q4. CEX/EVENTS/ 03 Number of volunteers supporting the development and delivery of the events New indicator for 21/22 8 15 3 3.75 4 3.75 1 3.75 0 3.75 This is a new indicator with an annual target of 15. 8 volunteering opportunities were delivered with a target of 15. Opportunities were limited due to covid19 restrictions on live events. Q1 events included the Paisley Food and Drink Festival and Renfrew Gala Day (online events) - 3 volunteers. Q2 volunteering opportunities - Doors Open Days programme (4 volunteers) Q3 volunteering opportunity - Lochwinnoch, a touring piece of artwork by Cryptic – Sound Horns (1 volunteer) Q4 had no planned council events. CEX/EVENTS/ 04 Number of people viewing or attending the events programme New indicator for 21/22 63,630 65,000 18,300 16,250 17,553 16,250 27,777 16,250 0 16,250 This is a new indicator with an annual target of 65,000, reflecting the restrictions on large scale outdoor events in Q1 and 2. The cancellation of the British Pipebands Championships due to COVID-19 restrictions further impacted attendance/viewing numbers. Total audience for 2021/22 was 63,630 against target of 65,000. Breakdown: Two digital events took place in Q1 due to covid restrictions: 17,000+ Page 95 of 354
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74 Code Performance Indicator Current Status Short Term Long Term 2020/21 2021/22 Q1 2021/22 Q2 2021/22 Q3 2021/22 Q4 2021/22 Explanation of performance Value Target Value Target Value Target Value Target Value Target Value Target people tuned in to watch the Food and Drink festival programme (live cookery demos, cooking and bake along family sessions, interactive cocktail making, crafts and live music) 1,000+ participated in digital Renfrew Gala day. Q2 - Sma’ Shot day (2,136) , Paisley Radicals and Doors Open Days (15,000) online content. Q3 - in-person events with restricted numbers to meet covid capacity restrictions: The Spree programme lost one third capacity Main stage mass gathering events – Halloween and Festive events were re- designed. Halloween festival moved to a 5-day walking trail event. A 4-week Festive programme was designed with activity taking place across weekends in Nov/Dec. CEX/FUND/01 Fundraising Income Target New indicator for 21/22 185,00 0 500,00 0 Not measured for Quarters Not measured for Quarters Not measured for Quarters Not measured for Quarters The 2021/22 target was impacted through the suspension of HNWI solicitation in May 2020. This restarted in January 2022. Despite the impact of Covid-19 on donor cultivation we have continued to make good progress towards the target for Trusts and Foundations with £881,000 being secured against the original £1.5m target.2021/22 highlights include: • 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 CEX/MUS/01 Paisley Museum PR target (OTSH) New indicator for 21/22 9,197,8 15 4,000,0 00 3,300,0 00 1,000,0 00 6,665,6 79 1,000,0 00 8,643,2 63 1,000,0 00 9,197,8 15 1,000,0 00 Q4 saw increased PR through additional coverage of the Corozal dredger and model at Paisley Museum story. There were a number of Page 96 of 354
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75 Code Performance Indicator Current Status Short Term Long Term 2020/21 2021/22 Q1 2021/22 Q2 2021/22 Q3 2021/22 Q4 2021/22 Explanation of performance Value Target Value Target Value Target Value Target Value Target Value Target references to Paisley Museum’s £42million transformation in UK City of Culture bid features, after Stirling missed out on shortlisting. There was also a large spike in OTSH thanks to broadcast coverage as the museum featured in BBC 1’s Antique’s Road Trip in February. CEX.OTSH.PI Opportunities to see or hear something (OTSH) positive about Paisley and Renfrewshire as part of Paisley is destination brand 160,18 5,805 240,0 00,00 0 314,04 1,621 240,00 0,000 31,200, 000 60,000, 000 107,46 3,573 60,000, 000 109,41 0,795 60,000, 000 65,967, 253 60,000, 000 Despite the loss of some the council events programme, which is a major contributor to OTSH due national marketing campaigns, we continued to reach our annual target through visitor marketing campaigns that specifically targeted audiences across west- central Scotland. Strategic Outcome 2: Building strong, safe and resilient communities Code Performance Indicator Current Status Short Term Long Term 2020/21 2021/22 Q1 2021/22 Q2 2021/22 Q3 2021/22 Q4 2021/22 Explanation of performance Value Target Value Target Value Target Value Target Value Target Value Target HPSIP01 Affordable housing completions 250 200 170 243 Not measured for Quarters Not measured for Quarters 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. Page 97 of 354
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76 Code Performance Indicator Current Status Short Term Long Term 2020/21 2021/22 Q1 2021/22 Q2 2021/22 Q3 2021/22 Q4 2021/22 Explanation of performance Value Target Value Target Value Target Value Target Value Target Value Target SOA10.10a Private housing completions 751 500 N/A 500 Not measured for Quarters Not measured for Quarters 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 in the summer which will record 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. CE.SDP.21.% PSPI Percentage of respondents who agree that they can influence decisions about public services and other issues of public interest 21.2% Data only 21.2% Data only Not measured for Quarters In Renfrewshire’s Public Services Panel (December 2020), respondents were asked if they agreed that they ‘can influence decisions about public services and other issues of public interest’ - 21.2% agreed. Whilst not directly comparable with the Scottish Household Survey question, the 2019 data for ‘influencing’ showed 11% of respondents agreeing in Renfrewshire. CEX/LON/01 Percentage of respondents who have felt lonely some, all or most of the time 47% Data only * Data only Not measured for quarters This figure comes from Renfrewshire’s Public Services Panel (December 2020) and compares broadly with a similar question in a Scottish Government National COVID-19 Survey where the figure for Scotland was 40%. Some caution should be exercised here as the national survey was a telephone survey and the Public Services Panel was a written questionnaire so perhaps people may be more likely to disclose sensitive emotions such as loneliness. *A new survey was undertaken in Spring 2022 and results will be included in the mid-year report. Page 98 of 354
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77 Code Performance Indicator Current Status Short Term Long Term 2020/21 2021/22 Q1 2021/22 Q2 2021/22 Q3 2021/22 Q4 2021/22 Explanation of performance Value Target Value Target Value Target Value Target Value Target Value Target CEX/NEIGH/0 1 Percentage of respondents who agree that this is a neighbourhood where local people take action to help improve the neighbourhood 49% Data only * Data only Not measured for Quarters This figure comes from Renfrewshire’s Public Services Panel (December 2020). *A new survey was undertaken in Spring 2022 and results will be included in the mid-year report. CEX/NEIGH/0 2 Percentage of respondents who agree this is a neighbourhood where people are kind to each other 72% Data only * Data only Not measured for Quarters This figure comes from Renfrewshire’s Public Services Panel (December 2020) and compares broadly with a similar question in the Scottish Household Survey where the figure for Scotland in 2018 was 83%. *A new survey was undertaken in Spring 2022 and results will be included in the mid-year report. Strategic Outcome 3: Tackling inequality, ensuring opportunities for all Code Performance Indicator Current Status Short Term Long Term 2020/21 2021/22 Q1 2021/22 Q2 2021/22 Q3 2021/22 Q4 2021/22 Explanation of performance Value Target Value Target Value Target Value Target Value Target Value Target CEX/HUB/01 Number of referrals supported by the Neighbourhood Hub teams New indicator for 21/22 517 Data only 75 Data only 153 Data only 126 Data only 163 Data only Neighbourhood Hubs experienced relatively low numbers of referrals in Q1, which corresponds to lower levels of community transmission of COVID- 19. The majority of these requests continue to be focussed on access to food for those self-isolating, as well as prescription delivery. Referrals throughout the year have continued to follow the patterns of community transmission, including a significant spike in response to the Omicron variant over the new year period. CPP.INCOME TP Income maximised in Tackling Poverty projects 758,67 5.49 Data only 1,145,9 18.38 Data only 340,66 2.49 Data only 280,07 4.72 Data only 284,48 7.31 Data only 240,69 3.86 Data only Advice in 21/22 has been delivered by telephone, online or by video call. Numbers fluctuate per quarter Page 99 of 354
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78 Code Performance Indicator Current Status Short Term Long Term 2020/21 2021/22 Q1 2021/22 Q2 2021/22 Q3 2021/22 Q4 2021/22 Explanation of performance Value Target Value Target Value Target Value Target Value Target Value Target dependent on numbers of clients coming forward and types of issues. CONSCOT Number of devices allocated as part of Connecting Scotland programmes New indicator for 21/22 2601 Data only Not measured for quarters The status is now 100% complete as the programme has ended and going through a review. We await a future announcement. CPP.3RDSEC TOR Number of third sector organisations engaging with Renfrewshire Community Planning Partnership 195 130 127 134 70 134 120 134 35 134 50 134 The number of third sector organisations engaging with Renfrewshire Community Planning Partnership is 127. This includes groups who are members or attend community planning groups or who have applied for Local Partnership or Celebrating Renfrewshire grants. Page 100 of 354
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79 Strategic Outcome 5: Working together to improve outcomes Code Performance Indicator Current Status Short Term Long Term 2020/21 2021/22 Q1 2021/22 Q2 2021/22 Q3 2021/22 Q4 2021/22 Explanation of performance Value Target Value Target Value Target Value Target Value Target Value Target PT.DS.PPF.C MT.06 Application Approval Rate 96.9% Data only * Data only 97.4% Data only 97.1% Data only * Data only * Data only This indicator is verified by the Scottish Government bi-annually. *The next publication of data will be in Summer 2022. PT.DS.PPF.C MT01 Average Time for processing Planning Applications (Householder) 6.9 8 * 8 6.7 8 6.7 8 * 8 * 8 This indicator is verified by the Scottish Government bi-annually. *The next publication of data will be in Summer 2022. PT.DS.PPF.C MT.07 Percentage of applications dealt with under delegated authority 98.1% Data only * Data only 97.9% Data only 98.5% Data only * Data only * Data only This varies year on year depending the types of applications that are submitted. *The next publication of data will be in Summer 2022. DHS.BSTAN.1 a Time to issue a building warrant or amendment to warrant from receipt of application (days) 96.9 60.0 101.2 60.0 103.3 60.0 100.8 60.0 89.5 60.0 111.0 60.0 This 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 out with 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 b Time to issue a first report (95% issued within 20 days) 50.8 95.0 53.4 95.0 28.2 95.0 60.4 95.0 69.5 95.0 55.5 95.0 Performance is lower than anticipated for Q4 and primarily stems from carrying two vacancies. Two new Assistant Surveyors started in March Page 101 of 354
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80 Code Performance Indicator Current Status Short Term Long Term 2020/21 2021/22 Q1 2021/22 Q2 2021/22 Q3 2021/22 Q4 2021/22 Explanation of performance Value Target Value Target Value Target Value Target Value Target Value Target 2022 and it is anticipated that this will lead to further performance gains in Q1 – Q2 2022/23. DHS.BSTAN.1 c Percentage of building warrants or amendments issued within 10 days of receipt of all satisfactory information 47.3 90.0 60.1 90.0 55.4 90.0 42.9 90.0 66.3 90.0 75.9 90.0 Performance has improved but is still lower than target and this primarily stems from carrying two vacancies. Two new Assistant Surveyors started in March 2022 and it is anticipated that this will lead to further performance gains in Q1 – Q2 2022/23 CE08 % of FOI requests in a quarter completed within timescale in the Chief Executive's Department 93% 100% 93.5% 100% 95% 100% 88% 100% 97% 100% 100% 100% There were 25 single departmental Chief Execs requests in Q4. 25 were answered on time. CEX/COMP/01 % of frontline response complaints responded to within timescales agreed with customer (Chief Executive’s) 63% 100% 46% 100% 57% 100% 59% 100% 29% 100% 40% 100% During 2021/22 the service received a total of 41 frontline complaints of which 20 complaints were responded within timescale. Monitoring views have now been established to better manage service area complaint queues within the Contact Us – Complaints module. CaseVeiwer refresher training is being delivered in June 2022 and will focus on staff managing active cases and queues. Staff will be reminded that more complicated Frontline cases should, where required be escalated to Investigation (20 days) complaints to ensure completion within timescale CE153 % of investigation complaints responded to within timescales agreed with customer (Chief Executive’s) 100% 100% 77% 100% 100% 100% 80% 100% 50% 100% 100% 100% In Q4, the Chief Executive's Service received 1 investigation complaint which was completed within timescale. CEABS01dii Average number of work days lost through sickness 5.56 6.5 4.26 6.5 0.96 1.3 1.52 1.2 1.78 1.8 * 2.2 It has been noted that absence performance with covid is within target for Qtr 3 although there is an increase Page 102 of 354
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81 Code Performance Indicator Current Status Short Term Long Term 2020/21 2021/22 Q1 2021/22 Q2 2021/22 Q3 2021/22 Q4 2021/22 Explanation of performance Value Target Value Target Value Target Value Target Value Target Value Target absence per employee (Chief Executive's) (FTE) of 0.23 days over the same period last year. The absence performance without covid for this period was reported to Board as 1.37 days. Monitoring of absence continues across the service. All service absence stats are presented to CMT and reported to Board. *Data not yet available CEX/COMMS/ 01 % of staff who feel that the information they receive from internal communications is helpful New indicator for 21/22 85% 85% Not measured for Quarters Not measured for Quarters 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. CEX.DIGCHA NNELS Number of people engaging with the Council’s digital channels (not including website). 55,130 54,400 64,822 56,800 57,915 54,000 64,063 54,000 64,822 54,000 64,822 54,000 Numbers of people engaging with the Councils digital channels – Facebook, Twitter, Instagram, YouTube, LinkedIn and Soundcloud. Our LinkedIn followers rose from 747 in July 2021 to 6,078 in August 2021 after the merger of our old and new account profiles. Our followers on LinkedIn have also increased as we have focused on producing more content which appeals to our target audiences on that channel. Our Social Media Content Strategy, which was introduced in August 2021, has supported our growth in followers by ensuring content on our channels is tailored to meet the needs of each of our audiences. Since it’s introduction we have seen an improvement in our follower figures and an increase in reach and engagements across all channels. CEX/WEB/01 Number of total visits to council website New indicator for 21/22 3,421,2 49 3,240,0 00 703,58 0 810,00 0 941,72 0 810,00 0 822,93 7 810,00 0 953,01 2 810,00 0 This is a new indicator for 2021/22. Target has been achieved for this year. Page 103 of 354
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82 Code Performance Indicator Current Status Short Term Long Term 2020/21 2021/22 Q1 2021/22 Q2 2021/22 Q3 2021/22 Q4 2021/22 Explanation of performance Value Target Value Target Value Target Value Target Value Target Value Target CEX/WEB/02 Number of new users visiting the council website Indicator can no longer be tracked This indicator can’t be tracked currently due to a technical issue with the website Content Management System (GOSS) and issues with cookie tracking. This is a medium-term issue. CEX.OTSH.RC Opportunities to see or hear something (OTSH) positive about Renfrewshire Council activity 77,513, 670 120,00 0,000 371,06 1,673 125,00 0,000 84,208, 049 30,000, 000 85,636, 716 30,000, 000 102,30 6,576 30,000, 000 98,910, 332 30,000, 000 Overall OTSH has increased compared to previous years, this is due to coverage returning to normal in the pandemic recovery and a change to the measurement of circulation figures for online media reach. Page 104 of 354
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___________________________________________________________________ To: Finance, Resources and Customer Services Policy Board On: 15 June 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 April 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 April 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 5 Page 105 of 354
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3.2 Telephone Call Handling 3.2.1 High level monthly summary – for the month of April, the contact centre received 24,753 calls and answered 99% against a primary target of 90% for the period. Table 1 – Customer Service Unit – Primary Target (call handling) Primary target Year Calls Received April Performance Year to Date 90% calls answered 2022 24,753 99% 99% 2021 27,748 96% 96% 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 April Performance Year to Date 70% calls in 40 seconds 2022 68% 68% 2021 56% 56% 3.2.4 The contact centre performance was slightly below the secondary target of answering 70% of calls within 40 seconds, mainly due to year end activity affecting Housing Repairs at the start of the month and an increase in demand following the Easter Weekend public holiday. Performance recovered towards the end of the month and has continued to be above target into May. 3.3 Face to face provision 3.3.1 The Customer Service Centre in Paisley continues to offer 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 in Paisley during the month of April 2022. Page 106 of 354
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Table 3 – Face to Face Customer Volumes Service Total Customers Birth Registration 87 Marriage Registration 117 Licensing 48 TOTAL 252 3.4 Digital Services 3.4.1 The Council continues to see an increase in the use of their online services with a further 11,601 new users registered on the platform during the last financial year. This continues the trend seen since the start of the pandemic, with a total of 26,555 new users since March 2020. The number of users on the Council’s MyAccount service now equates to 99% of all households in Renfrewshire, compared to 69% of households in March 2020. 3.4.2 The level of online transactions also continues to rise, with 14,308 requests processed through MyAccount platform in April compared to 6,855 in the same period in 2019. The graph below shows the level of online transactions per month since the start of April 2019. 3.4.3 During the last financial year there were 173,426 transactions supported on the MyAccount platform, compared to 81,853 in the year prior to the start of the pandemic. ___________________________________________________________________ Implications of the Report 1. Financial - None 2. HR & Organisational Development – None 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 107 of 354
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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 108 of 354
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1 ___________________________________________________________________ To: Finance, Resources and Customer Services Policy Board On: 15 June 2022 ___________________________________________________________________ Report by: Director of Finance and Resources ___________________________________________________________________ Heading: Finance & Resources Service Improvement Plan 2022-23 and Service Delivery Plan 2021-22 Outturn Report ___________________________________________________________________ 1. Summary 1.1 The attached Service Improvement Plan for Finance and Resources covers the three year period from April 2022 to March 2025. The plan sets out the priorities being addressed; the key tasks to be implemented; the implementation timetable; and our measures of success. The Service Improvement Plan sits beneath the Council Plan, Community Plan, Risk Management Plan and the Workforce Plan to form a suite of documents which provide the strategic direction for the service. This plan is also intended to complement the council- wide Economic Recovery Plan and Social Renewal Plan. The Service Improvement Plan is included as Appendix 1 to this report. 1.2 This report also provides an overview of performance against the actions and measures set out in the Service Delivery Plan 2021/22. Service Delivery Plans were implemented for one year only and focused on what each service would delivery to support residents, businesses and communities through the pandemic and into a recovery phase. A detailed outturn report is included as Appendix 2. 1.3 A mid-year progress update on the Service Improvement Plan will be submitted to the Finance, Resources and Customer Services Policy Board in November 2022. Item 6 Page 109 of 354
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2 2. Recommendations 2.1 It is recommended that the Finance, Resources and Customer Services Policy Board: a) Approves the attached Service Improvement Plan; b) Notes the progress made in delivering the Service Delivery Plan 2021/22; c) Agrees that mid-year progress with the Service Improvement Plan be reported to this Board in November 2022. 3. Background 3.1 The Finance and Resources Service is one of the largest services within Renfrewshire Council and employs approximately 1,100 employees. The service enables and supports the smooth running and strategic management of the Council’s financial, legal, property, ICT, human resources, and customer and business services as well as maintaining sound audit and governance across the Council. 3.2 The Service also leads on the delivery of strategic change and organisational development across the Council as well as leading on a number of high profile projects for the Council such as the rollout of Business World, an integrated financial and HR system, transforming how the Council manages and delivers its key financial and management processes as well as delivering the new Transformation Programme – Right for Renfrewshire, Digital First and supporting the development and delivery of major investment programmes including City Deal, the Cultural Infrastructure Programme and the Schools Estate Management Plan. 3.3 The Service Improvement Plan is one way in which elected members are able to scrutinise the work of Finance and Resources, and to consider and decide upon policy options as necessary. Refreshing service improvement plans annually allows each service to consider the context in which they operate and revise plans where appropriate. 3.4 Importantly, the Service Improvement Plan also links the Council Plan and Community Plan priorities to strategic and operational activity within the service, which supports employees to understand how their role contributes to the Council delivering on its objectives. The priority actions set out in Section 5 of the attached Service Improvement Plan detail the specific actions the service will progress in order to support the Council’s immediate priorities and future direction and help deliver improved outcomes for Renfrewshire’s communities. Page 110 of 354
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3 4. Key Achievements 2021/22 4.1 During 2021/22, key achievements of the service include: Successfully delivering the Scottish Parliamentary elections in May 2021 and preparing for the local government elections of May 2022, which have also recently been delivered successfully; Developing new resources and guidance on employee wellbeing, with a particular focus on mental health; Launching an Employee Benefits Portal; Enabling a safe post-pandemic return to the office for staff who had to work from home over the last two years; Supporting Children’s Services with developments in the school estate, including the construction works required to allow the expansion of early years provision and the ongoing work to provide a new Paisley Grammar campus; Increasing the range of services which can be accessed online; Automating key processes to make them more efficient; Continuing to deliver key support services to the rest of the council. 4.2 A more detailed picture of achievements is included in the Service Delivery Plan Outturn Report included as Appendix 2. 5. What do we want to achieve? 5.1 Finance and Resources will contribute to the priorities set out in the forthcoming new Council Plan, which will be presented to Council in September 2022. It will also continue to contribute to the achievement of outcomes set in Our Renfrewshire, our 10-year Community Plan. 5.2 During the lifetime of this plan, specific priorities for the service include: Supporting the Council to develop New Ways of Working which will modernise our workplaces, contribute to the recruitment and retention of high-performing staff, and ensure good quality service delivery for our residents; Delivering the next phase of the Right for Renfrewshire transformation programme in order to future-proof council services and maintain effective and efficient services; Completing the rollout of fast-fibre connectivity to 75% of Renfrewshire, giving more residents and businesses access to a high-speed digital connection; Implementing the property-related recommendations from the Climate Change Working Group, working with national and local partners as well as the Council’s Energy Management Unit; Reviewing the lifecycle replacement programme for council buildings; Page 111 of 354
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4 Developing the new assurance model as part of our approach to risk management Developing a Wellbeing Strategy that supports the workforce and sets a positive culture around health and wellbeing, and contributes to a reduction in absence levels; Developing and implementing a revised approach to recruitment and talent management across the council; Delivering a new Equality, Diversity and Inclusion Strategy which support the council to become a more inclusive employer. 5.3 Greater detail of the specific actions the service will progress can be found in Section 5 of the Service Improvement Plan included as Appendix 1. 6. Monitoring progress 6.1 Progress on the implementation of the Service Improvement Plan will regularly be monitored by the Senior Management Team every quarter and will be reported to elected members on a six-monthly basis. A review of progress will be brought to this Board in November 2022. Implications of the Report 1. Financial - The Service Improvement Plan highlights resourcing pressures arising from increasing demand for services and the current financial environment. Finance & Resources will lead on work relating to financial stability and sustainability. 2. HR & Organisational Development – All council services are reviewing ways of working in light of the changes resulting from the pandemic. Any changes will be reflected through reports to elected members. Finance and Resources will lead on this work. 3. Community/Council Planning – the report details a range of activities which reflect local council and community planning themes. 4. Legal – none 5. Property/Assets - All council services are reviewing ways of working in light of the changes resulting from the pandemic, and this includes how buildings are utilised. Any changes will be reflected through reports to elected members. Finance and Resources will lead on this work. Page 112 of 354
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5 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. Workstreams and projects arising from this report will carry out impact assessments in line with council policy. 8. Health & Safety –none 9. Procurement – The report continues a number of actions impacting 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 Risk - The report continues a number of actions directly related to addressing the impact of climate change. The actions detailed within the report should contribute to an improved position. List of Background Papers: None ___________________________________________________________________ Author Lisa Fingland, Service Planning & Policy Development Manager, Email: lisa.fingland@renfrewshire.gov.uk Page 113 of 354
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6 APPENDIX 1 Finance and Resources Service Improvement Plan 2022-2025 Page 114 of 354
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7 1. Introduction 1.1 This Service Improvement Plan for Finance and Resources covers the period from 2022/23 to 2024/25. The plan outlines what the service intends to achieve over the next three years based on the resources expected to be available. 1.2 In 2021/22, in recognition of the considerable impact of the pandemic, services produced single-year delivery plans, which were focused on actions required to manage the response to and recovery from the coronavirus. As restrictions continue to ease and public services can have a greater focus again on business as usual, the council is once again producing three-year improvement plans. 1.3 Council services continue to operate in a challenging context. The ongoing recovery form the pandemic and its effects continue to be felt by individuals, businesses, communities and the public sector. Councils have a role to play in supporting people through the current cost of living crisis by focusing on tackling inequalities and working to improve wellbeing. There are numerous legislative requirements relating to that work, including duties in relation to child poverty, the public sector equality duty and community empowerment. External events, such as the UK’s departure from the EU and the war in Ukraine, are exacerbating supply chain issues and inflationary pressures and these have an impact on the Council’s key strategic projects. Councils are also navigating an increasingly complex funding landscape resulting from increased demands and increasing costs but also arising from the introduction of new funding streams such as the UK Shared Prosperity Fund. The Service Improvement Plan sets out the likely impact that these issues will have on the service and our actions to address them. 1.4 The Council Plan clearly articulates the Council’s priorities for Renfrewshire, and along with the Community Plan, sets out an ambitious programme of work. A new Council Plan is developed every five years, aligned with the cycle of local government elections. Renfrewshire’s new Council Plan is currently being developed and will be presented to elected members after the summer recess later this year. It will set out the high-level strategic outcome the Council intends to achieve and detail the steps needed to delivery on these. Future Service Improvement Plans will align to those high level outcomes; for now, key actions are grouped under four themes: Place: what we do to support our economy, our infrastructure, our assets; People: what we do to support our communities and individual residents; Page 115 of 354
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8 Sustainability: what we do to address climate issues and promote sustainable services and communities; Living our Values: what we do in terms of our organisational behaviours and approaches. 1.5 The Community Plan is a ten-year plan and the current Renfrewshire Plan runs from 2017 to 2027. It is good practice to review these plans regularly to ensure they remain ambitious and fit for purpose. The Renfrewshire Community Plan is currently being reviewed and this will involve engagement with key stakeholders. A revised Community Plan will also be presented to elected members and the Community Planning Partnership after the summer recess. 1.6 Service Improvement Plans informs each service’s Workforce Plan and Risk Register and are the overarching documents which sets the programme of development and improvement activity within the service as well as providing context for budget decisions. Finance & Resources are also responsible for financial strategies, the Digital Strategy and the People Strategy. 1.7 A mid-year progress update on the Service Improvement Plan will be presented to board in autumn 2022, and an outturn report in May 2023. Early in 2023, Finance and Resources will review this plan and produce a revised version to reflect both progress and any changing priorities. Page 116 of 354
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9 2. What we do 3.3 The Finance and Resources Service is one of the largest services within Renfrewshire Council, and employs approximately 1,100 employees. The service enables and supports the smooth running and strategic management of the Council’s financial, legal, property, ICT, human resources, and customer and business services as well as maintaining sound audit and governance across the Council. 3.4 The Service also leads on the delivery of strategic change and organisational development across the Council as well as leading on a number of high profile projects for the Council such as the rollout of Business World, an integrated financial and HR system, transforming how the Council manages and delivers its key financial and management processes as well as delivering the new Transformation Programme – Right for Renfrewshire, Digital First and supporting the development and delivery of major investment programmes including City Deal, the Cultural Infrastructure Programme and the Schools Estate Management Plan. 3.5 Finance and Resources is led by the Director, Alastair MacArthur, and he is supported five Heads of Service and the Chief Auditor. A new structure for the service was approved by Leadership Board on 16 June 2021 and included some realignment of existing remits, with Heads of Service now responsible for Digital, Customer & Transformation, Finance & Business Services, and People & Organisational Development. The Corporate Governance remit is unchanged. Property Services is unchanged at present but is intended to be within scope of an extended facilities management review that will consider all service areas with a role in property investment and maintenance. Director of Finance and Resources Alastair MacArthur Head of Finance & Business Services Christine McCourt Head of Corporate Governance Mark Conaghan Head of Digital Transformation & Customer Services Patrick Murray Head of People and Organisational Development Marlene Boyd Chief Auditor Andrea McMahon Head of Property Services Joe Lynch Page 117 of 354
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10 4. Overview of Achievements 2021/22 4.1 As part of the council’s approach to managing the pandemic response, council services each produced a one-year Service Delivery Plan in 2021. These focused on the actions necessary to manage the response and the recovery from the pandemic. A full outturn report on that Service Delivery Plan has also been presented to this Board. The outturn details the achievements of Finance and Resources during 2021/22 and sets out progress against actions and performance targets. 3.2 As well as delivering ‘business as usual’ and meeting the additional demands resulting from the pandemic, Finance and Resources continued to deliver on strategic priorities during 2021/22. 3.3 Working together, HR & OD and Property Services have enabled a post-pandemic return to the workforce for staff who have been working from home during the last two years. Temporary changes to offices and revised health and safety guidance have been implemented to allow staff to have a phased return to office-based work in as safe a manner as possible. 3.4 The Human Resources and Organisational Development team have had a strong focus on employee wellbeing over the last two years, particularly in relation to mental health. Additional resources and guidance have been made available and this includes new training materials on issues such as resilience and mindfulness. The team also introduced a new Employee Benefits Portal. 3.5 Property Services continued to support Children’s Services by completing refurbishments and new build programmes in early years education and in acquiring a site for a new Paisley Grammar campus. 3.6 Democratic Services successfully delivered the Scottish Parliament elections in May 2021 and local authority elections in May 2022. 3.7 Identifying efficiencies and improving customer access continue to be key features of the work of Digital, Transformation and Customer Services and of Finance & Business Services. A number of front-facing customer processes are now able to be accessed online, speeding up the customer journey as well as delivering Page 118 of 354
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11 efficiencies for the Council. Plans are in place to further progress such changes. The service also established a cross-council Digital Board to ensure representation of all service areas as the Digital Strategy is implemented. Page 119 of 354
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12 4. Our Strategic Context National policy context 4.1 The council has adapted the way services are delivered over the last two years and will continue to respond to national guidance as the pandemic recovery continues. The impact of the pandemic on Renfrewshire’s communities, residents and businesses has been unprecedented and no Council service was untouched by the lockdown and associated restrictions at that time. The operating environment has changed frequently and often at short notice and the council has had to be flexible and adaptable to manage this change and adjust services accordingly. The recovery phase is likely to continue for some time and council activity will reflect this. This recovery is guided by the national Strategic Framework for Recovery. Digital services have become much more widely used but in-person services are now returning as public health restrictions continue to ease. As the recovery progresses, the council will work with staff, residents and partners to identify new ways of working which best meet the needs of our people and our communities. 4.2 Renfrewshire Council declared a climate emergency in 2019 and set a target of achieving net zero carbon emissions in Renfrewshire by 2030. Work continues to progress towards this, with a Plan for Net Zero currently being developed which will map out the journey for the organisation and the area to achieve this challenging target. As well as Council-led projects to help tackle climate issues, a Community Climate Fund allows local groups to bid for up to £3000 for localised initiatives which meet their community’s needs and align to the Council’s drive towards net zero. 4.3 The impact of the UK leaving the EU in 2020 is not yet fully apparent, given the impact that the coronavirus has had on the economy and on day-to-day life. A main driver of how Renfrewshire is impacted will be in the operation of the UK Shared Prosperity Fund, which is in a ‘pre-launch’ phase. This fund is intended as a replacement for previous EU funding and will be allocated to local authorities according to a funding formula. More detail is expected over the next few months. Local policy context 4.4 In December 2020, Council approved an Economic Recovery Plan for Renfrewshire. It sets the direction of travel for measures to support the local economy through coronavirus response, recovery and beyond. The plan acknowledges the Page 120 of 354
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13 significant impact of the pandemic on the local and national economy, and what that means for the people, business and communities of Renfrewshire. 4.5 The Council also has a Social Renewal Plan which sets out joint plans (with our partners) to address the inequalities which exist in Renfrewshire, and which were made worse by the pandemic. The plan was developed after consultation with communities, and the council continues to seek views on these issues through consultation exercises and our Public Services Panel. Rising prices, particularly for food and fuel, may lead to more households experiencing absolute or relative poverty, and lead to increased demand for the supports and services the public and third sectors can offer. 4.6 Renfrewshire’s population is predicted to grow by 2.1% by 2030, a higher rate of growth than the Scottish average. In common with the rest of Scotland, Renfrewshire has an ageing population due to the combined impact of a falling birth rate and increasing life expectancy. There has been positive net migration into Renfrewshire in recent years, both from within Scotland and from overseas. The job creation resulting from infrastructure projects and economic regeneration, coupled with new house building, may contribute to an increase in the working age population in the medium and long-term. Deprivation does remain a challenge in Renfrewshire, however, and this has considerable implications for council services in terms of meeting current and future needs but also in undertaking work with partners to lift people out of poverty. 4.7 Renfrewshire’s Alcohol and Drugs Commission made its recommendations in 2020, setting out clear measures that partners across Renfrewshire need to take to reduce drug and alcohol related harms and promote recovery. 4.8 The Council’s transformation programme continued throughout the pandemic but the launch of subsequent phases was paused. New phases of transformation will start during 2022. Finance and Resources lead on this area of work and are reviewing the Right for Renfrewshire programme to ensure it reflects the impact of the last two years. 4.9 All local authorities in Scotland are subject to a Best Value Audit inspection at least once in every council term (i.e. every five years). Renfrewshire’s last inspection was in 2017 and resulted in 7 key recommendations being made. These help determine improvement actions within the council and each year, Audit Scotland publish an overview report detailing progress against the audit as well as scrutiny Page 121 of 354
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14 of council finances. Audit Scotland will produce an updated approach to these audits later this year, and this is likely to reflect the significant change in the operating environment of councils. 4.10 The Council’s risk management arrangements are well established with all strategic, corporate and service risks being reported to the Audit, Risk and Scrutiny Board. Strategic risks are more outward in nature, whereas corporate ones are more inward and often affect more than one service department. Corporate and strategic risks, where senior officers in the Finance & Resources service are owners or joint owners of the risks are shown below. The Finance & Resources service also plays a significant role in the management of many ‘business as usual’ risks that exist within the council. Risks Evaluations Our strategic risks Financial Sustainability Very High Financial Stability High Cyber Attack High Administration of Elections High 4.11 Every area of work within the Council has a role to play in promoting equality and diversity. While this is the right thing to do and has clear advantages for the Council, there are also legal requirements. The Equality Act 2010 protects people from unfair treatment and asks public bodies (including Renfrewshire Council) to show how they make a positive difference to equality groups. 4.12 The Council has a set of values which shape the way our staff interact with colleagues, with local communities, with partner organisations and with all stakeholders. The organisational changes which will be delivered as part of this Service Improvement Plan (see Section 5.5) are aligned to one of the four values, which are: Page 122 of 354
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15 We are fair, we treat each other and everyone we deal with respectfully and work hard to build trust in Renfrewshire Council. We are helpful, we care about getting things right and are always approachable. We are great collaborators; we work as one team and with people who care about this place. We value learning to help us innovate, improve and deliver better services. 4.13 In 2020, Council approved the new People Strategy. The first two years of the strategy are focused on three priority areas – health and wellbeing, new ways of working, and staff communication and engagement. The Council’s workforce has shown considerable resilience over the last two years and no service was left unchanged during the pandemic. Our staff adapted quickly to the necessary changes, whether it was a change in how frontline delivery was handled, adopting new ways of communicating with our customers, or switching to full-time working from home. As the country emerges from the pandemic, the Council, like other organisations, will seek to build on the new ways of working and find an approach which delivers the best possible service for residents whilst promoting a healthy work-life balance for staff. 4.14 Partnership working across the Council and beyond is vital to the delivery of services to Renfrewshire’s communities. The Chief Executive chairs Renfrewshire’s Community Planning Executive Group. The Chief Executive’s Service works with many different partners across the public, private and third sectors including; Engage Renfrewshire, West College Scotland, the University of the West of Scotland, local Credit Unions, Renfrewshire Chamber of Commerce, Scottish Enterprise, Scottish Government, Skills Development Scotland, and Visit Scotland. The Chief Executive’s Service also leads on developing Strategic Partnership Agreements with key third sector organisations delivering major projects in the area. Our Finances 4.15 All local authorities in Scotland have experienced a hugely challenging and complex set of circumstances over the last two years and it is recognised that the financial impact on councils from COVID-19 will continue for some time. This includes the impact on service costs, service demands and income streams, as well as the cost of unavoidable delays to some transformation programmes. Councils are also impacted by the rising costs of goods and services caused by inflationary Page 123 of 354
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16 pressures and global supply chain issues. Renfrewshire Council actively manages these pressures through its short- and medium-term financial planning and is acknowledged by Audit Scotland to have sound financial arrangements in place. 4.16 However, the Council’s financial outlook remains subject to significant uncertainty. The most recent analysis reported to Council on 3 March 2022 suggests that Renfrewshire Council will experience a funding deficit in the range of £18m-£50m in the three years following 2022/23, unless mitigating action is taken. 4.17 Budgets are approved each year for both Capital and Revenue purposes. Revenue budgets allow for expenditure and income on day-to-day operational activities, such as employee costs, or supplies. For 2022/23, the Revenue budget approved for General Services on 3 March 2022 was £486m, and for the Housing Revenue Account £55m. 4.18 Capital budgets allow for expenditure on the creation or enhancement of assets. The capital budget approved for General Services on 3 March 2022 was £437m for the period 2022/23 to 2026/27, and for the Housing Revenue Account £267m for the period 2022/23 to 2027/28. 4.19 Finance and Resources has a budget of £34.6m for 2022/23. Page 124 of 354
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17 5. Our Strategic Priorities 5.1 As noted in the introduction to this plan, Service Improvement Plans align to the Council and Community Plans. Actions and performance indicators are each grouped according to the strategic outcomes set out in the Council Plan. As that Plan has yet to be approved, actions and indicators in this SIP are set out under four broad themes. Place: what we do to support our economy, our infrastructure, our assets; People: what we do to support our communities and individual residents; Sustainability: what we do to address climate issues and promote sustainable services and communities; Living our Values: what we do in terms of our organisational behaviours and approaches. Page 125 of 354
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18 5.2 Strategic Priority: Place What will we do? What difference will we make? Who is leading this? When will we do it by? Work with Children’s Services to deliver the new Paisley Grammar Community Campus. Head of Property Services 31 March 2025 Implement the actions arising from the Council’s financial sustainability workstreams. Head of Finance and Business Services 31 March 2024 The service does not currently have any performance indicators relating to this priority. Page 126 of 354
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19 5.3 Strategic Priority: People What will we do? What difference will we make? Who is leading this? When will we do it by? 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. The provision of gigabit connectivity across the Council area. Head of Digital, Transformation and Customer Services 31 August 2023 Performance Indicator Frequency Last update Current Value Current Target Traffic Light Icon 2022/23 Target 2023/24 Target 2024/25 Target Time taken for processing new housing benefit applications up until the posting of notification of outcome of the application (cumulative) Quarterly and Annual 2021/22 18.1 24 24 24 24 Time taken for processing change of circumstance housing benefit applications up until the posting of notification of outcome of the application (cumulative) Quarterly and Annual 2021/22 7.94 10 10 10 10 Average speed of processing a Crisis Grant (Scottish Welfare Fund) in days Quarterly and Annual 2021/22 2 2 2 2 2 Average speed of processing a Community Care Grant (Scottish Welfare Fund) in days Quarterly and Annual 2021/22 10 15 15 15 15 Page 127 of 354
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20 5.4 Strategic Priority: Sustainability What will we do? What difference will we make? Who is leading this? When will we do it by? 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 March 2024 Review lifecycle replacement programme for Council buildings. Head of Property Services 31 March 2023 The service does not currently have any performance indicators relating to this priority. Page 128 of 354
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21 5.5 Strategic Priority: Living our Values What will we do? What difference will we make? Who is leading this? When will we do it by? Implement the next phase of transformation as part of Right for Renfrewshire. Head of Digital, Transformation & Customer Services 31 March 2025 Develop and implement a new assurance model for business as usual risks. The new approach recognises that since BAU risks are not generally related to our ambitions but rather are inherent by default of the type of organisation we are, and the services we provide, there is more to be gained by shifting our focus away from risk scoring and towards risk assurance. Risk Manager 31 Mar 2024 Support the Council in developing New Ways of Working Will provide a more modern workplace that will increase attraction and aid retention of great talent. It will also ensure we provide quality services to our customers Head of HR & OD 31 Mar 2023 Support the Council with improving attendance and reducing absence Reduce absence across the council, to ensure a more consistent service delivery to our customers and deliver cost savings. Head of People & OD 31 Dec 2023 Develop a Wellbeing Strategy that meets the needs of our workforce as we emerge for the pandemic and look towards the future Set a positive culture around health and wellbeing, reduce burnout and improve attendance across the council. Head of People & OD 31 Dec 2022 Develop an overall strategic recruitment and talent management plan to enable us to meet future workforce demands Given the national challenges in recruitment, the council has to adopt a more strategic report to recruitment and talent management. We will attract the right candidates and employees will opportunities for career progression and understand the path to Head of People & OD 31 Oct 2022 Page 129 of 354
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22 take and the support that is available. Develop and new equality, diversity and inclusion strategy for the council The council will become a more inclusive employer. Head of People & OD 31 Dec 2022 Performance Indicator Frequency Last update Current Value Current Target Traffic Light Icon 2022/23 Target 2023/24 Target 2024/25 Target Customer Service Unit - % of calls answered Quarterly and Annual 2021/22 97% 90% 90% 90% 90% % of calls answered by the Customer Service Unit within target (40 seconds) Quarterly and Annual 2021/22 58% 70% 70% 70% 70% Cost of collecting council tax per chargeable dwelling Annual 2020/21 N/A 11.5 11.5 11.5 11.5 Percentage of Council Tax due in the year, collected by the end of the year (cumulative position to date) Quarterly and Annual 2021/22 95.48% 96% 96% 96% 96% Total % of investigation (Stage 2) complaints responded to within targets by Finance & Resources (cumulative to date) Quarterly and Annual 2021/22 87.73% 85% 85% 85% 85% Page 130 of 354
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23 Number of invoices paid within 30 days of receipt, as a percentage of all invoices paid council wide (cumulative) Quarterly and Annual 2021/22 95.5% 96% 96% 96% 96% The proportion of operational accommodation in satisfactory condition. Annual 2020/21 N/A 94% 94% 94% 94% The proportion of operational accommodation that is suitable for its current use. Annual 2020/21 N/A 96% 96% 96% 96% Average number of work days lost through sickness absence per employee (F&R) (FTE) Quarterly and Annual 2021/22 7.77 8.5 8.5 8.5 8.5 % of FOI reviews completed within 20 days (Councilwide) Quarterly and Annual 2021/22 100% 100% 100% 100% 100% % of Finance and Resources FOI requests completed within timescale Quarterly and Annual 2021/22 98.33% 100% 100% 100% 100% Percentage of IT incidents fixed within target fix time (annual cumulative to date figure) Quarterly and Annual 2021/22 94.1% 85% 85% 85% 85% Page 131 of 354
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24 Percentage of IT service requests fulfilled within target fix time (annual cumulative figure) Quarterly and Annual 2021/22 87.1% 85% 85% 85% 85% Percentage of uptime for key IT systems Quarterly 99.99% 99% 99% 99% 99% Percentage of income due from Council Tax for prior years (cumulative position to date) Quarterly and Annual 2021/22 97.21% 97.27% 97.27% 97.27% 97.27% Percentage of Non-Domestic Rates due in the year, collected by the end of the year (cumulative to date) Quarterly and Annual 2021/22 92.61% 98% 98% 98% 98% Percentage of Audit Plan completed (cumulative) Quarterly and Annual 2021/22 92.1% 95% 95% 95% 95% F&R Front Line complaints (Cumulative) Quarterly and Annual 2021/22 75.87% 85% 85% 85% 85% Average days Small and Medium sized businesses invoices paid Quarterly 11.84 28 28 28 28 Page 132 of 354
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25 5.6 Additional Management Information As well as actions and performance measures, the Chief Executive’s Service will monitor indicators from the Local Government Benchmarking Framework (LGBF). This is a national dataset compiled by the Improvement Service and reported on retrospectively. The most recent dataset covers 2020/21; data for 2021/22 will be published in early 2023. Performance Indicator Frequency Last update Current Value Total usable reserves as a % of council annual budgeted revenue Annual 2020/21 43.29% Uncommitted General Fund Balance as a % of council annual budgeted net revenue Annual 2020/21 2.51% Ratio of Financing Costs to Net Revenue Stream – General Fund Annual 2020/21 4.70% Ratio of Financing Costs to Net Revenue Stream – Housing Revenue Account Annual 2020/21 51.40% Actual outturn as a percentage of budgeted expenditure Annual 2020/21 98.85% Support services as a percentage of total gross expenditure Annual 2020/21 5.64% Percentage of the highest paid 5% of employees who are women Annual 2020/21 57.11% The gender pay gap Annual 2020/21 3.67% Sickness absence days per employee (non- teacher) Annual 2020/21 11.89 Page 133 of 354
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26 APPENDIX 2 FINANCE AND RESOURCES SERVICE DELIVERY PLAN 2021/22 OUTTURN REPORT Page 134 of 354
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27 1. Introduction 1.1 As part of the council’s approach to managing the pandemic response, council services each produced a one-year Service Delivery Plan in 2021. These focused on the actions necessary to manage the response and the recovery from the pandemic. This outturn details the achievements of Finance and Resources during 2021/22 and sets out progress against actions and performance targets. 1.2 As restrictions continue to ease and public services can have a greater focus again on business as usual, the council is once again producing three-year improvement plans. A new Service Improvement Plan for the period 2022 to 2025 is also being presented to this Board. 2. Background 2.1 The Finance and Resources Service is one of the largest services within Renfrewshire Council, and employs approximately 1,100 employees. The service enables and supports the smooth running and strategic management of the Council’s financial, legal, property, ICT, human resources, and customer and business services as well as maintaining sound audit and governance across the Council. 2.2 The Service also leads on the delivery of strategic change and organisational development across the Council as well as leading on a number of high profile projects for the Council such as the rollout of Business World, an integrated financial and HR system, transforming how the Council manages and delivers its key financial and management processes as well as delivering the new Transformation Programme – Right for Renfrewshire, Digital First and supporting the development and delivery of major investment programmes including City Deal, the Cultural Infrastructure Programme and the Schools Estate Management Plan. Director of Finance and Resources Alastair MacArthur Head of Finance & Business Services Christine McCourt Head of Corporate Governance Mark Conaghan Head of Digital Transformation & Customer Services Patrick Murray Head of People and Organisational Development Marlene Boyd Chief Auditor Andrea McMahon Head of Property Services Joe Lynch Page 135 of 354
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28 2.3 Finance and Resources is led by the Director, Alastair MacArthur, and he is supported five Heads of Service and the Chief Auditor. A new structure for the service was approved by Leadership Board on 16 June 2021 and included some realignment of existing remits, with Heads of Service now responsible for Digital, Customer & Transformation, Finance & Business Services, and People & Organisational Development. The Corporate Governance remit is unchanged. Property Services is unchanged at present but is intended to be within scope of an extended facilities management review that will consider all service areas with a role in property investment and maintenance. 3. Achievements in 2021/22 3.1 The Service Delivery Plan 2021/22 reflected the specific tasks councils would have to undertake in order to support communities and businesses through the ongoing effect of the pandemic and also into a recovery phase. Services carried out a range of tasks directly related to the pandemic as well as continuing to progress with both ‘business as usual’ and strategic priorities. 3.2 The Human Resources and Organisational Development team have had a strong focus on employee wellbeing over the last two years, particularly in relation to mental health. In 2021/22, they established a Corporate Health Improvement Team to work on this area, and have developed additional resources and guidance for staff. These resources include new training materials on issues such as resilience and mindfulness. Alongside this has been the rollout of mandatory training for all staff on the Council’s Values, and a suite of new training to support remote and hybrid working, and the increased reliance on technology to support virtual meetings and collaboration. 3.3 An Employee Benefits Portal was launched in September 2021. This provides staff with access to a range of benefits, including advice on matters such as personal finances and wellbeing, but also discounts for major retailers. HR have also begun engagement with unions and other stakeholders on the development of a new Wellbeing Strategy. 3.4 Working together, HR & OD and Property Services have enabled a post-pandemic return to the workforce for staff who have been working from home during the last two years. Temporary changes to offices and revised health and safety guidance have been implemented to allow staff to have a phased return to office-based work in as safe a manner as possible. Over the next year, both services will continue the Page 136 of 354
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29 development of new ways of working as the post-pandemic recovery continues. These new ways of working will be developed in consultation with staff and unions. 3.5 In 2021, Property Services continued to support Children’s Services by completing refurbishments and new build programmes so that 1140 hours of early years education could be delivered to all children aged 3 and 4 from August 2021. The service also acquired a site for the new Paisley Grammar campus and has appointed a design team and contractors. In line with the Council’s climate commitments, the new Paisley Grammar will be built on Passivhaus principles. 3.6 Identifying efficiencies and improving customer access continue to be key features of the work of Digital, Transformation and Customer Services. A number of front- facing customer processes are now able to be accessed online, speeding up the customer journey as well as delivering efficiencies for the Council. Plans are in place to further progress such changes. The service also established a cross- council Digital Board to ensure representation of all service areas as the Digital Strategy is implemented. 3.7 Democratic Services successfully delivered the Scottish Parliament elections in May 2021 and local authority elections in May 2022. Delivering an election requires months of preparation and support from all council services. 3.8 As well as strategic initiatives and customer-facing work, Finance & Resources delivered support services to all other parts of the council including: Payroll; Support with recruitment; Training and organisational development; ICT Servicedesk; Provision of ICT equipment; Invoicing and Payments; Administrative support; Project and programme management; Property services; Legal services; Accountancy services; Internal audit. Page 137 of 354
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30 4. Progress against performance measures 4.1 Finance and Resources measured 29 performance indicators as part of the 2021/22 Service Delivery Plan. Of these, 23 are measured quarterly and 6 are only measured annually. Twenty-five of these indicators have targets. Data is not yet available for two indicators. 4.2 In 2021/22, 12 indicators met or exceeded the target set, 8 narrowly missed the target set and 3 did not meet the target. 4.3 Services which enable financial support to residents performed well, with processing of housing benefits and community care grants well ahead of target, and the processing of crisis grants meeting its target time of 2 days per application. The Customer Service Unit answered 97% of all calls during 2021/22, against a target of 90%. 4.4 The ICT team resolved 93.6% of all IT incidents within the target time during the year, against a target of 85%. The service is focused on continuous improvement and this is reflected in the data trend. The service is also exceeding targets for the percentage of service requests fulfilled within the target timescale. 4.5 Resource pressures (a result of increased volume of calls and staff vacancies) meant that the target of answering 70% of customer service calls within 40 seconds was not met this year. Average performance over the year was 58% and recruitment activity is ongoing to increase capacity in this area. 4.6 The average time taken to process self-isolation grants did not meet the ambitious target of 2 days. Quarterly data is reflective of the peaks and troughs of Covid-19 infection rate. The target was achieved in Q1 (Apr-Jun 2021) but spikes in demand resulted in longer processing times. In Q4, the average processing time was 8 days, reflecting a threefold increase in applications; in January and February there was an average of 1928 applications per month compared with a monthly average of 654 applications prior to the emergence of the Omicron variant of Covid-19. 4.7 The collection of non-domestic rates has been impacted by the pandemic. Rates recovery work was delayed for 2021/22 and this has affected the overall collection rate. It is anticipated that this position will be recovered in 2022/23. Collection rates for 2021/22 are currently at 92.61%. Page 138 of 354
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31 4.8 Three performance indicators will transfer to the Chief Executive’s Service performance scorecard for 2022/23 and beyond; these relate to property condition and community asset transfers. Page 139 of 354
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32 Finance and Resources Service Delivery Plan 2021-22 Action Plan Action Status Overdue In Progress Completed Outcome 1: Reshaping our place, our economy and our future Action Code Action Managed By Status Progress Due Date Update FRSDP21.01.01 Continue to revise and implement the Financial Strategy, which will focus on delivering required savings through the transformation programme and effective workforce planning Director of Finance & Resources 31-Mar-2022 The Scottish Government has confirmed its intention to publish a resource spending review in May 2022 which should provide additional context for the council’s financial plans; however the financial outlook is expected to remain challenging and service transformation along with other financial sustainability workstreams will be required to underpin the Page 140 of 354
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33 Action Code Action Managed By Status Progress Due Date Update council’s medium term financial outlook. FRSDP21.01.02 Support the ongoing development of community engagement and participation, in particular for community assets transfer applications Head of Property Services 31-Mar-2022 Community Asset Transfer Annual Report submitted to Infrastructure, Land & Environment Policy Board (25 August 2021) FRSDP21.01.03 Financial implications of COVID-19, and the rebuilding of financial resilience following unprecedented costs incurred in responding to the pandemic Head of Finance & Business Services 31-Mar-2022 The financial consequences of the pandemic have been substantial for the council and the communities we serve; with both immediate and longer term financial issues arising. The impact to both costs and income continues to be closely monitored and highlighted to elected members; with increased financial reserves being agreed and longer term financial implications being incorporated into the financial plan. Outcome 3: Tackling inequality, ensuring opportunities for all Action Code Action Managed By Status Progress Due Date Update FRSDP21.03.01 Support the development and delivery of the early learning and childcare expansion plans, in particular delivery of new facilities Head of Digital, Transformation & Customer Services; Head of Finance & Business Services; Head of Property Services 31-Oct-2021 Snagging and minor items only. All ‘1140’ spaces now available. Page 141 of 354
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34 Action Code Action Managed By Status Progress Due Date Update FRSDP21.03.02 School Estates - delivery of Paisley Grammar School Community Campus Head of Property Services 31-Dec-2025 Site acquired and selective demolition complete. Design Team and Contractor appointments progressing (approved by FRCS Policy Board). FRSDP21.03.03 Implement revisions to the Council's Pay and Grading Structure for Local Government Employees, by consolidating the Living Wage into this structure as an hourly rate of pay for Local Government employees Head of People & OD 30-Apr-2021 A revised Pay & Grading structure was implemented 1 April 2021, consolidating the Living Wage into as an hourly rate of pay for Local Government Employees. It also implemented further improvements across the pay structure, including restoring the pay differentials between grades eroded by recent increases in the living wage, removing overlaps between grades and reducing the overall length of each grade. Outcome 4: Creating a sustainable Renfrewshire for all to enjoy Action Code Action Managed By Status Progress Due Date Update FRSDP21.04.01 Input to and implement the climate change working group recommendations, specifically to: work with national and local partners to explore alternative energy options for Council buildings; & review lifecycle replacement programme for Council buildings Head of Property Services 31-Mar-2023 Ongoing. Proposal to undertake detailed energy modelling of East Fulton PS (archetype) to facilitate design and development of enhanced and Page 142 of 354
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35 Action Code Action Managed By Status Progress Due Date Update integrated energy efficient ‘Enerphit’ refurbishment options approved. Outcome 5: Working together to improve outcomes Action Code Action Managed By Status Progress Due Date Update FRSDP21.05.01 Successfully develop and lead the delivery of the new Right for Renfrewshire transformation programme across the Council. Specifically, for 21/22 - scope out tranche 2 RforR workstreams; implement the service redesigns identified for tranche 1 Head of Digital, Transformation and Customer Services 31-Mar-2022 Progress continues to be made on RfR activities but at a slower pace than planned due to the impact of the pandemic on capacity. The programme is currently being reassessed to ensure it remains appropriate and continues to underpin the Council’s financial sustainability. Service redesigns within Finance and ICT are ongoing and will be fully implemented in 22/23. FRSDP21.05.02 Deliver £2.1m of savings through digital transformation of existing services through streamlined, flexible access and choice underpinned by self-serve digital channels and standardised, automated universal processes across the Council Head of Digital, Transformation and Customer Services; Head of Finance & Business Services 31-Mar-2022 Progress of the review was impacted by the pandemic, with appropriate adjustments being made in the 2022/23 budget. It is expected work will continue over the course of 22/23. FRSDP21.05.03 Optimise revenue collection balanced with ensuring that people are given appropriate advice and financial support suitable to their circumstances Head of Customer & Business Services 31-Mar-2022 Billing and collection activities have fully resumed. Advice and support continue to be offered where circumstances indicate that this may be required. Page 143 of 354
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36 Action Code Action Managed By Status Progress Due Date Update FRSDP21.05.04 Continue to make sure that all statutory duties are delivered, business operating models are maintained, ICT systems and support meet requirements, human resources activity and guidance remains, and high levels of customer services are still achieved Senior Management Team 31-Mar-2022 The Head of Digital, Transformation and Customer Services ensures that all ICT systems and ongoing maintenance / support meets service and partner requirements. Customers are receiving high levels of service on line, on the phone and face to face services have resumed at Renfrewshire House on a an appointment basis. FRSDP21.05.05 Director of Finance and Resources Service chairs the Strategic Brexit Officer Group (SBOG), which will continue to monitor progress and engage with COSLA, the Scottish Government and other organisations as appropriate Director of Finance & Resources 31-Mar-2022 The effects of Brexit will be incorporated into business as usual activity FRSDP21.05.06 Ensure the preparedness of the Council for the next Scottish Parliament election due to be held on 6 May 2021 and Scottish Local Elections scheduled for May 2022 Head of Corporate Governance 31-Mar-2022 The Scottish Parliament Elections were the first national elections conducted under COVID restrictions. They were safely conducted and delivered in May 2021. Local government elections in May 2022 were successfully delivered. FRSDP21.05.07 Continue to assess and improve the suitability of office accommodation post-pandemic and action the corporate asset strategy Head of Property Services 31-Mar-2022 Post pandemic ‘Organisational Recovery – Restart’ capacity surveys and implementations ongoing in response to Government guidance. FRSDP21.05.08 Develop a 12/24/36 month plan for the next phase of Business World to continue to exploit the functionality, to enhance service delivery and deliver efficiencies across the Council Head of Digital, Transformation and Customer Services 31-Mar-2022 A short, medium and longer term plan (12/24/36 month) for the continued development of the ERP system has now been developed and agreed with core services. This plan is now being implemented. Page 144 of 354
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37 Action Code Action Managed By Status Progress Due Date Update FRSDP21.05.09 Chair and participate in the Digital Board, who are responsible for the ownership of Digital across the Council and ensure that the Digital Strategy and the eight workstreams are implemented Director of Finance & Resources; Head of Digital, Transformation and Customer Services 31-Mar-2022 The Digital Board has now been established and meets on a monthly basis. Senior stakeholders provide regular updates on acitvities within their own workstreams. The Digital Board is chaired by the Director of Finance and Resources and / or Head of Digital, Transformation and Customer Services. FRSDP21.05.10 Lead on the Digital Foundations workstream from the Digital Strategy and implement action plan Head of Digital, Transformation and Customer Services 31-Mar-2022 The Head of Digital, Transformation and Customer Services is the lead officer for the workstream Digital Foundations within the new Digital Strategy. A detailed ation plan has been developed and is now being implemented. Regular updates are provided to the Digital Board. FRSDP21.05.11 Lead on the Digital Skills workstream from the Digital Strategy and implement action plan Head of People & OD 31-Mar-2022 A programme to implement the Digital Strategy "Digital Leadership & Skills" Workstream 2021/22 priorities has been progressing over the last 12 months as agreed with the Digital Board which includes Learning pathways in development with customisable content; Microsoft Office Specialist qualifications were launched which commenced in September 2021 at West College Scotland, with Fear Free Technology training scheduled to be rolled out in spring/summer 2022. The Page 145 of 354
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38 Action Code Action Managed By Status Progress Due Date Update development of a Digital on- line community was launched in January 2022 to provide opportunities to share ideas, and resources and ask a Digital Champion a question: Monthly communications are planned via the Take 5 and will feature quick tips, features by Digital Champions and digital challenges for staff to upskill this group in the technologies/themes being rolled out and provide a dedicated on-line channel for regular communications and information for staff. Training in building “Digital Leaders” which will provide specific resources to support managers in embedding digital capabilities across their team is being developed by identifying Digital Champions with recruitment of this group which was planned for February 2022 and developing specific resources to support managers in embedding digital capabilities across their team will be promoted and implemented to begin from Summer 2022. FRSDP21.05.12 Lead on the Digital Council workstream from the Digital Strategy and implement action plan Head of Digital, Transformation and Customer Services 31-Mar-2022 Digital and Robotic Process Automation (RPA) services are being deployed as detailed in the Digital Council action plan. All work scheduled to be undertaken in 2021/22 is complete. Page 146 of 354
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39 Action Code Action Managed By Status Progress Due Date Update FRSDP21.05.13 Launch the new people strategy 'Our People Our Future 2021- 2026', in spring 2021, with an immediate focus in 2021/22 on supporting the council's COVID-19 response and recovery plans with flexible & accessible supportive resources & training for all staff Head of People & OD 31-Mar-2022 After Board approval in March 2021 the following progress has been made across the 3 strategic priorities. • Health & wellbeing: To support this, dedicated resource has been aligned and a project team has been formed. The team are reviewing the wellbeing strategy, which includes an annual action plan that incorporates a full calendar of health promotion activities. The Corporate Health Improvement group has been established, with a cross cut of members from all services and TU representation. A number of events have taken place over the course of the year, resources and guidance was promoted and provided for staff on various topics, with a strong focus on mental health awareness. The results of the Smarter Working Staff Survey carried out in June 2021 was shared with our Trade Unions and are informing an action plan of wellbeing supports for staff and our approach to interim ways of working throughout 2021/22. Mental Health First Aider (MHFA) training was launched. The suite of staff mental health resources and training continues to be reviewed to expand this and offer Page 147 of 354
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40 Action Code Action Managed By Status Progress Due Date Update additional supports. Work on this programme will continue throughout 2022. • New ways of working – post pandemic: The Smarter Ways of Working Survey results were used to inform the council's approach to organisational restart. Phase 1 and 2 of the council's interim operating model for Renfrewshire House was completed, allowing a gradual return to the office for staff who have been predominantly working from home throughout the pandemic. Phase 3 was completed during September allowing staff the option of 1 day a week in the office. Fortnightly meetings with the Trade unions are continuing to agree any future plans. In preparation for the return all policies guidance and health and safety protocols were reviewed and reinforced. Staff completed a depersonalisation of their workspaces to allow for a reconfiguration of office space and mandatory reinduction training for all staff was issued. More recently, office-based staff can now work up to 3 days a week within the workplace and this approach is being reviewed over the summer months. Frontline services continued to respond and adapt effectively in line with government Page 148 of 354
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41 Action Code Action Managed By Status Progress Due Date Update guidance and following agreement with the trade unions in order to provide essential services. • Staff communication and engagement: We are building on positively received staff communications throughout COVID, by continuing to work closely with internal communications to deliver clear information to staff during recovery with regular updates provided via Cosla and the Scottish Government while interim working arrangements are in place to ensure the safety and wellbeing of staff. To support and engage staff, a new employee benefits portal was launched in September 2021. FRSDP21.05.14 Fully implement the Health, Safety & Well-Being Strategy 2018-21, Review the impact of the current strategy against the pandemic response to inform the development of a new Wellbeing Strategy in 2022 Head of People & OD 31-Mar-2022 The Health Safety and Wellbeing strategy 2018-21 was not fully implemented in years 19/20 and 20/21 due to the impact of the pandemic. The changes to ways of working as well as the limited numbers of staff onsite removed the identified areas that provided opportunities for improvement. The team had to rapidly rethink the direction and approach, Areas that were tackled included mental health, Muscoskeletal impacts, particularly for home workers through revised DSE assessment and information Page 149 of 354
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42 Action Code Action Managed By Status Progress Due Date Update as well as introducing the controls to manage Covid 19 transmission risk. A review is underway, and research and engagement is ongoing with trade unions and stakeholders to develop a new Wellbeing Strategy 2022-2025. FRSDP21.05.15 Commence 'Leading Our Values' and 'Living Our Values' training roll out to all managers and staff and be reflected in our policies Head of People & OD 31-Mar-2022 Training was provided for managers and staff during 2021 and a review of the impact of the training is scheduled to be carried out later this year. The process of embedding our values throughout our HR policies and corporate training has started. This commenced the cultural change journey of staff experiencing and demonstrating our values in their day-to-day interactions and behaviours. Work will continue embedding the Values throughout 2022. FRSDP21.05.16 Ensure that people development being offered to staff will be flexible, accessible and on-demand supporting the council's immediate response to COVID-19 and our wider transformation plans Head of People & OD 31-Mar-2022 Training and resources have been developed in a variety of formats and channels to allow staff access to training and support at flexible times in line with service needs and their own personal learning journey. Examples are our “Lead to Succeed” management development programmes launched in April 2021 and our refreshed people development suite of courses offered throughout the year including: Working in a Virtual Team, Page 150 of 354
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43 Action Code Action Managed By Status Progress Due Date Update Managing a Virtual Team, Communication Skills for Managers, Microsoft Office suite skills and a range of courses designed to support staff wellbeing, including Mindfulness, Building Resilience (delivered by SAMH), a Conversation About Anxiety (delivered by Choose Life) and many other topics. Courses are refreshed regularly, and new dates planned in line with current business requirements. Work on this programme will continue throughout 2022. FRSDP21.05.17 Lead on the review of absence policy and procedures Head of People & OD 30-Jun-2021 The Corporate Absence Review Group is currently leading the development and implementation of a change in the Supporting Attendance policy and processes. The group is chaired by the Head of People and Organisational Development. The group have met over the course of the year and further meetings have been planned throughout 2022. A briefing note was presented to CMT on 27 July 2021 outlining the scope of the review: Analysing our absence performance, Management data, Absence policies and procedures, Support to Managers and Organisational culture, focus and opportunities. Key leads within the group were Page 151 of 354
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44 Action Code Action Managed By Status Progress Due Date Update identified and they would focus upon certain topics. As part of the wider project plan, A benchmarking exercise has been undertaken to look at what other authorities have implemented in relation to policy and support. This will inform our approach going forward. The OH contract has been reviewed and a revised contract has been developed, this will commence May 2022. Page 152 of 354
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45 Finance and Resources Service Development Plan 2021-22 Scorecard Generated on: 03 May 2022 Outcome 1: Reshaping our place, our economy and our future Code Performance Indicator Current Status Short Term Long Term 2020/21 2021/22 Q1 2021/22 Q2 2021/22 Q3 2021/22 Q4 2021/22 Explanation of performance Value Target Value Target Value Target Value Target Value Target Value Target FR.SDP.GFB.L GBF Uncommitted General Fund Balance as a % of council annual budgeted net revenue 2.51% N/A N/A N/A Not measured for Quarters Not measured for Quarters Not measured for Quarters Not measured for Quarters 2020/21 figure taken from LGBF submission. The figure of 2.51% is an improvement on the 19/20 1.64% reported, however this is slightly lower than the Scottish average of 3.52%. The 2021/22 stat will not be available until the LGBF publish the 2021/22 data next year. FRAMT01 Asset Management Transfer - number of months from receipt of an application to a determination being issued from the Council 9 6 0 6 Not measured for Quarters Not measured for Quarters 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. This indicator has now transferred to the Chief Executive’s Service. Outcome 3: Tackling inequality, ensuring opportunities for all Page 153 of 354
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46 Code Performance Indicator Current Status Short Term Long Term 2020/21 2021/22 Q1 2021/22 Q2 2021/22 Q3 2021/22 Q4 2021/22 Explanation of performance Value Target Value Target Value Target 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) 14.73 24 18.1 24 11.75 24 14.31 24 16.19 24 18.1 24 Year to date processing speed for New Claims was well within target during Quarter 4 2021/22 FCSKPI005c Time taken for processing change of circumstance housing benefit applications up until the posting of notification of outcome of the application (cumulative) 4.47 10 7.94 10 3.88 10 6.04 10 7.14 10 7.94 10 Processing speed for Change of Circumstances was well within target for 2021/22. FCSKPI010 Average speed of processing a Crisis Grant (Scottish Welfare Fund) in days 2 2 2 2 2 2 2 2 2 2 2 2 Processing speed for Crisis Grants was within target for Quarter 4 2021/22. FCSKPI011 Average speed of processing a Community Care Grant (Scottish Welfare Fund) in days 6 15 10 15 9 15 9 15 12 15 9 15 Processing speed for Community Care Grants was well within target for Quarter 4 2021/22 FCSKPI012 Average speed of processing a Self- Isolation Grant in days New indicator for 21/22 6 2 2 2 4 2 3 2 8 2 This target was extremely stretching due to the volatile nature of SISGs. 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. Page 154 of 354
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47 Outcome 5: Working together to improve outcomes Code Performance Indicator Current Status Short Term Long Term 2020/21 2021/22 Q1 2021/22 Q2 2021/22 Q3 2021/22 Q4 2021/22 Explanation of performance Value Target Value Target Value Target Value Target Value Target Value Target FCSCSU07 Customer Service Unit - % of calls answered 95% 90% 97% 90% 97% 90% 96% 90% 98% 90% 98% 90% Target has been achieved and maintained throughout the reporting year FCSCSU03 % of calls answered by the Customer Service Unit within target (40 seconds) 67% 70% 58% 70% 59% 70% 56% 70% 61% 70% 57% 70% Several periods of increased calls through the year due to changes in restrictions and services offered as well as reduced resource levels due to leavers within the team caused a reduction in the service level through the year. Recruitment activity is on going to increase resource levels. FCSKPI008 Cost of collecting council tax per chargeable dwelling 9.07 11.5 N/A 11.5 Not measured for Quarters Not measured for Quarters Not measured for Quarters Not measured for Quarters This figure is still being calculated for 2021/22 and will be available by Summer 2022 FCSKPI001 Percentage of Council Tax due in the year, collected by the end of the year (cumulative position to date) 95.03 % 96% 95.48 % 96% 32.84 % 32.76 % 59.8% 60.27 % 87.26 % 87.98 % 95.48 % 96% Following the substantial impact of the COVID pandemic in 2020/21 the Council has made significant progress in recovering the collection position. FCSCOMPYR Total % of investigation (Stage 2) complaints responded to within targets by Finance & Resources (cumulative to date) 85.2% 85% 87.73 % 85% 96.25 % 85% 87.07 % 85% 90.56 % 85% 87.73 % 85% 269 Investigation complaints were received in total (April - March)(Qtr 1 - 4). To date, 236 complaints have been completed within the required timescale and 28 were complaint completed outwith timescale. Four cases are still being followed up within timescale with one complaint still being followed up outwith timescale. FCSKPI003 Number of invoices paid within 30 days of receipt, as a percentage of all 97.25 % 96% 95.5% 96% 98.62 % 96% 97.63 % 96% 96.84 % 96% 95.5% 96% At the end of Qtr 4 a total of 217,573 invoices were received with 207,777 processed within 30 days (95.5%). Page 155 of 354
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48 Code Performance Indicator Current Status Short Term Long Term 2020/21 2021/22 Q1 2021/22 Q2 2021/22 Q3 2021/22 Q4 2021/22 Explanation of performance Value Target Value Target Value Target Value Target Value Target Value Target invoices paid council wide (cumulative) FRCMT14a The proportion of operational accommodation in satisfactory condition. 95.1% 94% N/A 94% Not measured for Quarters Not measured for Quarters Not measured for Quarters Not measured for Quarters The 2020/21 measure of condition shows a slight increase to 95.1%. These figures reflect the following changes: Floor areas increased by new extensions at - Glendee Pre 5 Centre, - Paisley St Margaret’s Nursery School - Williamsburgh Nursery School - Kilbarchan Primary School - Williamsburgh Primary School New build - Spateston Early Learning & Childcare Centre Demolitions - Former Spateston Pre- Five Centre Lease Terminated – Clark St Depot Surplus – Roneil House Closed for Refurbishment - Paisley Arts Centre and Paisley Town Hall This indicator has now transferred to the Chief Executive’s Service FRCMT14b The proportion of operational accommodation that is suitable for its current use. 92.1% 96% N/A 96% Not measured for Quarters Not measured for Quarters Not measured for Quarters Not measured for Quarters As above, these figures reflect the following changes: Floor areas increased by new extensions at - Glendee Pre 5 Centre, - Paisley St Margaret’s Nursery School - Williamsburgh Nursery School - Kilbarchan Primary School - Williamsburgh Primary School New build - Spateston Early Learning & Childcare Centre Demolitions - Former Spateston Pre- Five Centre Lease Terminated – Clark St Depot Surplus – Roneil House Closed for Refurbishment - Paisley Arts Centre and Paisley Town Hall. This indicator has now transferred to the Chief Executive’s Service. Page 156 of 354
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49 Code Performance Indicator Current Status Short Term Long Term 2020/21 2021/22 Q1 2021/22 Q2 2021/22 Q3 2021/22 Q4 2021/22 Explanation of performance Value Target Value Target Value Target Value Target Value Target Value Target FCSCORP01 Central Support Services as a percentage of Council Running Costs (Total Gross Expenditure) 5.64% N/A N/A N/A Not measured for Quarters Not measured for Quarters Not measured for Quarters Not measured for Quarters The percentage of support costs as a % of total gross expenditure has increased from 5.01% in 2019/20 to 5.64% in 2020/21, above the Scottish average of 4.06%. Raked position is now 30th in Scotland. FCSABS01dii Average number of work days lost through sickness absence per employee (F&R) (FTE) 8.12 8.5 7.77 8.5 1.71 2 1.86 1.9 2.38 2.3 2.24 2.3 During 2021/22 FARS has recorded a provisional overall absence rate of 7.77 days lost per FTE employee which is 0.73 days below the FARS target of 8.5, if covid-19 absences are removed, this figure is 6.89. Absence data is being reviewed and a confirmed annual figure will be available in early June 2022. FCSFOI07 % of FOI reviews completed within 20 days (Councilwide) 94.2% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 6 out of 6 reviews completed within timescales FCSFOI08 % of Finance and Resources FOI requests completed within timescale 95.4% 100% 99% 100% 98.5% 100% 96% 100% 97% 100% 95% 100% There were 300 single service FOIs dealt with by FAR in 2021/22 and of these, 9 were submitted late. In three cases, this was due to an issue with the requester’s contact information. FCSFOI10a Number of FOI appeals to Scottish Information Commissioner New indicator for 21/22 2 N/A 0 N/A 2 N/A 0 N/A 0 N/A During 2021/22 only 2 appeals were received FCSFOI10b Number of FOI appeals decided in favour of Council New indicator for 21/22 0 N/A 0 N/A 0 N/A 0 N/A 0 N/A No appeals were decided during 2021/22 FCSICT001 Percentage of IT incidents fixed within target fix time (annual cumulative to date figure) 93.6% 85% 94.1% 85% 93.4% 85% 93.2% 85% 93.2% 85% 94.1% 85% ICT are happy with current performance whilst still looking to make subtle changes to improve further FCSICT002 Percentage of IT service requests fulfilled within 87.1% 85% 87.1% 85% 87.1% 85% 87.1% 85% 87% 85% 87.1% 85% ICT are happy with current performance whilst still looking to Page 157 of 354
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50 Code Performance Indicator Current Status Short Term Long Term 2020/21 2021/22 Q1 2021/22 Q2 2021/22 Q3 2021/22 Q4 2021/22 Explanation of performance Value Target Value Target Value Target Value Target Value Target Value Target target fix time (annual cumulative figure) make subtle changes to improve further FCSICT004 Percentage of uptime for key IT systems 99.98 % 99% 99.99 % 99% 99.99 % 99% 99.99 % 99% 99.99 % 99% 99.99 % 99% ICT are happy with current performance whilst still looking to make subtle changes to improve further FCSKPI002 Percentage of income due from Council Tax for prior years (cumulative position to date) 97.26 % 97.27 % 97.21 % 97.27 % 97.12 % 97.27 % 97.15 % 97.27 % 97.18 % 97.27 % 97.21 % 97.27 % Follow up continues to be run each month. Both the current year and previous years' collection is monitored and the 2021/22 position was down slightly on that for 2020/21 FCSKPI004a Percentage of Non Domestic Rates due in the year, collected by the end of the year (cumulative to date) 89.91 % 98% 92.61 % 98% 18.25 % 20.17 % 36.92 % 51.4% 76.81 % 81.65 % 92.61 % 98% Following changes to the recovery profile and timetable, Non Domestic Rates recovery follow-up was delayed for 21/22 and this, coupled with the ongoing and significant impact of the COVID pandemic, has affected the collection rate for 21/22. It is anticipated that this position will be recovered during the next financial year. FCSKPI133 Percentage of Audit Plan completed (cumulative) 94.5% 95% 92.1% 95% 22% 19% 43.3% 42.8% 64.1% 66.5% 92.1% 95% One team member has been absent since 29/11/22 which means team capacity has been reduced by 16.7%. One Review was carried forward into 2022/23 due to the fact that a new policy is expected to be introduced in August 2022. Management all reviewed assignments and reduced time allocated to complete them where possible FRCOMPFL F&R Front Line complaints (Cumulative) 87.44 % 85% 75.87 % 85% 76.81 % 85% 70.95 % 85% 75.59 % 85% 75.87 % 85% 286 Complaints received in total (Apr - Mar). 217 have been completed within timescale, 5 are still being followed up outwith timescale and 64 have been completed late. Target has not been achieved for this period. FRSDP.SME0 1 Average days Small and Medium New indicator for 21/22 11.84 28 7.14 28 9.11 28 10.99 28 11.84 28 At the end of Qtr 4 (01/04/21 - 13/04/22) 75,855 SME invoices were received of which 69,172 were Page 158 of 354
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51 Code Performance Indicator Current Status Short Term Long Term 2020/21 2021/22 Q1 2021/22 Q2 2021/22 Q3 2021/22 Q4 2021/22 Explanation of performance Value Target Value Target Value Target Value Target Value Target Value Target sized businesses invoices paid processed within 28 days with the average days to process an invoice reported at 11.84 days Page 159 of 354
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1 To: Finance, Resources and Customer Services Policy Board On: 15 June 2022 Report by: Director of Environment & Infrastructure Heading: Environment & Infrastructure Service Improvement Plan 2022/23-24/25 and Service Delivery Plan 2021-22 Outturn Report 1. Summary 1.1 The Service Improvement Plan links to the Council Plan and Community Plan, alongside the Risk Management Plan and Workforce Plan to form a set of documents which provide the strategic direction for the service. This plan is also intended to complement the council-wide Economic Recovery Plan and Social Renewal Plan. The Service Improvement Plan is included as Appendix 1 to this report. 1.2 The global COVID-19 pandemic has had a significant impact on how services are delivered and the needs of the community. Consequently, services produced Service Delivery Plans for 2021/22 outlining the actions they would take to assist in recovery. A detailed outturn report is included as Appendix 2. 1.3 A mid-year progress update on the Service Improvement Plan will be submitted to the Finance, Resources and Customer Services Policy Board. 1.4 This plan is presented to the Finance, Resources and Customer Services Policy Board for approval of the areas within this Board’s remit only. The plan and covering report will also be submitted to the Infrastructure, Land & Environment Policy Board for approval of the areas within that Board’s remit. Item 7 Page 161 of 354
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2 2. Recommendations It is recommended that the Finance, Resources and Customer Services Policy Board: 2.1 Approves the 2022/23 – 24/25 Service Improvement Plan for Environment & Infrastructure attached as Appendix 1 and as specific to the areas of activity delegated to this Policy Board; 2.2 Notes the progress made in delivering the Service Delivery Plan 2021/22; and 2.3 Agrees that progress in respect of areas of activity delegated to this Policy Board be reported to the Finance, Resources and Customer Services Policy Board in November 2022. 3. Background 3.1 Environment & Infrastructure has remained aspirational throughout the pandemic and early recovery period covered by the previous Service Delivery Plan. The Service Improvement Plan looks forward to continuous improvement and recovery through setting out our service priorities, the key tasks to be implemented and by when, and how we will measure progress. The first progress update on relevant actions and progress on the Service Improvement Plan 2022/23 to 2024/25 will be submitted to the Infrastructure, Land and Environment Policy Board in November 2022. 3.2 This Service Improvement Plan for Environment & Infrastructure covers the year 2022/23. The priority actions set out in section 6 of the attached Service Improvement Plan (Appendix 1) details the specific actions the service will progress in order to support the Council’s immediate priorities and future direction and help deliver improved outcomes for Renfrewshire’s communities. 4. Key Achievements 2021/22 4.1 The service’s main focus over the last year has been to adapt and mitigate the continued challenges of COVID-19. This has been balanced with establishing service recovery and being able to continue to support our communities and businesses. Despite this challenging operating environment, the service has been able to deliver its services on a ‘business as usual’ basis and deliver a wide range of achievements across the service. Further detail on each achievement can be found in the Plan attached at Appendix 1. An out-turn report covering Environment & Infrastructure’s performance during 2021/22 is also reported in Appendix 2. Page 162 of 354
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3 4.2 A more detailed picture of achievements is included in the Service Improvement Plan appended to this report. The achievements relevant to the remit of this Board include: 4.2.1 Council Plan Strategic Outcome 3: Tackling inequality, ensuring opportunities for all Provision of meals during school holidays – Working in partnership with colleagues in Community Development and Learning, healthy meals have been provided to vulnerable young people during school holidays. Creating employment opportunities – Environment & Infrastructure has delivered a range of services and projects that has created job opportunities for Renfrewshire’s young people and vulnerable people, actively preparing and supporting them for the world of work. They include: • Building Services continue to develop employees through their Trade Apprenticeship programme. Employees have been supported through various stages of the qualification in 2021/22. Online School Payments – Cashless Catering – The roll out of the cashless catering technology to all primary, secondary, nursery and ASN schools has been completed in 2021/22. The system allows parents to pay for their child(ren)’s meals online and gives visibility of their child(ren)’s meal choices and anonymises free school meal entitlement. The new system has allowed quicker throughput for children using the school meals service. 4.2.2 Council Plan Strategic Outcome 4: Creating a sustainable Renfrewshire for all to enjoy Supporting the Council’s pledge to be carbon neutral by 2030 – Environment & Infrastructure activities continue to make a critical contribution towards Renfrewshire being carbon neutral by 2030. It has an active role in this process and already delivers a number of programmes to help mitigate climate change. Electric vehicle & charging infrastructure – In 2021/22, in support of the expansion of the Electric Vehicle Fleet, £275,000 has been invested. Additional charging infrastructure has been installed at the Underwood Road and Robertson Park depots. Public EV charging points have been added as Castle Semple Visitor Centre Lochwinnoch, Johnstone Town Hall, Montrose Care Home in Foxbar and various Council owned car parks across Renfrewshire. 4.2.3 Council Plan Strategic Outcome 5: Working together to improve outcomes Better use of technology – The service has developed several apps and has expanded the use of digital technology in 2021/22. These developments have provided vital support to staff in delivering frontline operational requirements. An increased focus on data analytics and performance information has been positively received across each service area. Page 163 of 354
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4 Capital works carried out by Building Services • Upgrading toilet facilities in schools • Preparation of plumbing and electrics for new catering equipment to ensure the delivery of the Free School Meals extension in Ralston Primary School, Paisley Grammar and Mary Russell School. Support for COVID-19 vaccination and testing centres – Environment & Infrastructure services supported the local efforts against COVID-19. Building Services supported the distribution of PPE to Care Homes throughout 2021/22. Vital soft facilities management services have been delivered across all 270 Council Buildings assisting the reduction of risk of infection among users of these buildings. Environment & Infrastructure have assisted in delivering contingency arrangements for vaccination and testing centres across Renfrewshire. Service Awards Facilities Management (Soft Services) won the ASIST award for Outstanding Contribution to Facilities Management in recognition of the innovative approach to the Soft FM service remodelling within educational establishments in 2021/22. In September 2021, the service was awarded the Commitment to BICS Training & Assessment in Education Award at the BICS annual awards event. 5. What do we want to achieve? 5.1 A priority for all Council services is the recovery from the pandemic. For Environment & Infrastructure this means a particular focus on delivering a wide ranging and highly visible services to Renfrewshire’s communities and businesses. 5.2 The service continues to contribute to the priorities set out in the forthcoming Council Plan, which will be presented to Council in September 2022. Environment & Infrastructure will also continue to contribute to the achievement of outcomes set in Our Renfrewshire, our 10-year Community Plan. Environment & Infrastructure leads on the Environment & Place agenda and will continue to support the key corporate high-level priorities of the Alcohol and Drugs Commission and the Economic Recovery Plan and Social Renewal Plan. 5.3 The service’s key overarching priorities will be: • COVID-19 recovery; • Modernisation of key business processes; and • Digitilisation of processes and service delivery. 5.4 Implementing an effective process modernised programme, supported by advanced digital service delivery, will allow Environment & Infrastructure to realise productivity improvements and support the Council’s in the COVID-19 recovery process. Page 164 of 354
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5 5.5 The current strategic priorities identified for Environment & Infrastructure reflect the opportunities identified by the service and are summarised as: • Right for Renfrewshire - Environment and Infrastructure will support this next phase of the programme following confirmation of the service redesigns. • Climate Emergency - On 27 June 2019, the Council declared a climate emergency and has pledged to make Renfrewshire carbon neutral by 2030. The Council has established a programme of work to develop Renfrewshire’s plan for net zero. Environment & Infrastructure will continue to play an active role in this workstream and already delivers a number of programmes to help mitigate climate change. • Electrification and Sustainable Travel - This will support sustainable travel planning to create modal change encourage greater use of electric vehicles and bikes. • People Strategy - This five-year plan from 2021- 2026 will focus on supporting staff through COVID-19 recovery, service transformation, changing culture norms, embedding our values within decision making and improving staff and service user experiences of the Council. • Use of digital technology - The service will continue to work with the Chief Executive’s data analytics team to develop innovative ways of working using existing data and new technology to improve the efficiency and performance of the service and support the roll out of the digitalisation of front-line services. • Staff engagement – Embedding the new approach to staff engagement at all levels across the service, with a particular focus on listening, involving, and supporting front line employees in the context of COVID-19 restrictions and guidelines. 5.6 Priority actions and performance indicators are core elements of the Service Improvement Plan. The priority actions in the Plan at Appendix 1, set out how each of the key priority outcomes will be addressed, the key tasks to be implemented, an implementation timetable, and the measures of success. A range of performance indicators are provided to monitor progress over the period of the plan. 6. Monitoring progress 6.1 Implementation of the Service Improvement Plan will be monitored, and relevant activities and progress will be reported to the Finance, Resources and Customer Services Policy Board on a six-monthly basis. 6.2 Greater detail of the specific actions the service will progress can be found in Section 6 of our Service Improvement Plan, included as an appendix to this report. Page 165 of 354
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6 6.3 Full details of progress against the actions and performance indicators in Environment and Infrastructure’s Service Delivery Plan for 2021/22 are included as appendix 2 to this report. The appendix outlines whether the targets were met and actions were progressed in line with the anticipated timescales, alongside an explanation of performance. Over the coming months the service will be reviewing performance to consider the impact of pandemic recovery and other factors and will review targets accordingly. This work also feeds into the development of the new Council and Community Plan and their refreshed scorecards, ensuring that the focus of both the service’s actions and performance indicators are closely aligned to the Council’s overall priorities. Any changes to the indicators, additional indicators or renewed targets will be outlined in the mid-term report to this Board in the autumn. Implications of the Report 1. Financial - The Service Improvement Plan highlights resourcing pressures arising from increasing demand for services and the current financial environment. 2. HR & Organisational Development – none 3. Community/Council Planning – the report details a range of activities which reflect local council and community planning themes. 4. Legal – none 5. Property/Assets – none 6. Information Technology – Service developments relating to information technology are key enablers of service improvement and modernisation and support service-level and corporate objectives. 7. Equality & Human Rights - The recommendations contained within this report have been assessed in relation to their impact on equalities and human rights. No negative impacts on equality groups or potential for infringement of individuals’ human rights have been identified arising from the recommendations contained in the report. If required following implementation, the actual impact of the recommendations and the mitigating actions will be reviewed and monitored, and the results of the assessment will be published on the Council’s website. 8. Health & Safety – none 9. Procurement – none. 10. Risk – Risks related to the delivery and management of services are regularly monitored and included in Renfrewshire Council’s Corporate and Strategic Risk Registers. 11. Privacy Impact - none Page 166 of 354
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7 12. COSLA Policy Position – none. 13. Climate Risk – The priorities and actions outlined within the report will make a positive contribution to tackling climate change. List of Background Papers: None Author: Gordon McNeil, Director of Environment & Infrastructure e-mail: Gordon.mcneil@renfrewshire.gov.uk Page 167 of 354
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1 Appendix 1 Environment & Infrastructure Service Improvement Plan 2022-2025 1. Introduction 1.1 This Service Improvement Plan for Environment & Infrastructure covers the period from 2022/23 to 2024/25. The plan outlines what the service intends to achieve over the next three years based on the resources expected to be available. 1.2 In 2021/22, in recognition of the considerable impact of the pandemic, services produced single-year delivery plans, which were focused on actions required to manage the response to and recovery from the coronavirus. As restrictions continue to ease and public services can have a greater focus again on business as usual, the Council is once again producing three-year improvement plans. 1.3 The major factors that this Service Improvement Plan will require to respond to are the ongoing recovery from the pandemic, the challenging financial environment and delivering the key priorities and outcomes of the Council Plan and Community Plan. The plan sets out the likely impact that these issues will have on the service and our actions to address them. 1.4 The Council Plan clearly articulates the Council’s priorities for Renfrewshire, and along with the Community Plan, sets out an ambitious programme of work. A new Council Plan is developed every five years, aligned with the cycle of local government elections. Renfrewshire’s new Council Plan is currently being developed and will be presented to elected members after the summer recess later this year. It will set out the high-level strategic outcome the Council intends to achieve and detail the steps needed to delivery on these. Future Service Improvement Plans will align to those high-level outcomes; for now, key actions are grouped under four themes: • Place: What we do to support our economy, our infrastructure, our assets • People: What we do to support our communities and individual residents • Sustainability: What we do to address climate issues and promote sustainable services and communities • Living Our Values: What we do in terms of our organisational behaviours and approaches 1.5 The Community Plan is a ten-year plan and the current Renfrewshire Plan runs from 2017 to 2027. It is good practice to review these plans regularly to ensure they remain ambitious and fit for purpose. The Renfrewshire Community Plan is currently being reviewed and this will involve engagement with key stakeholders. A revised Community Plan will also be presented to elected members and the Community Planning Partnership after the summer recess. 1.6 Service Improvement Plans informs each service’s Workforce Plan and Risk Register and are the overarching documents which sets the programme of development and Page 168 of 354
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2 improvement activity within the service as well as providing context for budget decisions. 1.7 Environment & Infrastructure contribute towards the following partnership plans; • Local Government Benchmarking Framework (LGBF) • Renfrewshire Community Planning Partnerships • Clyde Valley Waste Partnership • Transport Scotland Bus Partnership Fund • Renfrewshire Health & Social Care Partnership Strategic Plan • Strathclyde Partnership for Transport 1.8 A mid-year progress update on the Service Improvement Plan will be presented to board in autumn 2022, and an outturn report in May 2023. Early in 2023, Environment & Infrastructure will review this plan and produce a revised version to reflect both progress and any changing priorities. 2. What we do 2.1 Environment & Infrastructure is responsible for the provision of every day essential services, directly to the public of Renfrewshire, to other services within the Council and to community planning partners. These services are delivered by approximately 1,500 employees, employed on a full-time or part-time basis, with a gross expenditure budget of approximately £70.3 million. Frontline services are delivered at around 270 Council premises, to over 91,000 households and businesses, and support more than 849 km of roads and transport infrastructure. Environment & Infrastructure has two main service areas/groupings, Operations and Infrastructure and Facilities Management Services. The overall core aims of the service are to deliver: • Operations and Infrastructure Services: Waste, Streetscene, Roads, Infrastructure & Transportation, Fleet and Social Transport and Sustainability & Place. • Facilities Management & Property Services: Hard & Soft Services: includes janitorial, cleaning, catering, school crossing patrollers, repairs, maintenance and compliance in schools and public buildings, Building Services operations. 3. Overview of Achievements 2021/22 As part of the Council’s approach to managing the pandemic response, Council services each produced a one-year Service Delivery Plan in 2021/22. These focused on the actions necessary to manage the response and the recovery from the pandemic. A full outturn report on that Service Delivery Plan has also been presented to this Board. The outturn details the achievements of Environment & Infrastructure during 2021/22 and sets out progress against actions and performance targets. These achievements include; Page 169 of 354
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3 Strategic outcome 1: Reshaping our place, our economy and our future ROADS INVESTMENT PROGRAMME The roads capital investment programme for 2021/22 commenced in April 2021. Planned carriageway resurfacing works included significant ambassador routes through Renfrewshire such as the St James Interchange, Barrhead Road and Glasgow Road. In total, 90 carriageways and 38 footways have been resurfaced. CAPITAL INVESTMENT PROGRAMME • Roads and Footways upgrade programme - £9.1 million • Active Travel and Bus Infrastructure • Completion of works on the White Cart footbridge and strengthening of Crosslee Bridge • #YouDecide Community Investment Fund Campaign - £500,000 • Cemeteries Estate improvements • Upgrading toilet facilities in schools INVESTING IN PARKS AND CEMETERIES During 2021/22 Environment & Infrastructure has invested in Renfrewshire’s parks and cemeteries. An investment of £2.284 million to support improvements in outdoor access and play areas was agreed for over 2021/22 and 2022/23. £1.25m from the Strategic Asset Management Fund was set aside specifically for park investment. The Scottish Government awarded Renfrewshire a capital grant of £158,000 for 2021/2022. Environment & Infrastructure planned to complete 14 renewals of park infrastructure and 7 refurbishments between 2021/22 and 2022/23. A further capital grant of £155,000 for play areas was awarded by the Scottish Government for 2022/2023. The total capital investment in cemeteries is £320,210 for 2022/23. Funding is committed this financial year for roads and drainage and other minor works in cemeteries including; • Work commissioned for renewed signage for all cemeteries. • Work commissioned for drainage connection onto Scotts Road. • Next phase of major works for drainage and road surfaces being commissioned for Hawkhead Cemetery. Strategic Outcome 3: Tackling inequality, ensuring opportunities for all PROVISION OF MEALS DURING SCHOOL HOLIDAYS Working in partnership with colleagues in Community Development and Learning, healthy meals have been provided to vulnerable young people during school holidays. CREATING EMPLOYMENT OPPORTUNITIES Several service areas employed staff through the Scottish Government’s Kickstart Scheme. Working with colleagues in Invest in Renfrewshire, Kickstart has been developed to create 6-month placements for 16 to 24 year olds most at risk from long term unemployment. The placements support young people to develop skills and experience needed to find work after completing the 6 months. Page 170 of 354
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4 ONLINE SCHOOL PAYMENTS – CASHLESS CATERING The roll out of the cashless catering technology to all primary, secondary, nursery and ASN schools has been completed in 2021/22. The system allows parents to pay for their child(ren)’s meals online and gives visibility of their child(ren)’s meal choices and anonymises free school meal entitlement. The new system has allowed quicker throughput for children using the school meals service. Strategic Outcome 4: Creating a sustainable Renfrewshire for all to enjoy SUPPORTING THE COUNCILS PLEDGE TO BE CARBON NEUTRAL BY 2030 Environment & Infrastructure activities continue to make a critical contribution towards Renfrewshire being carbon neutral by 2030. It has an active role in this process and already delivers a number of programmes to help mitigate climate change: • Leading on the Environment & Place agenda; • Playing a key role in the promoting and encouraging waste minimisation through reducing, reusing and recycling; • Assisting communities to mitigate flooding; • Embedding sustainable travel planning across the Council and improving our fleet utilisation; • Increasing our use of alternative fuels to impact positively on levels of CO2 being emitted by the public vehicle fleet; and • Reducing emissions from our public space lighting as a result of the implementation of the LED replacement programme. ENVIRONMENT & PLACE INVESTMENT Environment & Infrastructure will continue to play an active role in this workstream and already delivers a number of programmes to help mitigate climate change. • In 2021, 8,965 volunteers removed 18,056 bags of litter, weeds or detritus during 4,696 events. • 771 clean up events have taken place in the Big Spring Clean 2022 and removed 2,345 bags of litter. • Continued additional and targeted mechanical street cleaning and gully cleaning with over 3,000 tonnes of waste collected. • Supporting community and volunteer participation with an emerging interest throughout 2021/22 of volunteers delivering grounds maintenance work, further improving local areas. ELECTRIC VEHICLE & CHARGING INFRASTRUCTURE In 2021/22, in support of the expansion of the Electric Vehicle Fleet, £275,000 has been invested. Additional charging infrastructure has been installed at the Underwood Road and Robertson Park depots. Public EV charging points have been added at Castle Semple Visitor Centre Lochwinnoch, Johnstone Town Hall, Montrose Care Home in Foxbar and various Council owned car parks across Renfrewshire. Funding of £75,000 has been awarded from the Low Carbon Travel and Transport Fund and has been invested in a further public charging point at Stow Brae Car Park in Paisley. Page 171 of 354
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5 Strategic Outcome 5: Working together to improve outcomes SUPPORT FOR COVID-19 VACCINATION AND TESTING CENTRES Environment & Infrastructure services supported the local efforts against COVID-19. Building Services supported the distribution of PPE to Care Homes throughout 2021/22. Vital soft facilities management services have been delivered across all 270 Council buildings assisting the reduction of the risk of infection among users of these buildings. Environment & Infrastructure have assisted in delivering contingency arrangements for vaccination and testing centres across Renfrewshire. SERVICE AWARDS Waste Operations won the Outstanding COVID-19 Response Award at the Chartered Institute of Waste Management Scottish Resources Awards in September 2021. The panel were impressed with the quick and effective response of the service and household waste recycling centres to ensure the continuation of service, tackling the challenges of frontline resourcing, operation safely and significant increases in waste arisings. Facilities Management (Soft Services) won the ASIST award for Outstanding Contribution to Facilities Management in recognition of the innovative approach to the Soft FM service remodelling within educational establishments in 2021/22. In September 2021, the service was awarded the Commitment to BICS Training & Assessment in Education Award at the BICS annual awards event. Against stiff competition from across the UK, Team Up 2 Clean Up were short listed for an MJ award in 2021/22. The campaign was also short listed for two Local Government Chronicle Awards for Community Involvement and Environmental Services. Although ultimately unsuccessful in final judging, these shortlist achievements showcase the quality of engagement that the TU2CU campaign has built and the commitment to delivering environmental outcomes to communities across Renfrewshire. 4. Our Strategic Context 4.1 National policy context The Council has adapted the way services are delivered over the last two years and will continue to respond to national guidance as the pandemic recovery continues. The impact of the pandemic on Renfrewshire’s communities, residents and businesses has been unprecedented and no Council service was untouched by the lockdown and associated restrictions at that time. The operating environment has changed frequently and often at short notice and the Council has had to be flexible and adaptable to manage this change and adjust services accordingly. The recovery phase is likely to continue for some time and Council activity will reflect this. This recovery is guided by the national Strategic Framework for Recovery. Digital services have become much more widely used but in-person services are now returning as public health restrictions continue to ease. As the recovery progresses, the Council will work with staff, residents and partners to identify new ways of working which best meet the needs of our people and our communities. Page 172 of 354
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6 4.1.1 COVID-19 Under the provisions of the Health Protection (Coronavirus, Restrictions) (Directions by Local Authorities) (Scotland) Regulations 2020, local authorities in Scotland have additional powers relating to the coronavirus. This allows them to take specific actions, under certain circumstances, to prevent, protect against and/or control the spread of coronavirus, and to provide a public health response to outbreaks. 4.1.2 Climate Emergency Renfrewshire Council declared a climate emergency in 2019 and continues to progress work which aims to have the council reach Net Zero by 2030. More detailed plans on this will be published over the course of 2022. As well as Council-led projects to help tackle climate issues, a Community Climate Fund allows local groups to bid for up to £3,000 for localised initiatives which meet their community’s needs and align to the Council’s drive towards Net Zero. Environment & Infrastructure will continue to play an active role in this workstream and already delivers a number of programmes to help mitigate climate change. It leads on the Environment and Place agenda, a £2.5million investment across five years which is making a difference to the cleanliness of streets in Renfrewshire and improving the local environment. 4.1.3 The Clyde Valley Waste Management Project The service has a key role in promoting and encouraging waste minimisation through reducing, reusing and recycling. The recent waste service change has delivered positive outcomes with Renfrewshire’s households helping to reduce their residual waste and presenting more recyclable waste. The Clyde Valley Waste Management Project, Treatment & Disposal of Residual Waste commenced operation on 7th January 2020. This will assist the Council in meeting its landfill diversion targets, with over 90% of waste becoming refuse derived fuel which will be used to generate renewable energy. 4.1.4 Clyde and Loch Lomond Flood Risk Management Strategy It works closely with SEPA on matters relating to flooding and the development of the Clyde and Loch Lomond Flood Risk Management Strategy has set a framework for action for the Council to address flooding in areas at most risk. This assists communities to become more resilient to the impacts of global warming and climate change. 4.1.5 Sustainable Travel The service has also embedded sustainable travel planning across the Council. This has encouraged more efficient and effective methods of sustainable travel; increased the use of electric vehicles while improving our fleet utilisation. 4.1.6 CO2 Emissions Increasing our use of alternative fuel will has a positive impact on levels of CO2 being emitted by the public vehicle fleet. In recent years the service has made a significant impact on reducing CO2 emissions from our public space lighting as a result of the implementation of the LED replacement programme. 4.1.7 UK Leaving the EU The impact of the UK leaving the EU in 2020 is not yet fully apparent, given the impact that the coronavirus has had on the economy and on day-to-day life. A main driver of how Renfrewshire is impacted will be in the operation of the UK Shared Prosperity Fund, which is in a ‘pre-launch’ phase. This fund is intended as a replacement for previous EU funding Page 173 of 354
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7 and will be allocated to local authorities according to a funding formula. More detail is expected over the next few months. 4.1.8 Early Years Strategy (1140 hours) The Scottish Government implemented an increase in early learning and childcare entitlement from 600 to 1140 hours per year in August 2021, referred to as the Early Years Strategy (1140 hours). This was delayed a year due to the Covid-19 pandemic. This expansion covers all 3 and 4-year olds and eligible 2-year olds and includes the provision of a free lunch to reduce the cost of childcare for parents. This provision has been implemented across Renfrewshire and Facilities Management work in conjunction with Children’s Services to deliver hot, healthy nutritious lunches. 4.1.9 The Nutritional Requirements for Food and Drink in Schools (Scotland) Amendment Regulations 2021 The Scottish Government undertook a review of Nutrition Requirements for Food and Drink in Schools (Scotland) Regulations 2008. In 2017, a technical working group was established to provide evidence-based recommendations to progress school food further towards the Scottish Dietary Goals. Consultation based on these recommendations followed in 2018 and new regulations were implemented in 2020. As these regulations apply to the whole of the school day and not just to the lunch service, Soft FM has developed an informative training package on the guidelines to raise awareness to all staff working in schools. In December 2021, the Scottish Government issued a temporary amendment to the regulations to allow for adaptations to be made to menus to address fluctuations in product availability without compromising the ability to fully comply with the Regulations. This was in response to the significant, unavoidable school food supply-chain issues experienced across Scotland. 4.1.10 Deposit and Return Scheme for Scotland Amendment Regulations 2022 The Deposit and Return Scheme for Scotland Amendment Regulations 2022 is the response to findings from a review of the implementation of the DRS published in December 2021 and feedback from a wide range of stakeholders, the Scottish Government laid amended regulations before the Scottish Parliament and the full implementation date will now be 16 August 2023. The establishment of a Deposit Return Scheme (DRS) will enable consumers to take single-use containers back and redeem a 20p deposit from any retailer selling drinks covered by the scheme, including plastic bottles made from PET (polyethylene terephthalate) plastic, aluminium and steel cans and glass bottles. 4.1.11 Circular Economy Bill On 1 April 2020, the Scottish Government announced the introduction of the proposed Circular Economy Bill at the then current Parliamentary session would be postponed enabling resources to be directed towards tackling the Covid-19 pandemic. A circular economy is one where resources are kept in use for as long as possible. Consultation on the Circular Economy Bill opened in May 2022. This forms part of wider plans for a change in the approach to reducing, reusing and recycling materials to help drive Scotland’s circular economy, as part of Scotland’s response to the global climate emergency. Page 174 of 354
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8 4.1.12 Memorial and Headstone Inspections Environment & Infrastructure has created a new Memorial and Headstone Inspections policy which will allow Renfrewshire to comply with Scottish Government guidance. This policy outlines the inspection process which will be implemented. 4.1.13 Transport (Scotland) Act 2019 The Transport (Scotland) Act 2019 was passed on 15 November 2019. The Act contains various provisions which will have an impact on the transport landscape for local authorities in Scotland going forward. The Act sets out the vision for Transport in Scotland over the next number of years and identifies key priority areas for improvement. These include provisions for improvements to public transport, introducing a ban on pavement parking and the creation of low emission zones across Scotland. 4.1.14 National Transport Strategy 2 (NTS2) The Transport (Scotland) Act 2019 sets out a statutory requirement for Scottish Ministers to establish a national transport strategy for Scotland. The National Transport Strategy 2 (NTS2) was published on 5 February 2020 and sets out a vision for ‘… a sustainable, inclusive, safe and accessible transport system, helping deliver a healthier, fairer and more prosperous Scotland for communities, business and visitors.’ This National Strategy has led to the development of a Regional Transport Strategy for the former Strathclyde area which will be published in late 2022. Once this Regional Strategy has been published the Council can then produce a local Transport Strategy for Renfrewshire. A new Renfrewshire Transport Strategy will be based on the priorities outlined in the National and Regional strategies but will be developed based on the local context of transport priorities within Renfrewshire. In addition to the National Transport Strategy, Transport Scotland have produced the second Strategic Transport Projects Review (STPR2) which sets out a 20-year plan for transport investment based on the National Transport Strategy’s Priorities and in line with the Sustainable Travel and Investment hierarchies. The interventions of the NTS2 have been set out in a consultation on the Second Strategic Transport Projects Review (STPR2) Summary Report. The consultation closed on 15 April 2022. This is one of the mechanisms for delivering the vision, priorities and outcomes for the NTS2. 4.1.15 Regional Transport Strategy (RTS) Strathclyde Partnership for Transport (SPT) is preparing a new Regional Transport Strategy (RTS) for the west of Scotland to improve transport and travel in the SPT area over the next 15 – 20 years. The RTS will reflect the content of NTS2 and as such its process is being timed for publication just after NTS2. Page 175 of 354
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9 4.2 Local policy context 4.2.1 Economic Recovery Plan In December 2020, Council approved an Economic Recovery Plan for Renfrewshire. It sets the direction of travel for measures to support the local economy through coronavirus response, recovery and beyond. The plan acknowledges the significant impact of the pandemic on the local and national economy, and what that means for the people, business and communities of Renfrewshire. 4.2.2 Social Renewal Plan The Council also has a Social Renewal Plan which sets out joint plans (with our partners) to address the inequalities which exist in Renfrewshire, and which were made worse by the pandemic. The plan was developed after consultation with communities, and the council continues to seek views on these issues through consultation exercises and our Public Services Panel. Rising prices, particularly for food and fuel, may lead to more households experiencing absolute or relative poverty, and lead to increased demand for the supports and services the public and third sectors can offer. 4.2.3 Alcohol and Drugs Commission Renfrewshire’s Alcohol and Drugs Commission made its recommendations in 2020, setting out clear measures that partners across Renfrewshire need to take to reduce drug and alcohol related harms and promote recovery. 4.2.4 Transformation Programme The Council’s transformation programme continued throughout the pandemic but the launch of subsequent phases was paused. New phases of transformation will start during 2022. Environment & Infrastructure will support this next phase of the programme. 4.2.5 Our Values More than 4,000 voices including our staff, local residents, partners, young people and community groups helped identify the values most important to us all that describe our promise to our communities, staff and partners and what people can expect of us. These values have been formally adopted by Renfrewshire Council and will guide how we deliver services and make decisions every day. Our Values are; • We are fair. We treat each other and everyone we deal with respectfully and work hard to build trust in Renfrewshire Council. • We are helpful. We care about getting things right and are always approachable. • We are great collaborators. We work as one team and with people who care about this place. • We value learning to help us innovate, improve and deliver better services. 4.2.6 Demographics Renfrewshire’s population is predicted to grow by 2.1% by 2030, a higher rate of growth than the Scottish average. In common with the rest of Scotland, Renfrewshire has an ageing population due to the combined impact of a falling birth rate and increasing life expectancy. There has been positive net migration into Renfrewshire in recent years, both from within Scotland and from overseas. The job creation resulting from infrastructure projects and economic regeneration, coupled with new house building, may contribute to an increase in the working age population in the medium and long- term. Deprivation does remain a challenge in Renfrewshire, however, and this has Page 176 of 354
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10 considerable implications for Council services in terms of meeting current and future needs but also in undertaking work with partners to lift people out of poverty. 4.2.7 Best Value Audit All local authorities in Scotland are subject to a Best Value Audit inspection at least once in every Council term (i.e. every five years). Renfrewshire’s last inspection was in 2017 and resulted in 7 key recommendations being made. These help determine improvement actions within the Council and each year, Audit Scotland publish an overview report detailing progress against the audit as well as scrutiny of Council finances. Audit Scotland will produce an updated approach to these audits later this year, and this is likely to reflect the significant change in the operating environment of Councils. 4.2.8 Risk Management The Council’s risk management arrangements are well established with all strategic, corporate and service risks being reported to the Audit, Risk and Scrutiny Board. Strategic risks are more outward in nature, whereas corporate ones are more inward and often affect more than one service department. Corporate and strategic risks, where senior officers in the Finance & Resources service are owners or joint owners of the risks are shown below. The Finance & Resources service also plays a significant role in the management of many ‘business as usual’ risks that exist within the Council. Risks Evaluations Our strategic risks Reducing inequalities in Renfrewshire Economic Unemployment Climate sustainability and adaptability Very High Very High Very High High Our corporate risks Financial sustainability Cyber attack Financial stability Regulatory services/statutory activities Very High High High High Our top service-specific risks Commercial vehicles and Operator’s Licence High Headstones and Memorial safety High 4.2.9 Equality and Diversity Every area of work within the Council has a role to play in promoting equality and diversity. While this is the right thing to do and has clear advantages for the Council, there are also legal requirements. The Equality Act 2010 protects people from unfair treatment and asks public bodies (including Renfrewshire Council) to show how they make a positive difference to equality groups. Page 177 of 354
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11 4.2.10 Technology and Data The service’s key overarching priorities for 2022/23 to embrace technology and data will be: • Use of new technology to improve service outcomes • Redesign of key business processes; and • Digital modernisation of service delivery • Better use of data for business intelligence and insight. This will build on the success of the gully maintenance app, the roll out of cashless catering within schools and will be further enhanced through the wider use of mobile technology across the service. 4.2.11 Regeneration The service will support the economic regeneration and revitalisation of town centres with the service having a specific focus on the public realm and transport access. 4.2.12 Asset Management The Council’s Corporate Asset Management strategy sets out the overall framework for the strategic management of all Council assets. The Council has classified its assets into six categories: • Property • Open space • Road infrastructure • Fleet • Housing Revenue Account assets • Information and communication technology Hard FM services maintain the majority of property and housing revenue account assets with Operations & Infrastructure responsible for the maintenance and development of open space, roads infrastructure and fleet assets to support communities, economic development and enable the Council to deliver services. In the current financial climate short and long-term planning for investment and maintenance in these assets is a key priority for the service. Capital investment in our cultural and key physical infrastructure continues to move forward. Environment & Infrastructure plays a lead role in the delivery of the investment in our venues, public realm and transportation infrastructure to support better local economic development and support job creation and growth of local and new businesses. Physical renewal will also attract more visitors, new residents, students and potential further investment. Investment in our physical infrastructure will ensure that the town meets the need and purposes of those that live and work here 4.2.13 Transport Improvements There continues to be a strategic focus on improving transport within Renfrewshire to facilitate the wider principles of placemaking and regeneration. The Council, along with Strathclyde Partnership for Transport (SPT), work to support the continued use and increased use of public transport following the COVID-19 restrictions. Page 178 of 354
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12 4.2.14 Bus Partnership The £2 million Bus Partnership Fund award will deliver junction improvements with bus priority measures across Paisley Town Centre. This project, prioritising pedestrians, cyclists and public transport users will be completed by March 2023. 4.2.15 Levelling Up Fund The £38 million award from the Levelling Up Fund for the area will include a new road bridge over the White Cart River, complimenting the recently refurbished footbridge. New road infrastructure and enhanced links between Paisley Town Centre, Glasgow Airport and the Advanced Manufacturing Innovation District Scotland (AMIDS) will also form areas of investment. 5 Our Workforce 5.1 Environment & Infrastructure provides every day essential services, directly to the public of Renfrewshire, to other services within the Council and to community planning partners. These services are delivered by approximately 1,500 employees, employed on a full-time or part-time basis. 5.2 The Senior Leadership Team are responsible for the strategic and operational elements of service delivery across Environment & Infrastructure. Director of Environment & Infrastructure Gordon McNeil is the Director of Environment & Infrastructure Services and a member of the Corporate Management Team. Gordon has overall responsibility for: • Facilities Management • Operations & Infrastructure Gordon.mcneil@renfrewshire.gov.uk Head of Facilities Management Diane Gillies is Head of Facilities Management. Facilities Management has three services to deliver key areas of activity, these are listed below (along with the manager for each service area). • Soft Facilities Management (Jean Brown) • Hard Facilities Management (Elaine Scott) • Support Services (Paul McConnachie) Diane.gillies@renfrewshire.gov.uk Director of Environment and Infrastructure Gordon McNeil Head of Facilities Management Diane Gillies Strategic Facilities Manager (Soft Services) Jean Brown Operations Manager (Building Services) Elaine Scott Senior Facilities Manager (Support Services) Paul McConnachie Head of Operations and Infrastructure Gavin Hutton Infrastructure, Transportation & Change Manager Gerard Hannah Sustainability & Place (Assets) Manager Karen Anderson Operations Manager Lyall Rennie Service Co-ordination Manager Dorothy Kerr Page 179 of 354
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13 Soft Facilities Management Jean Brown is the Strategic Facilities Manager for Soft Facilities Management and is responsible for the following areas of service: • Soft Facilities Services: janitorial, cleaning, catering, caretaking, housekeeping and school crossing patrollers. Jean.brown@renfrewshire.gov.uk Hard Facilities Management Elaine Scott is the Senior Facilities Manager (Building Services) and is responsible for the following areas of service: • Building Services Operations • Repairs and maintenance for Housing and Public Buildings • Streetlighting maintenance services Elaine.scott@renfrewshire.gov.uk Support Services Paul McConnachie is the Senior Facilities Manager (Support Services) and is responsible for the following areas of service: • Compliance in schools and public buildings. • Life Cycle Maintenance in schools and public buildings • Public Building Energy Paul.McConnachie@renfrewshire.gov.uk Note: Facilities Management services Service Improvement Plan and operational performance is reported to the Finance, Resources and Customer Services Board. Head of Operations & Infrastructure Gavin Hutton is Head of Operations & Infrastructure. Operations & Infrastructure has four services to deliver key areas of activity, these are listed below (along with the manager of each service area). • Infrastructure, Transportation and Change (Gerard Hannah) • Sustainability, Place and Assets (Karen Anderson) • Service Coordination (Dorothy Kerr) • Operations (Lyall Rennie) Gavin.hutton@renfrewshire.gov.uk Infrastructure, Transportation and Change Manager Gerard Hannah is the Infrastructure, Transportation and Change Manager and is responsible for the following areas of service in Operations & infrastructure: • Roads & Transportation Gerard.hannah@renfrewshire.gov.uk Page 180 of 354
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14 Sustainability, Place and Assets Manager Karen Anderson is the Sustainability and Place Manager and is responsible for the following areas of service in Operations & Infrastructure: • Waste Strategy • Parks and play areas • Cemeteries and memorial safety Karen.Anderson@renfrewshire.gov.uk Service Coordination Manager Dorothy Kerr is the Service Coordination Manager and is responsible for the following areas of service in Operations & Infrastructure: • Complaints & Enquiries, • Departmental Lead for o Freedom of Information, GDPR o Health & Safety, Training, Absence Dorothy.kerr@renfrewshire.gov.uk Operations Manager Lyall Rennie is the Operations Manager and is responsible for the following areas of service in Operations & Infrastructure: • Waste Services • StreetScene & Land Services • Fleet & Social Transport Lyall.rennie@renfrewshire.gov.uk Note: Operations & Infrastructure services Service Improvement Plan and operational performance is reported to the Infrastructure, Land and Environment Board. 5.3 Our Partnerships and Providers Environment & Infrastructure maintain a number of strategic partnerships with key bodies in order to develop shared objectives and design services that reflect national, regional and local community planning priorities. These include: • Scottish Government & CoSLA • Health and Social Care Partnership • SEPA • Zero Waste Scotland • Scottish Water • Soil Association • Housing Associations • Partnership Forums, Community Councils and tenants forums • SCOTS • Police Scotland • SPT • DVSA 5.4 Our Finances All local authorities in Scotland have experienced a hugely challenging and complex set of circumstances over the last two years and it is recognised that the financial impact on Councils from COVID-19 will continue for some time. This includes the Page 181 of 354
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15 impact on service costs, service demands and income streams, as well as the cost of unavoidable delays to some transformation programmes. Councils are also impacted by the rising costs of goods and services caused by inflationary pressures and global supply chain issues. Renfrewshire Council actively manages these pressures through its short- and medium-term financial planning and is acknowledged by Audit Scotland to have sound financial arrangements in place. However, the Council’s financial outlook remains subject to significant uncertainty. The most recent analysis reported to Council on 3 March 2022 suggests that Renfrewshire Council will experience a funding deficit in the range of £18m- £50m in the three years following 2022/23, unless mitigating action is taken. Budgets are approved each year for both Capital and Revenue purposes. Revenue budgets allow for expenditure and income on day-to-day operational activities, such as employee costs, or supplies. For 2022/23, the Revenue budget approved for General Services on 3 March 2022 was £486m, and for the Housing Revenue Account £55m. Capital budgets allow for expenditure on the creation or enhancement of assets. The capital budget approved for General Services on 3 March 2022 was £437m for the period 2022/23 to 2026/27, and for the Housing Revenue Account £267m for the period 2022/23 to 2027/28. Environment & Infrastructure have a revenue budget of approximately £50.95 million and £19.342 million capital budget for 2022/23. 6 Our Strategic Priorities As noted in the introduction to this plan, Service Improvement Plans align to the Council and Community Plans. Actions and performance indicators are each grouped according to the strategic outcomes set out in the Council Plan. As that Plan has yet to be approved, actions and indicators in this SIP are set out under four broad themes. • Place: what we do to support our economy, our infrastructure, our assets; • People: what we do to support our communities and individual residents; • Sustainability: what we do to address climate issues and promote sustainable services and communities; • Living our Values: what we do in terms of our organisational behaviours and approaches. Page 182 of 354
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16 6.1 Strategic Priorities 6.1.1 Priority Actions – Place: What we do to support our economy, our infrastructure, our assets Action Code What we will do? What difference we will make? Lead Officer(s) Target Date 01 Deliver the 2022/23 roads and footways capital investment programme - £10.984 million Improvements to the condition of roads and footways infrastructure Infrastructure & Assets Manager 31-March-2023 02 Continue to invest in infrastructure to support growth – from road and rail links to bridges, cycle and pedestrian routes (Council Plan Action) Improvements to accessibility and connectivity of the town centre and transport networks prioritising modal transport changes Transportation & Development Manager 31-March-2023 03 Continue to develop and upgrade the Council’s traffic light infrastructure from analogue to digital Ensure that the Council’s traffic light infrastructure is digitally compliant and supportive of an urban traffic control system Transportation & Development Manager 31-March-2023 04 Continuing to deliver repairs and emergency out of hours repair service to 12,500 Council housing properties within Renfrewshire Housing properties within Renfrewshire will be maintained to ensure safety and compliance for residents Senior Facilities Manager (Support Services) 31-March-2023 05 Continuing to deliver repairs and compliance services to public buildings in Renfrewshire including schools Ensure compliance legislation that Building Services delivers is provided within the 270 public buildings in Renfrewshire Senior Facilities Manager (Support Services) 31-March 2023 New 06 Develop a Local Transport Strategy supported by revised Active Travel and Public Transport Strategies The service will have strategic documents outlining the legislative and regulatory responsibilities for delivery of the Active Travel and Public Transport agendas. Infrastructure, Transportation & Change Manager 31-March 2023 07 Continue to develop first phase design proposals for connectivity and transportation to enable application for external funding for project delivery Supporting delivery of Active Travel Strategy to improve outcomes for public transport options and deliver reduction in car journeys. Infrastructure, Transportation & Change Manager 31-March 2023 08 Deliver an increase in cycling infrastructure across Renfrewshire Improve active travel routes across Renfrewshire Transportation & Development Manager 31-March-2023 New 09 Deliver Paisley Town Centre junction improvements as part of the Bus Partnership works Public transport offering in Renfrewshire will be improved Infrastructure, Transportation and Change Manager 31-March-2023 New 10 Update the Winter Maintenance Policy Detail arrangements for dealing with ice and snow on our network and outline the decision-making process relating to matters such as Infrastructure, Transportation & Change Manager 30-September- 2022 Page 183 of 354
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17 treatment priorities and when and how routes are treated. New 11 Update Road Safety Policy Detailing the Council and relevant stakeholders role and responsibilities in relation to improving road safety in Renfrewshire. Infrastructure, Transportation & Change Manager 31-December- 2022 New 12 Develop and implement Unadopted Roads Policy The service will have a strategic direction in relation to unadopted roads with clearly defined roles and responsibilities. Infrastructure, Transportation & Change Manager 31-March-2023 New 13 Implement the requirements of the Transport (Scotland) Act 2019 including enforcement of restrictions on pavement parking The people of Renfrewshire will have transport provisions enhancing social and economic wellbeing, improved environmental outcomes and a focus on health and wellbeing for all. Infrastructure, Transportation & Change Manager 31-March-2024 New 14 Development of Low Emissions / Electrification Strategy The strategy will outline steps that the service will take to contribute towards Renfrewshire’s achievement of Net Zero carbon emissions by 2030. Infrastructure, Transportation & Change Manager 31-March-2023 New 15 Implementation of a revised approach to Car Parking in our town centres Understand the use of the town centre on-street and off- street parking. Making our Town Centres more accessible for walking, wheeling and cycling. Infrastructure, Transportation & Change Manager 31-March-2023 New 16 Develop a new Cemeteries Policy Realignment of Cemetery rules, consideration of the available space and future plans for cemeteries in Renfrewshire Sustainability, Place & Assets Manager 31-March-2023 New 17 Develop a new Open Space Strategy Improving access to open spaces Sustainability, Place & Assets Manager 31-March-2023 New 18 Work with colleagues in OneRen to improve access and opportunities to play tennis within Renfrewshire Increase the opportunity for all to access tennis courts and encourage people in Renfrewshire to be active Sustainability, Place & Assets Manager 31-March-2023 Page 184 of 354
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18 6.1.2 Performance Indicators: Place - What we do to support our economy, our infrastructure, our assets (PI Status: Alert, Warning, OK, Data Only) Performance Indicator Frequency of monitoring Date last updated Current Value Current Target Status 2022/ 23 Annual Target 2023/ 24 Annual Target 2024/ 25 Annual Target Comments 01 (Maintenance) Carriageway Condition: % of road network considered for treatment These are annual LGBF Indicators and relate to financial year 2020/21. The 2021/22 data will not be published until February 2023. (i) A Class Roads Years 2020/21 19.42% 22.5% 22% % % (ii) B Class Roads Years 2020/21 23.68% 24.5% 24% % % (iii) C Class Roads Years 2020/21 33.49% 36.5% 36% % % (iv) Unclassified Roads Years 2020/21 34.33% 36.5% 36% % % 02(Maintenan ce) Carriageway Condition: % of road network considered for treatment Overall Years 2020/21 32% 32.5% 32% % % This annual indicator measures the % of the total roads network were considered for treatment. 03 % of Statutory road inspections categories completed on target: Targets are set by Scottish Road Works Commissioner. Category A Years 2021/22 100% 100% 100% 100% 100% Category B Years 2021/22 100% 100% 100% 100% 100% Category C Years 2021/22 100% 100% 100% 100% 100% 04 % of pothole repairs completed within timescales Quarters 2021/22 83% 80% 80% 80% 80% In 2021/22, the service reported a total of 1,933 potholes. 05 % of reported street lighting faults which were attended within the 7- day timescale Quarters 2021/22 99.9% 95% 95% 95% 95% In 2021/22, the service attended 5,301 active street lighting repair faults. 3,929 were completed and 1,372 were planned for maintenance. 06 % of Overall repairs completed within time by building services Quarters 2021/22 93.6% 95% 80% 90% 90% In 2021/22, 48,782 repairs were completed within time by Building Services. Page 185 of 354
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20 4.2.3 Performance Indicators - Place: What we do to support our economy, our infrastructure, our assets (PI Status: Alert, Warning, OK, Data Only) Performance Indicator Frequency of monitoring Date last updated Current Value Current Target Status 2022/ 23 Annual Target 2023/ 24 Annual Target 2024/ 25 Annual Target Comments 07 average length of time taken to complete non- emergency repairs – public buildings Quarters 2021/22 17.24 15 15 15 15 The non- emergency repair average time over the year has been impacted by supplier delays due to the impact of COVID. There has also been an impact on the supply chain for materials that has increased the average repair time. The anticipated position of 22/23 is still under pressure and will continue to be monitored. 08 % of compliance tasks undertaken per year – Statutory compliance for public buildings Quarters 2021/22 72% 90% 80% 90% 90% The performance is below target due to the issues experienced with allocation of contractors and resources due to the COVID-19 pandemic. Statutory compliance includes water checks. In 2021/22 the administration process of the water checks changed, and the recording of the check completion is currently running behind. This is Page 186 of 354
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21 reflected in the 72%. If water compliance checks are removed, the service is performing at 82% of all other statutory compliance checks completed on within 2021/22. Page 187 of 354
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22 6.2.1 Priority Actions - People: What we do to support our communities and individual residents Code What we will do? The difference we will make? Lead Officer(s) Target Date 01 Implement the preferred options from the #YouDecide participatory budget programme for infrastructure improvements Local communities will feel empowered and involved in improvements in their local area Infrastructure, Transportation & Change Manager 31-March- 2023 02 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 Children will be provided with hot, healthy, nutritional meals and return to school ready to learn Strategic Facilities Manager (Soft Services) 31-March- 2023 New 03 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 Children will be provided with healthy meals during school holiday periods helping to tackle food poverty and support families in Renfrewshire Strategic Facilities Manager (Soft Services) 31-March- 2023 New 04 Deliver the expansion of free school meals to all P1 – P5 children and to all ASN pupils All primary school children in P1 – P5 and ASN pupils will benefit from a healthy meal every day which will impact positively on families’ finances and wellbeing. Strategic Facilities Manager (Soft Services) 31-August- 2022 New 05 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. Kitchens will be better equipped to deliver hot, healthy, nutritious school meals based on the expansion of free school meal entitlement. Strategic Facilities Manager (Soft Services) 31-August- 2022 New 06 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 All primary school and ASN pupils will benefit from a healthy breakfast and lunch meal every day which will impact positively on families’ finances and wellbeing. Strategic Facilities Manager (Soft Services) 31-May-2026 07 Deliver a programme of engagement with schools, parents and pupils, encouraging participation in the development of school meal menus School meal uptake will increase, resulting in more children and young people taking healthy meals. Strategic Facilities Manager (Soft Services) 31-March- 2023 08 Provide employment and training opportunities for identified groups of young people in Renfrewshire Young people and people with vulnerabilities will have opportunities to enhance their chances of employment Senior Leadership Team 31-March- 2023 New 09 Provide trade apprenticeship opportunities in Building Services for young people residing in Renfrewshire. Young people will achieve a recognised skilled Building Services trade. Operations Manager (Building Services) 31-March- 2023 Page 188 of 354
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23 10 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 Removal of the stigma of period poverty with young people having access to free sanitary products in schools. Strategic Facilities Manager (Soft Services) 31-March- 2023 New 11 Consult with local residents, especially children, on choice of equipment to be implemented for playpark improvements throughout Renfrewshire. Improve accessibility for all Renfrewshire residents with particular benefit to those with physical disabilities. Modernising and increasing the play value of the equipment in our parks and play areas. Sustainability, Place and Assets Manager 31-March- 2023 6.2.2 Performance Indicators - People: What we do to support our communities and individual residents (PI Status: Alert, Warning, OK, Data Only) Performance Indicator Frequency of monitoring Date last updated Current Value Current Target Status 2022/ 23 Annual Target 2023/ 24 Annual Target 2024/ 25 Annual Target Comments 01 % uptake of free school meals in primary schools Quarters 2021/22 49.3% 75% 52% 58% 62% School meal uptake in Primary and Secondary Schools has been impacted by the pandemic, when a more limited lunch offering and dining experience was offered. Over the course of this school year we have been able to return to a pre covid offering, pupils have started to return with the service working with pupils, teachers and parent to develop a new menu from January 2022. There has been positive feedback to this new menu and the service has seen an increase in uptake over the last few months. Taster sessions are organised with schools and working with schools on an a individual basis 02 % uptake of free school meals in secondary schools Quarters 2021/22 32.3% 49% 35% 38% 41% Page 189 of 354
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24 to focus on uptake is ongoing. 6.3.1 Priority Actions – Sustainability: What we do to address climate issues and promote sustainable services and communities Code What we will do? The difference we will make? Lead Officer(s) Target Date 01 Support of the Council’s pledge to make Renfrewshire carbon neutral by 2030 Carbon emissions will be reduced and offset in Renfrewshire Senior Leadership Team 31-March- 2023 02 Deliver a programme of enhanced operational environmental and community support activities for environment and place Improved StreetScene and roads activities, including mechanical and gully cleaning, targeted approach to fly tipping prevention through the Quick Response Team and support for community litter picks Operations Manager 31-March- 2023 New 03 Continue to develop a suite of digital solutions across the service including; - Grass cutting at rural roads and path networks - Digital scheduling and real time recording of service activities - Gully Cleaning - Waste Collection Real time performance available to the service and development of service specific public interfaces Senior Leadership Team 31-March- 2023 New 04 Continue to develop service delivery methods to improve customer experience and meet demanding recycling and Net Zero targets Improved recycling values, reduced residual waste and carbon footprint in relation to COP26 Net Zero target. Operations Manager 31 March 2023 Page 190 of 354
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25 05 Work to meet the challenging targets set out in our carbon management plan – through our council fleet, street lighting, public realm, waste and consumables (Council Plan Action) Contribution to achieving the Council’s carbon management reduction targets Head of Operations & Infrastructure 31-March- 2023 06 Deliver the objectives and requirements of the Scottish Household recycling charter, Circular Economy and Deposit Return and Extended Producer Responsibility schemes. (Council Plan Action) The quality and quantity of recyclate will be improved and levels of residual waste reduced. Head of Operations & Infrastructure 31-March- 2023 New 07 Further develop the digital application software for Waste Management system Improved service excellence with regards to bin collections to empty all bins first time every time. Further work will deliver improvements for APOs and Trade waste services. Operations Manager 31-August- 2022 New 08 Prepare site at Linwood for improved bin store facility and consideration of the infrastructure required to fulfil the Deposit Return Scheme and future requirements for segregation of waste. Improved security and stock control of bin stores. Establishment of a facility to provide sorting of waste in line with the requirements of the Deposit Return Scheme, reducing single use plastic and encouraging a circular economy. Operations Manager 31-March- 2023 New 09 Implement schedule for grass cutting and vegetation cutback in rural areas and on core path network Improved service delivery and customer satisfaction StreetScene Manager 31-March- 2023 10 Develop and implement a long- term sustainable leachate and surface water management plan for Linwood Moss. The requirement for leachate treatment at Linwood Moss will be reduced in accordance with its waste management licence. Sustainability, Place and Assets Manager 31-March- 2023 New 11 Develop a new Waste Strategy Policy Improve the waste collection focusing on increasing recycling and reducing waste diverted to landfill Sustainability, Place and Assets Manager 31-March- 2023 New 12 Deliver Christmas Lighting in 3 towns and 12 villages. The provision of town and village lighting displays will be delivered on time, in line with event timetables. Infrastructure and Assets Manager 25-December- 2022 New 13 Install fixed and mobile cameras to deter or help identify flytipping in hotspot areas Cameras will be installed with 3 PTZ (pan, tilt and zoom cameras). Fixed to lighting columns in identified flytipping hotspot areas, they will help deter offenders and provide evidence towards prosecution. Operations Manager 31-March- 2023 Page 191 of 354
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26 One mobile camera will be used by the Environmental Task Force to manage and relocate this to address other hotspots where no power is available. Local areas will have less flytipping. Page 192 of 354
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27 6.3.2 Performance Indicators - Sustainability: What we do to address climate issues and promote sustainable services and communities (PI Status: Alert, Warning, OK, Data Only) Performance Indicator Frequency of monitoring Date last updated Current Value Current Target Status 2022/ 23 Annual Target 2023/ 24 Annual Target 2024/ 25 Annual Target Comments 01 Street Cleanliness Score - % of areas assessed as clean Years 2020/21 93.6% 92% 92% 92% 92% Council Plan Indicator/ LGBF Indicator This is an annual LGBF Indicator and relates to financial year 2020/21. The 2021/22 data will not be published until February 2023. 02 Amount of CO2 emitted by the public vehicle fleet Years 2021/22 3,223 3,000 3,000 3,000 3,000 Council Plan Indicator The amount of CO2 emitted by the public vehicle fleet has increased from 2,992 in 2020/21 to 3,223 in 2021/22. This is above target of 3,000 due to the increased number of vehicles in the fleet. 03 % of the vehicle fleet which uses alternative fuels, such as electricity Quarters 2021/22 25% 25% 25% 25% 25% Council Plan Indicator This indicator measures the percentage of the Council’s vehicle fleet which uses alternative fuel such as electricity 04 Reduce the amount of CO2 emitted from public space lighting Years 2021/22 1,246 1,700 1,500 1,500 1,500 Council Plan Indicator Future years targets reflect the impact of the street lighting investment. 05 % of bins uplifted first time Quarters 2021/22 99.8% 99.9% 99.8% 99.8% 99.8% In 2021/22, the service collected bins from around 91,000 households. 06 Complete Inspection process for all Years 2021/22 38% 20% 65% 100% 100% This indicator reflects the percentage of Page 193 of 354
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28 headstones and burial grounds burial grounds that have been inspected in line with the Memorial and Headstone inspection policy. Performance Indicator Frequency of monitoring Date last updated Current Value Current Target On Target 2022 Annual Target 2023 Annual Target 2024 Annual Target Comments 07 % of Household Waste Recycled Years 2021 Awaiting Data 50% 50% 50% 50% Legislative changes will need to be considered in relation to the impact on the materials that will be processed. There will be a difference in the production in waste due to behavioural changes influenced by economic downturn. Once DRS, EPRS and Circular Economy are implemented there will be resultant effects on the recycling rates. Improvement works at the Household Waste Recycling Centres, campaigns in Renfrewshire schools along with a widespread communications campaign are all being implemented to improve recycling rates through encouraging and educating people to place the right material in the right bin. 08 % of Household waste collected which is landfilled Years 2021 Awaiting Data 5% 5% 5% 5% Awaiting verified data from SEPA Page 194 of 354
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29 6.4.1 Priority Actions – Living Our Values: What we do in terms of our organisational behaviours and approaches Code What we will do? The difference we will make? Lead Officer(s) Target Date 01 Provide our employees with the appropriate support to manage their attendance, health and wellbeing Sickness absence levels and costs will be minimised Senior Leadership Team 31-March-2023 02 Implement the Council’s People’s Strategy Employees will be equipped with the skills, training and development required to deliver services effectively Senior Leadership Team 31-March-2023 04 Active participation in Council’s Right for Renfrewshire Transformational Programme The service will play its role in delivering cross cutting change Senior Leadership Team 31-March-2023 05 Better use of data and technology to improve services performance and delivery Service delivery is improved, and resources allocated more efficiently and effectively Infrastructure, Transportation and Change Manager 31-March-2023 06 Deliver agreed operational efficiencies through fleet utilisation and rationalisation The number of vehicles in the Council’s fleet will be reduced and its effectiveness maximised Operations Manager 31-March-2023 07 Deliver improvements in the Council’s Cemeteries estate The condition of cemetery infrastructure will be improved Sustainability, Place and Assets Manager 31-March-2023 08 Provide an integrated FM service across the Council for public building and housing repairs and compliance An integrated approach to service provision will be delivered, improving customer service and efficiency Head of Facilities Management 31-March-2023 09 Support the Council to implement the Business World system Ensure the full benefits of the Business World system are realised Head of Facilities Management 31-March-2023 10 Embed new approaches to staff communication and engagement across all areas of the service Staff will have greater opportunities to input to the future operation of the service Senior Leadership Team 31-March-2023 11 Ensure robust and up to date business continuity arrangements are in place Services will be able to identify critical functions and the resources required to recover from disruptive events. Senior Leadership Team 31-March-2023 12 Review and maintain continuous improvement frameworks Quality assurance will be undertaken; actions from the Best Value Audit report delivered, health & safety, staff and customer service accreditations maintained Senior Leadership Team 31-March-2023 13 Review Health & Safety and Risk Assessments Health and Safety and Risk Assessment are managed more effectively Senior Leadership Team 31-March-2023 14 Ensure robust financial monitoring is in place to support the COVID-19 recovery Services will be able to monitor and plan their resources more efficiently Senior Leadership Team 31-March-2023 New 15 Continue to work with existing and establish new ‘Friends of’ groups to Develop, in partnership with ‘Friends of’ groups, improvements in maintaining Sustainability, Place and Assets Manager 31-March-2023 Page 195 of 354
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30 support implementation of the Community Empowerment Bill and improving the environment attracting more people into the park and the local area. Page 196 of 354
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31 6.4.2 Performance Indicators – Living Our Values: What we do in terms of our organisational behaviours and approaches (PI Status: Alert, Warning, OK, Data Only) Performance Indicator Frequency of monitoring Last updated Current Value Current Target Status 2022/ 23 Annual Target 2023/ 24 Annual Target 2024/ 25 Annual Target Comments 01 Average number of work days lost through sickness absence per employee (FTE) (cumulative) Quarters 2021/22 15.5 13.7 13.7 13.7 13.7 During the last year absence rates have been slightly above target. This has been exacerbated by some long-term absences who were awaiting NHS appointments or treatment, which were delayed because of the impact of Covid. We have been working with our employees to facilitate their return to work and the absence rates are decreasing. The two main reasons for absence are Musculoskeletal and joint disorders accounting for 30.50% and psychological (non-work related) absence accounting for 30.06%. Operational staff have been working hard to help address mental health issues across the workforce and we now have a team of mental health first aiders within the department. 02 % of members enquiries completed within timescale by E&I Quarters 2021/22 86.7% 85% 85% 85% 85% The service deals with over 85% of all elected members enquiries within the Council. At the end of March 2022, the service dealt with 4,722 elected members enquiries. 03 % of FOI requests completed within timescale by E&I Quarters 2021/22 99% 100% 100% 100% 100% In 2021/22 the service received 367 FOIs. Page 197 of 354
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32 04 % of front line resolutions dealt with within timescale by E&I Quarters 2021/22 80.8% 85% 85% 85% 85% In 2021/22 the service received 6,609 front line resolutions. Technical difficulties at the start of the year have resulted in lower than target response times. As the year progressed, this was resolved, and target timescales were exceeded. 05 % of complaint investigations completed within timescale by E&I Quarters 2021/22 64.8% 95% 85% 85% 85% In 2021/22 the service had dealt with 732 complaint investigations. As with frontline resolution complaints performance at the start of the year was impacted by technical issues and staff changes. The performance in the second half of the year has improved considerably and exceeded the target. Page 198 of 354
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33 6.5 Data Only Data Only Performance Indicator Frequency of monitoring Last updated Current Value Curren t Target Status 2022/ 23 Annual Target 2023/ 24 Annual Target 2024/ 25 Annual Target Comments 06 Cost of Maintenance per Kilometre of roads Years 2020/21 £17,495 n/a n/a n/a n/a LGBF Indicators These are annual LGBF Indicators and relate to financial year 2020/21. The 2021/22 data will not be published until February 2023. 07% of adults satisfied with parks and open spaces Years 2020/21 83.5% n/a n/a n/a n/a 08 Cost of parks and open spaces per 1,000 of the population Years 2020/21 £28,240 n/a n/a n/a n/a 09 % of adults satisfied with refuse collection Years 2020/21 70.63% n/a n/a n/a n/a 10 Net cost of waste collection per premise Years 2020/21 £66.66 n/a n/a n/a n/a 11 Net cost of waste disposal per premise Years 2020/21 £61.59 n/a n/a n/a n/a 12% of adults satisfied with street cleaning Years 2020/21 52.77% n/a n/a n/a n/a 13 Net cost of street cleaning per 1,000 of the population Years 2020/21 £6,472 n/a n/a n/a n/a Page 199 of 354
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1 Appendix 2 Environment & Infrastructure Service Delivery Plan 2021-2022 Out-turn Monitoring Report Action Status Cancelled Completed Overdue; Neglected Not Started; In Progress; Assigned Unassigned; Check Progress Council Plan Strategic Outcome 1: Reshaping our place, our economy and our future Priority Actions Code Action Status Progress Due Date Update 01 Deliver the 2021/22 roads and footways capital investment programme - £9 million 31-Mar-2022 The Roads Capital Investment programme for 2021/22 has ended. 90 of the 98 programmed carriageway resurfacing schemes completed with 8 schemes postponed due to either lack of contractor availability or proximity to COVID-19 testing centres. These will be completed in the capital programme for 2022/23. 52 footways out of the original programme of 85 have also been resurfaced with 33 postponed due to lack of contractor availability. Again, these will be completed in the capital programme Page 200 of 354
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2 Council Plan Strategic Outcome 1: Reshaping our place, our economy and our future Priority Actions Code Action Status Progress Due Date Update for 2022/23. The surface dressing programme is complete (16 schemes) as is the micro-surfacing programme (16 schemes) and the permanent patching programme. 02 Continue to invest in infrastructure to support growth – from road and rail links to bridges, cycle and pedestrian routes (Council Plan Action) 31-Mar-2022 Restrictions due to the COVID-19 pandemic have had an impact on the ability to deliver infrastructure improvements this year. However, progress continues to be made on improving accessibility for disabled people at bus stops and providing new bus shelters in Renfrewshire and the strengthening of Crosslee Bridge, over the National Cycle Route N7. The opportunity has also been taken to progress designs for an off-road cycle link to the Hawkhead housing development and a bus turning loop in Erskine. The refurbishment of the footbridge across the White Cart was completed and has been reopening to pedestrian and cycle traffic in November 2021. Restrictions due to the COVID-19 pandemic are reducing in their impact on the ability to deliver infrastructure improvements. The 21/22 programme of bus corridor Page 201 of 354
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3 Council Plan Strategic Outcome 1: Reshaping our place, our economy and our future Priority Actions Code Action Status Progress Due Date Update infrastructure improvement is complete. The latest length of the Bishopton to Glasgow Airport Investment Area segregated cycleway from Red Smiddy roundabout to Inchinnan Drive is complete and its next section to Abbotsinch Road is underway. Designs for the route’s expansion to Erskine are also well underway. Officers continued to assess roads construction consent applications and approvals, in principle, from developers for new roads and bridges to be added to the public road network, particularly in Dargavel, Bishopton. 03 Support the delivery of City Deal initiatives, combining roads and active travel projects into a coherent network for all road users 31-Mar-2022 Support is provided on an ongoing basis with close working on a number of Council priorities including cycleway and traffic signal coordination projects in cooperation with the City Deal Team. 04 Lead on the works to improve the transport infrastructure in Paisley Town Centre 31-Mar-2022 The Council has been awarded £2million by The Bus Partnership Fund to deliver junction improvements with bus priority measures across Paisley Town Centre. This will be completed by March 2023. The scope of this project covers prioritising Page 202 of 354
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4 Council Plan Strategic Outcome 1: Reshaping our place, our economy and our future Priority Actions Code Action Status Progress Due Date Update pedestrians, cyclists and now public transport users. A full public consultation is due to take place following the 2022 local election. 05 Support economic regeneration and job creation through the regeneration and revitalisation of town centres and the creation of a town centres action plan 31-Mar-2022 The service successfully concluded an investment programme in Renfrew and Johnstone town centres with upgrades to street lighting and infrastructure through the town centre regeneration fund. Enhanced street cleaning regimes are ongoing as part of the town centre refurbishment works. The Council continues to support the regeneration of our town centre through dedicated provision of resource to enhance cleaning arrangements. We continue to support the work of the Car Parking Working Group. Free parking provision will be extended to stimulate the economy within the town centre area. An App to make payment for parking more readily available will be implemented. 06 Deliver an increase in cycling infrastructure across Renfrewshire 31-Mar-2022 The service continued to deliver its ambitious cycling infrastructure programme with grant awards from SPT, the Bus Partnership Fund and Cycling Walking Safer Routes. A number of new connections to the national cycle Page 203 of 354
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5 Council Plan Strategic Outcome 1: Reshaping our place, our economy and our future Priority Actions Code Action Status Progress Due Date Update route network have been made from the local road network to make it easier to access. 07 Implement the transfer of the Council’s traffic light infrastructure from analogue to digital 30-Jun-2022 Analogue BT traffic signal communications lines have been replaced with 4G mobile technology. CCTV cameras have also been installed at key junctions throughout the network to improve real time monitoring and reaction times for incident response. The switch of the Council’s traffic signal control to a hosted UTC system is now complete. Analogue BT traffic signal communications lines were replaced with 4G mobile technology in March 2020. A number of sites are now trialling fibre connections for greater signal consistency and capacity. CCTV cameras are also now installed at key junctions throughout the network. Work continues to upgrade the council’s SCOOT network junctions, with a focus on introducing bus priority at selected junctions. The primary connection to the Trapeze bus priority system run by SPT has been made to complement other proposed bus priority measures through the Bus Partnership Fund. A programme of replacing old lamp Page 204 of 354
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6 Council Plan Strategic Outcome 1: Reshaping our place, our economy and our future Priority Actions Code Action Status Progress Due Date Update technology with modern LED low energy lamps continued throughout 21/22. 08 Deliver externally funded transportation and connectivity infrastructure projects 31-Mar-2022 The service continues to deliver on our ambitious capital programme with grant awards from SPT, the Bus Partnership Fund and Cycling Walking Safer Routes. Council Plan Strategic Outcome 1: Reshaping our place, our economy and our future Priority Actions Code Action Status Progress Due Date Update 09 Continuing to deliver repairs and emergency out of hours repair service to 12,500 Council housing properties within Renfrewshire 31-March 2022 A full repair service has been provided in the later half of 2021/2022. A full catch up programme has been underway and the majority of works have returned to pre pandemic levels. 10 Continuing to deliver repairs and compliance services to all public buildings in Renfrewshire including schools 31-March 2021 Compliance tasks continue to be affected by the COVID-19 pandemic as a result of restrictions relating to access to buildings and on the availability of specialist contractors utilising the furlough scheme. Compliance tasks did continue but were focused on those Council and public buildings that remained open or re-opened during this period. It is likely compliance Page 205 of 354
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7 Council Plan Strategic Outcome 1: Reshaping our place, our economy and our future Priority Actions Code Action Status Progress Due Date Update tasks will continue to lag during 2022/2023. A managed approach on a site by site basis is being undertaken and triaged accordingly. Building Services continue to work with a hybrid model of service delivery. There are issues surrounding suppliers and materials and associated increasing costs. Page 206 of 354
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8 Council Plan Strategic Outcome 1: Performance Indicators Reshaping our place, our economy and our future Code Performance Indicator Current Status 2019/20 2020/21 2021/22 2022/23 Explanation of Performance Value Target Value Target Value Target Target 01 (Maintenance) Carriageway Condition: % of road network considered for treatment (v) Overall 32.9% 32.5% 32% 32.5% Data for 2021/22 will not be published until February 2023 32.5% 32% These are annual LGBF Indicators and relate to financial year 2020/21 and therefore the first year of the COVID-19 pandemic. The 2021/22 data will not be published until February 2023. 02 (Maintenance) Carriageway Condition: % of road network considered for treatment (i) A Class Roads 19.97% 22.5% 19.42% 22.5% Data for 2021/22 will not be published until February 2023 22.5% 22% These are annual LGBF Indicators and relate to financial year 2020/21 and therefore the first year of the COVID-19 pandemic. The 2021/22 data will not be published until February 2023. Page 207 of 354
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9 Council Plan Strategic Outcome 1: Performance Indicators Reshaping our place, our economy and our future Code Performance Indicator Current Status 2019/20 2020/21 2021/22 2022/23 Explanation of Performance Value Target Value Target Value Target Target 03 (Maintenance) Carriageway Condition: % of road network considered for treatment (ii) B Class Roads 24.09% 24.5% 23.68% 24.5% Data for 2021/22 will not be published until February 2023 24.5% 24% These are annual LGBF Indicators and relate to financial year 2020/21 and therefore the first year of the COVID-19 pandemic. The 2021/22 data will not be published until February 2023. 04 (Maintenance) Carriageway Condition: % of road network considered for treatment (iii) C Class Roads 34.19% 36.5% 33.49% 36.5% Data for 2021/22 will not be published until February 2023 36.5% 36% These are annual LGBF Indicators and relate to financial year 2020/21 and therefore the first year of the COVID-19 pandemic. The 2021/22 data will not be published until February 2023. 05 (Maintenance) Carriageway Condition: % of road network considered for treatment (iv) Unclassified Roads 35.39% 36.5% 34.33% 36.5% Data for 2021/22 will not be published until February 2023 36.5% 36% These are annual LGBF Indicators and relate to financial year 2020/21 and therefore the first year of the COVID-19 pandemic. The 2021/22 data will not be published until February 2023. Page 208 of 354
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10 Council Plan Strategic Outcome 1: Performance Indicators Reshaping our place, our economy and our future Code Performance Indicator Current Status 2019/20 2020/21 2021/22 2022/23 Explanation of Performance Value Target Value Target Value Target Target 06 % of Statutory road inspections categories completed on target: Category A 100% 100% 100% 100% 100% 95% 100% In 2021/22 the statutory road inspections were achieved for category A, category B & category C. The annual performance for these indicators was 100%. The three categories of statutory inspections relate to the timing of inspections and are categorised as follows: A - Undertaken during the progress of the works; B – Undertaken within the six months following interim or permanent reinstatement; C – Undertaken within the three months preceding the end of the guarantee period. 07 % of Statutory road inspections categories completed on target: Category B 100% 100% 100% 100% 100% 100% 100% 08 % of Statutory road inspections categories completed on target: Category C 100% 100% 100% 100% 100% 100% 100% 09 % of pothole repairs completed within timescales 37% 75% 77% 78% 83% 80% 80% Data analytics continue to improve performance monitoring with weekly reports being used to quickly identify and resolve issues. Performance during 2021/22 has seen an improvement Page 209 of 354
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11 Council Plan Strategic Outcome 1: Performance Indicators Reshaping our place, our economy and our future Code Performance Indicator Current Status 2019/20 2020/21 2021/22 2022/23 Explanation of Performance Value Target Value Target Value Target Target from 77% in 2020/21 to 83%. Council Plan Strategic Outcome 1: Performance Indicators Reshaping our place, our economy and our future Code Performance Indicator Current Status 2019/20 2020/21 2021/22 2022/23 Explanation of Performance Value Target Value Target Value Target Target 10 % of reported street lighting faults which were attended within the 7-day timescale 99.4% 95% 98% 95% 99.9% 95% 95% During 2021/22, 99.9% of reported street lighting faults which were attended within the 7-day timescale. This exceeds the annual target of 95%. 11 % of Overall repairs completed within time by building services 94.6% 95% 95% 95% 93.6% 95% 95% In 2021/22, 48,782 repairs were completed within time by Building Services. Page 210 of 354
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12 Council Plan Strategic Outcome 1: Performance Indicators Reshaping our place, our economy and our future Code Performance Indicator Current Status 2019/20 2020/21 2021/22 2022/23 Explanation of Performance Value Target Value Target Value Target Target 12 % of reactive repairs carried out in the last year completed right first time 82.6% 90% 85.1% 90% 85% 93% 93% From the total number of reactive repairs completed (26,748) a total of 22,731 repairs were completed right first time during the reporting year. 13 Average length of time taken to complete non- emergency repairs in public buildings New performance indicator 2020/21 10.7 15 17.24 15 15 The non-emergency repair average time over the year has been impacted by supplier delays due to the impact of COVID. There has also been an impact on the supply chain for materials that has increased the average repair time. The anticipated position of 22/23 is still under pressure and will continue to be monitored. 14 % of compliance tasks undertaken per year in public buildings New performance indicator 2020/21 77% 90% 72% 90% 80% The performance is below target due to the issues experienced with allocation of contractors and resources due to the COVID-19 pandemic. Statutory compliance includes water checks. In 2021/22 the administration process of the water checks changed, and the recording of the check completion is currently running behind. This is reflected in the 72%. If water compliance checks are removed, the Page 211 of 354
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13 Council Plan Strategic Outcome 1: Performance Indicators Reshaping our place, our economy and our future Code Performance Indicator Current Status 2019/20 2020/21 2021/22 2022/23 Explanation of Performance Value Target Value Target Value Target Target service is performing at 82% of all other statutory compliance checks completed on within 2021/22. Council Plan Strategic Outcome 2: Building strong, safe and resilient communities Priority Actions Code Action Status Progress Due Date Update 01 Deliver a participatory budget programme for infrastructure and transportation 31 March 2022 The engagement with the communities has been a positive experience with communities and individuals contributing 2,843 ideas. This initial list of ideas has been reduced to a long list of 174 ideas. These 174 suggestions are now undergoing assessments for deliverability and design which will then inform the shortlist that goes to the public vote. There is a range of topics that the public have nominated for inclusion and it was heartening to note that submissions were received from every community in Renfrewshire. The main topic areas suggested are: Page 212 of 354
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14 Council Plan Strategic Outcome 2: Building strong, safe and resilient communities Priority Actions Code Action Status Progress Due Date Update • Traffic related issues including ideas for pedestrian crossings and traffic calming measures, • Street Lighting, including lighting in parks and other walking routes as well as some rural locations, • Public realm features such as seating or gateway features, • Wayfinding information for walking trails and cycle routes Officers are finalising the voting process with a view to the shortlisted ideas going to a public vote in Summer 2022. Page 213 of 354
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15 Council Plan Strategic Outcome 3: Tackling inequality, ensuring opportunities for all Priority 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-2022 New school menus were introduced in August 2021 which met the new Nutritional Requirements for Food and Drink in Schools (Scotland) Regulations 2020. Following consultation with pupils and parent groups, these menus were reviewed and amended from January 2022, coinciding with the roll-out of Universal Free School meals for primary pupils up to P5. 02 Support the expansion of free school meals to all primary schools 80% 31- Aug-2022 The Soft FM Service delivered the expansion of the Universal Free School Meal entitlement to all P4 pupils in August 2021 and to all P5 pupils in January 2022. It was originally planned that all P6 & 7 pupils would receive this entitlement by August 2022, however this has now been delayed. The service awaits the announcement from the Scottish Government for capital funding for this project – once this has been received, decisions will be taken on the infrastructure improvements which will require to be carried out in school kitchens and dining halls to maintain the continued delivery of this service. 03 Support the delivery of the 1140 hours early years provision 31- Aug-2022 The 1140 hours early years provision has now been rolled out across the authority with all 3 and 4 year olds and eligible 2 year olds being provided with a hot, healthy, nutritious lunch. Page 214 of 354
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16 04 Deliver a programme of engagement with schools, parents and pupils, encouraging participation in the development of school meal menus, COVID-19 guidelines permitting 31-Mar-2022 The Soft FM Officer for Menu and Nutrition has been consulting with both pupil and parent groups, on the school menu. This resulted in the changes put in place from January 2022. Work is continuing to deliver a revised menu from August 2022 – this includes holding taster sessions for new products and recipes. All new menus will continue to meet the new Nutritional Requirements for Food and Drink in Schools (Scotland) Regulations 2020. 05 Provide employment and training opportunities for identified groups of young people in Renfrewshire 31-Mar-2022 Environment & Infrastructure took on seven Kickstart employees. The aim of the Kickstart programme is to help young unemployed people gain additional skills to better equip them for the world of work. The programme has been successful in Waste. There are two Project Search staff working with waste and are proving an asset to the team. Building Services working in partnership with Housing Services have been recruiting new youth apprentices. 7 youth apprentices now have positions: 3 Painters, 2 Electricians and 2 Plumbers. This builds on our existing complement of apprentices. We are very pleased to be in a position to offer these apprenticeship opportunities within Renfrewshire. Page 215 of 354
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17 06 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-2022 The Soft FM service continues to work with CoSLA and Children’s Services to ensure that free sanitary products are always available in Renfrewshire’s schools. A relaunch of the programme was carried out after the school spring break in April 2022, which included opportunities for pupils to request reusable products, as well as the normal service provision. 06 Work to meet the challenging targets set out in our carbon management plan – through our council fleet, street lighting, public realm, waste and consumables (Council Plan Action) 31-Mar-2022 To support the growing number of EVs in the Council Fleet, EV Chargers have been installed in Operational Depots at Underwood Road and Robertson Park as well as HCSP facilities at Mile End Centre, Montrose Care Home, and Johnstone Town Hall to increase the provision of Electric Vehicle Charging Infrastructure and deployment of Low Emission Vehicles at these locations. 07 Deliver the objectives and requirements of the Scottish Household recycling charter, Circular Economy and Deposit Return and Extended Producer Responsibility schemes. (Council Plan Action) 31-Mar-2023 Development of the Housing Charter, Circular Economy and Deposit Return Scheme (DRS) and Extended Producer Responsibility (EPRS) schemes are currently on hold awaiting a Scottish Government reviewing of the impact of DRS and EPRS and the COVID- 19 pandemic. Renfrewshire Council are implementing the charter by improving on the waste collection tonnages (accounting for the COVID-19 recovery). Various initiatives have been delivered in support of the Recycling Charter including consultation with householders and a school project (which had been delayed by COVID- Page 216 of 354
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18 19). Assessment of school recycling performance has been completed. The service has been working alongside Climate Change Champions throughout schools in Renfrewshire. Champions have had visits to Enva to raise awareness and enhance education on recycling. The revised charter and route map will provide a foundation from which further changes can be made. The Deposit Return Scheme will be launched on 16 August 2023. Implications for Local Authorities are still being determined. Extended Producer Responsibility Scheme has not yet been laid before parliament. Relevant tonnage information and composition of waste streams will be considered to determine how these schemes are implemented across Renfrewshire. Baseline information has been gathered in 21/22 for all waste streams; residual, food/green waste, paper and card and mixed plastic and cans. 08 Implement a new commercial waste service model 31-Mar-2022 This project is now completed. All businesses have been surveyed and duty of care documents updated in accordance with the new service delivery model. Page 217 of 354
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19 09 Develop and implement a long-term sustainable leachate and surface water management plan for Linwood Moss 31-Mar-2022 The overall aim is to remove the requirement for leachate treatment and to design a passive system where the leachate and surface waters are mixed before being discharged to the unnamed tributary of the River Gryffe. Consultants are considering the data and it will be reported to SEPA. Discussions will then commence to agree the variations to the waste management licence. Based on the discussions with SEPA, there will be a period of monitoring required to ensure the leachate mixed with surface water is not causing an impact downstream and following this the existing treatment plant will be de-commissioned and the top lagoon filled in. SEPA are keen to see the surrender of the waste management licences for sites such as Linwood Moss, however, to achieve this they need to be satisfied that the landfill is in continuity with the surrounding environment and robust data is key to this. Page 218 of 354
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20 Council Plan Strategic Outcome 3: Tackling inequality, ensuring opportunities for all Code Performance Indicator Current Status 2019/20 2020/21 2021/22 Explanation of Performance Value Target Value Target Value 01 % uptake of free school meals in primary schools 61.8% 75% 47.2% 75% 49.3% School meal uptake in Primary and Secondary Schools has been impacted by the pandemic, when a more limited lunch offering and dining experience was offered. Over the course of this school year we have been able to return to a pre covid offering, pupils have started to return with the service working with pupils, teachers and parent to develop a new menu from January 2022. There has been positive feedback to this new menu and the service has seen an increase in uptake over the last few months. Taster sessions are organised with schools and working with schools on an a individual basis to focus on uptake is ongoing. 02 % uptake of free school meals in secondary schools 48.4% 75% 49.6% 75% 32.3% To add to above, the service is currently implementing a pilot in two secondary schools working with pupils to change the provision to work to improve the uptake. Council Plan Strategic Outcome 4: Creating a sustainable Renfrewshire for all to enjoy Performance Indicators Code Performance Current 2019/20 2020/21 2021/22 2022/23 Explanation of Performance Page 219 of 354
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21 Indicator Status Value Target Value Target Value Target Target 01 Street Cleanliness Score - % of areas assessed as clean 94.5% 92% 93.6% 92% Data for 2021/22 will not be published until February 2023 92% 92% The percentage of Renfrewshire's street assessed as clean was 93.6% for 2020/21. This figure is provisional and is awaiting verification by Keep Scotland Beautiful. The cleanliness score is based on 3 sample surveys carried out throughout the year by both the Council and Keep Scotland Beautiful (KSB). This score represents the percentage of areas assessed as acceptably clean (categories A and B) using KSB’s Local Environmental Audit and Management System (LEAMS) methodology. 02 Amount of CO2 emitted by the public vehicle fleet 3,427 2,730 2,992 3,250 3,223 3,000 3,000 The amount of CO2 emitted by the public vehicle fleet has increased from 2,992 in 2020/21 to 3,223 in 2021/22. This is above target of 3,000 but reflects the increased vehicle use because of the requirement to maintain social distancing throughout the COVID-19 pandemic. 03 % of the vehicle fleet which uses alternative fuels, such as electricity 18.2% 23.7% 23% 21% 25% 25% 25% Renfrewshire Council have purchased 14 Electric Vehicles to add to our zero emissions fleet of cars, light vans, minibuses and large goods vehicles resulting in almost a quarter of the fleet now using alternative fuel sources. We currently operate 116 electric vehicles up to and including two 5 tonne fully electric buses. This has reduced from 130 vehicles. There are electric bicycles at HQ. Pool fleet is 100% electric. Page 220 of 354
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22 Council Plan Strategic Outcome 4: Creating a sustainable Renfrewshire for all to enjoy Performance Indicators Code Performance Indicator Current Status 2019/20 2020/21 2021/22 2022/23 Explanation of Performance Value Target Value Target Value Target Target The service continue to consider alternative fuels such as HVO, hydrogen and hybrid technology. 04 Reduce the amount of CO2 emitted from public space lighting 1,493 1,750 1,368 1,700 1,246 1,700 1,500 There has been a slight reduction in CO2 emissions from public space lighting due to a small number of the remaining ‘conventional’ lanterns transferring to LED. This figure shows an improvement in 2021/22 compared to the previous year. There was a 10% reduction in CO2 between 2020/21 and 2021/22. Any future improvements will level out as the LED programme is substantially complete. 05 % of bins uplifted first time 99.8% 99.9% 99.8% 99.9% 99.8% 99.9% 99.9% The percentage of bins uplifted first time in 21/22 was 99.8%. This is slightly below target of 99.9% however the service was working under the difficult early stages of the COVID-19 pandemic with the associated staff shortages as result of employees shielding and isolating. The service was supported by staff from other service areas within the department and continued to provide full refuse collection services throughout this period. 07 Complete Inspection process New performance 6% 40% 38% 20% 100% All of the highest risk memorials have now been inspected and staff are currently working through Page 221 of 354
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23 Council Plan Strategic Outcome 4: Creating a sustainable Renfrewshire for all to enjoy Performance Indicators Code Performance Indicator Current Status 2019/20 2020/21 2021/22 2022/23 Explanation of Performance Value Target Value Target Value Target Target for all headstones and burial grounds indicator 2020/21 the memorials deemed medium risk. The Council is committed to providing a safe and welcoming environment for visitors and our staff in Renfrewshire cemeteries and churchyards, with all work carried out as respectfully as possible. A policy for the inspection of memorial monuments and headstones outlines procedure and any dangerous or unsafe memorials are laid flat to ensure the safety of all staff and visitors. Whilst we recognise the sensitivities and importance of these graves, we will continue to ensure they are managed respectfully and sensitively preserved while we carry out the required safety measures. Council Plan Strategic Outcome 4: Reshaping our place, our economy and our future Performance Indicators Code Performance Indicator Current Status 2019 2020 2021 2022 Explanation of Performance Value Target Value Target Value Target Target 08 % of Household Waste Recycled (Calendar year 53% 54% 49.1% 54% Awaiting Data 50% 50% Awaiting verified Data from SEPA Page 222 of 354
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24 Council Plan Strategic Outcome 4: Creating a sustainable Renfrewshire for all to enjoy Performance Indicators Code Performance Indicator Current Status 2019/20 2020/21 2021/22 2022/23 Explanation of Performance Value Target Value Target Value Target Target data) (LGBF Indicator) Awaiting verified Data from SEPA 09 % of Household waste collected which is landfilled (Calendar year data) 5.7% 16% 9.5% 16% Awaiting Data 5% 5% Page 223 of 354
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25 Council Plan Strategic Outcome 5: Working together to improve outcomes Priority Actions Code Action Status Progress Due Date Update 01 Provide our employees with the appropriate support to manage their attendance, health and wellbeing 31 March 2022 Work on the Council’s Business World system continues to ensure that required information is available to managers. Environment & Infrastructure continue to support delivery of the Corporate Health and Well Being Strategy. 02 Implement the Council’s People’s Strategy 31-Mar-2022 The Organisational Development Strategy has been implemented across all areas of Environment & Infrastructure and will be reflected in the Council’s new People’s Strategy. 03 Active participation in Council’s Right for Renfrewshire Transformational Programme 31-Mar-2022 The service engaged with the first phase of Right for Renfrewshire and will continue to support the recommencement of this aligned with any existing service reviews. 04 Better use of data and technology to improve services performance and delivery 31-Mar-2022 The service has developed apps to support officers in delivering frontline operational requirements. It has implemented an online process for special uplifts provided through the Council’s customer account portal, “MyAccount”. A Gully App has also been developed to support gully maintenance. A new data analytics approach to how management information is used to support service improvement has been rolled out across each service area. Page 224 of 354
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26 Council Plan Strategic Outcome 5: Working together to improve outcomes Priority Actions Code Action Status Progress Due Date Update 05 Deliver agreed operational efficiencies through fleet utilisation and rationalisation 31-Mar-2022 The utilisation and rationalisation process is beginning to recommence as the COVID-19 and social distancing guidelines are being relaxed. Additional hire vehicles, hired in for the pandemic are being assessed for utilisation and if possible ‘off-hired’. Fleet utilisation and the efficiency of the sustainable transport fleet are continuously being monitored and assessed along with a recharging and booking process, which along with introduction of the Underwood Rd pool fleet should increase the opportunity for reduction. All hire vehicles used in Waste Operations were returned November 2021. The service has returned to using solely our core fleet vehicles. 06 Provide an integrated FM service across the Council for public building and housing repairs and compliance 31-Mar-2022 The consultant report has been delayed, the progress bar should remain at 50% and the date moved to 31 March 2023. This was due to COVID and we now have an election and will not be able to take forward until post-election. 07 Deliver improvements in the Council’s Cemeteries estate 31-Mar-2023 During the first 6 months of 2021/22 a new French drain has been constructed adjacent the rear end of the north wall of Hawkhead Cemetery. This will improve drainage in this section of the cemetery and will connect up drainage works carried out in 2019. Further drainage works are planned in the area adjacent to the Scotts Road/Hawkhead Road section Page 225 of 354
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27 Council Plan Strategic Outcome 5: Working together to improve outcomes Priority Actions Code Action Status Progress Due Date Update of the cemetery which will eliminate historical flooding in this section of the site. These new works will tie into the drainage system completed in 2018/19. Engineering and tree works have been completed inside and adjacent to the soil storage compound again, to improve the drainage in this section of the cemetery and to enhance the aesthetics in this operational area of the site. The current container storage units will be replaced with a purpose-built units in 2022/23 to house the plant and equipment used on site. There is a plan in place to renew signage across all cemeteries before the end of 2022/23. 08 Support the Council to implement the Business World system 31-Mar-2022 Environment & Infrastructure continue to participate in user briefing sessions and staff training to support the implementation of Business World. 09 Embed new approaches to staff engagement across all areas of the service 31-Mar-2022 The service’s staff panel and newsletter were impacted by the COVID-19 restrictions and guidelines. However, staff were kept up to date through letters from the Director and the service were well represented in the Staff Weekly news and letters which were the main vehicles for communicating with staff during the pandemic. Page 226 of 354
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28 Council Plan Strategic Outcome 5: Working together to improve outcomes Priority Actions Code Action Status Progress Due Date Update 10 Ensure robust and up to date business continuity arrangements are in place 31-Mar-2022 The service’s Resilience Management Team hold quarterly meetings chaired by Head of Operations and Infrastructure to review recent incidents and lessons learned, business continuity exercises and any training required. 11 Review and maintain continuous improvement frameworks 31-Mar-2022 The most recent BSi Audit for Operations & Infrastructure was successfully completed in March 2022. There are a number of corrective actions being taken forward through a working group to ensure improvements and preventative actions are in place. Following a review of the service’s continuous improvements framework the Senior Leadership Team agreed that Facilities Management would no longer participate in ISO 9001 Quality Management. The service will continue to explore appropriate improvement frameworks during 2021/22. 12 Review Health & Safety and Risk Assessments in line with COVID-19 requirements 31-Mar-2022 The review of Health and Safety risk assessments has progressed in the first six months of this financial year. A working group has been established and meets on a regular basis to take forward the review. However, works required by our colleagues in Corporate Health and Safety has been delayed due to Covid and to other priorities. The required works to enable the Risk Assessment Process to go live are in the programmed list and will be undertaken as soon as possible. Page 227 of 354
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29 Council Plan Strategic Outcome 5: Working together to improve outcomes Priority Actions Code Action Status Progress Due Date Update 13 Ensure robust financial monitoring is in place to support the COVID-19 recovery 31-Mar-2022 The Senior Leadership Team and service managers meet on a period by period basis with Finance to monitor budgets 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 in the COVID-19 recovery phase. Page 228 of 354
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30 Council Plan Strategic Outcome 5: Working together to improve outcomes Performance Indicators Code Performance Indicator Current Status 2019/20 2020/21 2021/22 2022/23 Explanation of Performance Value Target Value Target Value Target Target 01 Average number of work days lost through sickness absence per employee (FTE) (cumulative) 16.44 13.7 17.02 13.7 15.5 13.7 13.7 During the last year absence rates have been slightly above target. This has been exacerbated by some long-term absences who were awaiting NHS appointments or treatment, which were delayed because of the impact of Covid. We have been working with our employees to facilitate their return to work and the absence rates are decreasing. The two main reasons for absence are musculoskeletal and joint disorders accounting for 30.50% and psychological (non-work related) absence accounting for 30.06%. Operational staff have been working hard to help address mental health issues across the workforce and we now have a team of mental health first aiders within the department. 02 % of members enquiries completed within timescale by E&I 85% 85% 86.4% 85% 86.7% 85% 85% Environment & Infrastructure received 4,722 members enquiries in 2021/22, of which 86.7% were responded to within timescale. This is an improvement on the performance for 2020/21 when there were 5,047 members enquiries, of which 86.4% were responded to within timescale. Page 229 of 354
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31 Council Plan Strategic Outcome 5: Working together to improve outcomes Performance Indicators Code Performance Indicator Current Status 2019/20 2020/21 2021/22 2022/23 Explanation of Performance Value Target Value Target Value Target Target 03 % of FOI requests completed within timescale by E&I 96% 97% 96% 100% 99% 100% 100% Environment & Infrastructure dealt with 367 Freedom of Information requests in 2021/22, of which 363 (99%) were responded to within timescale. 128 of these requests were cross departmental and 239 were departmental. Environment & Infrastructure received 6,609 front line resolutions in 2021/22, of which 80.8% were responded to within timescale. Technical difficulties at the start of the year have resulted in lower than target response times. As the year progressed, this was resolved, and target timescales were exceeded. In 2021/22 the service had dealt with 732 complaint investigations 64.8% of which were dealt with within the agreed timescale. As with frontline resolution complaints performance at the start of the year was impacted by technical issues and staff changes. The performance in the second half of the year has improved considerably. 04 % of front line resolutions dealt with within timescale by E&I 85% 100% 75% 100% 80.8% 85% 85% 05 % of complaint investigations completed within timescale by E&I 85% 100% 58% 95% 64.8% 95% 85% Page 230 of 354
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32 Council Plan Strategic Outcome 5: Working together to improve outcomes Performance Indicators Code Performance Indicator Current Status 2019/20 2020/21 2021/22 2022/23 Explanation of Performance Value Target Value Target Value Target Target 06 Cost of Maintenance per Kilometre of roads (LGBF Indicator) £17,932 N/A £17,495 N/A Data for 2021/22 will not be published until February 2023 N/A N/A The data is published by the Improvement Service on an annual basis as part of the Local Government Benchmarking Framework and is extracted from the LFR information from the Scottish Government website. Renfrewshire’s ranking remained 26th between 2019/20 and 2020/21. The 2020/21 costs reflect the £8m roads capital investment programme allocation expenditure on roads and pavements. This significant capital allocation to roads improvements is expected to lead to ongoing performance of above average spend reflecting the current focus on investment in the roads infrastructure. Data for 2021/22 will not be published until February 2023. (LGBF indicator) 07 % of adults satisfied with parks and open spaces (LGBF Indicator) 83.77% N/A 83.5% N/A Data for 2021/22 will not be published until February 2023 N/A N/A This is an indicator from the Local Government Benchmarking Framework extracted from the results of the Scottish Household Survey – Renfrewshire’s ranking moved from 17th in 2019/20 to 18th in 2020/21. Data for 2021/22 will not be published until February 2023. (LGBF Indicator) Page 231 of 354
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33 Council Plan Strategic Outcome 5: Working together to improve outcomes Performance Indicators Code Performance Indicator Current Status 2019/20 2020/21 2021/22 2022/23 Explanation of Performance Value Target Value Target Value Target Target 08 Cost of parks and open spaces per 1,000 of the population (LGBF Indicator) £25,221 N/A £28,240 N/A Data for 2021/22 will not be published until February 2023 N/A N/A This is an indicator from the Local Government Benchmarking Framework extracted from the LFR information from the Scottish Government – Renfrewshire’s ranking moved from 26th in 2019/20 to 27th in 2020/21. Data for 2021/22 will not be published until February 2023. The increased costs of parks and open spaces per 1,000 population for 2019/20 reflects internal changes to how income is included on the Local Finance Return, as the 2019/20 costs now include recharges to other council services. A further increase in costs can be attributed to the pay award and the additional funding received for environmental improvements. (LGBF Indicator) 09 % of adults satisfied with refuse collection (LGBF Indicator) 79.63% N/A 70.63% N/A Data for 2021/22 will not be published until February 2023 N/A N/A This is an indicator from the Local Government Benchmarking Framework extracted from the results of the Scottish Household Survey – Renfrewshire’s ranking moved from 20th in 2019/20 to 24th in 2020/21. Data for 2021/22 will not be published until February 2023. (LGBF Indicator) Page 232 of 354
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34 Council Plan Strategic Outcome 5: Working together to improve outcomes Performance Indicators Code Performance Indicator Current Status 2019/20 2020/21 2021/22 2022/23 Explanation of Performance Value Target Value Target Value Target Target 10 Net cost of waste collection per premise (LGBF Indicator) £67.82 N/A £66.66 N/A Data for 2021/22 will not be published until February 2023 N/A N/A This data is published by the Improvement Service on an annual basis as part of the LGBF Framework and is extracted from the LFR information from the Scottish Government website. Renfrewshire's ranking moved from 20th in 2019/20 to 15th in 2020/21. Data for 2021/22 will not be published until February 2023. (LGBF Indicator) 11 Net cost of waste disposal per premise (LGBF Indicator) £106.52 N/A £61.59 N/A Data for 2021/22 will not be published until February 2023 N/A N/A This data is published by the Improvement Service on an annual basis as part of the LGBF Framework and is extracted from the LFR information from the Scottish Government website. Renfrewshire's ranking moved from 23rd in 2019/20 to 3rd in 2020/21. Data for 2021/22 will not be published until February 2023. (LGBF Indicator) 12 % of adults satisfied with street cleaning (LGBF Indicator) 60.1% N/A 52.77% N/A Data for 2021/22 will not be published until February 2023 N/A N/A This is an indicator from the Local Government Benchmarking Framework extracted from the results of the Scottish Household Survey – Renfrewshire's ranking moved from 29th in 2019/20 to 31st in 2020/21. Data for 2021/22 will not be published February 2023. Page 233 of 354
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35 Council Plan Strategic Outcome 5: Working together to improve outcomes Performance Indicators Code Performance Indicator Current Status 2019/20 2020/21 2021/22 2022/23 Explanation of Performance Value Target Value Target Value Target Target (LGBF Indicator) 13 Net cost of street cleaning per 1,000 of the population (LGBF Indicator) £5,974 N/A £6,472 N/A Data for 2021/22 will not be published until February 2023 N/A N/A This data is published by the Improvement Service on an annual basis as part of the LGBF Framework and is extracted from the LFR information from the Scottish Government website. Renfrewshire's ranking moved from 1st in 2019/20 to 2nd in 2020/21. Data for 2020/21 will not be published until February 2023. (LGBF Indicator) Page 234 of 354
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_________________________________________________________________ To: Finance, Resources and Customer Services Policy Board On: 15 June 2022 __________________________________________________________________ Report by: Director of Finance and Resources __________________________________________________________________ Heading: Civic Hospitality __________________________________________________________________ 1. Summary 1.1 The following request for civic hospitality has been received for financial year 2022/23. a) Correspondence has been received from Lodge Paisley St. Mirrins’ No 129 requesting civic hospitality to accompany their 250th Anniversary celebrations on 10th September 2022. They have suggested the possibility of a civic reception for 100 people at the Charleston Bowling Club, Paisley. Following consultation with the Provost, it is proposed that the Board agree to provide hospitality in the form of a dinner on 10th September 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 £16,410. Item 8 Page 235 of 354
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2. Recommendations 2.1 That the Board agrees to: (a) provide the hospitality as detailed above for Lodge Paisley St. Mirrin’s No 129; (b) that it be delegated to the Director of Finance & Resources in consultation with the Provost to make the necessary arrangements. 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. 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 – Letter from Lodge Paisley St. Mirrins’ No 129 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 236 of 354
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___________________________________________________________________ To: Finance, Resources and Customer Services Policy Board On: 15 June 2022 ___________________________________________________________________ Report by: Director of Finance & Resources ___________________________________________________________________ Heading: Charitable Registration of Common Good Funds ___________________________________________________________________ 1. Summary 1.1. On 5 September 2018, following a report from the Director of Finance and Resources, the Board agreed to submit a formal application to the Office of the Scottish Charity Regulator (OSCR) requesting the de-registration of the Paisley Common Good Fund SCO19478, Renfrew Common Good Fund SCO19479 and Johnstone Common Good Fund SCO19480. 1.2. A request was submitted to OSCR in 2018 and, due to their staff turnover followed by COVID-19 related delays, a response was only received by the Council from OSCR in March 2022. 2. Recommendations 2.1 (a) Following approval from the Board in 2018 and OSCR’s recent confirmation of the position, Members are asked to note that withdrawal in accordance with the Section 30 route will be selected to progress de-registration of Renfrewshire’s Common Good Funds from the OSCR register. (b) Members are asked to approve delegated authority to the Director of Finance and Resources to write to OSCR on behalf of the Board in this regard. Item 9 Page 237 of 354
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3. Background 3.1 The three Common Good Funds controlled by the Council (Paisley, Renfrew and Johnstone) are registered with the Office of the Scottish Charity Regulator (OSCR) as charities, each in their own right. The original registration of the Funds as charities was made many years ago when charity registration was managed by HM Revenue & Customs, possibly to take advantage of tax benefits available at the time with regards investment income, particularly in relation to share dividends. These tax benefits are no longer available, and there exists an anomalous position whereby the majority of common good funds controlled by Scottish local authorities are not registered as charities. 3.2 The provisions of local government legislation in relation to the use of Common Good Funds would suggest that there is a question as to whether any Common Good Fund should be registered as a charity. 3.3 In addition, there are particular costs associated with the accounting and auditing arrangements for charities, which the Common Good Funds currently bear, and that could be mitigated were the Funds not registered as charities. 4. Response from OSCR 4.1 OSCR has now advised that Renfrewshire’s Common Good Funds do not meet the charity test on two grounds, as follows: 1. Common Good Funds are not ‘bodies’ as required by section 7 of the Charities and Trustee Investment (Scotland) Act 2005 (the 2005 Act). Although common good property is held in trust by Scottish local authorities, this arrangement does not involve the creation of a trust or any other form of body that is separate in identity from the administering local authority. 2. The application of common good property is not confined to charitable purposes, again as required by section 7 of the 2005 Act. Common Good property vested in local authorities must (in the case of Renfrewshire) be administered having regard to the interests of the local inhabitants, but this is a broad discretion, which is not limited to charitable purposes as defined under the Act. 4.2 OSCR concludes that the Renfrewshire Common Good Funds should therefore be removed from the Scottish Charity Register. There are two mechanisms available in the Charities and Trustee Investment (Scotland) Act 2005 to progress this: Section 18 and Section 30. Section 18 removal would result in OSCR removing the Funds from the register of charities within 28 days of receiving an application from the charity. It does not require an inquiry report to be published and there is no right of appeal. Page 238 of 354
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Section 30 removal arises where a charity no longer meets the charity test and in such a case, OSCR would either advise mitigating steps, or move to de-register the charity. An inquiry report would then be published by OSCR. This process is longer because, as a formal decision, it is subject to the provisions of Chapter 10 of the 2005 Act regarding notice periods and also the decision is reviewable on request by the person or body that is the subject of the decision (there is no third party right to make representations). 4.3 Given the significant public interest in this change, the Section 30 option is considered to be the most transparent and appropriate route for the basis of the withdrawal application. __________________________________________________________________________________ Implications of the Report 1. Financial - The Common Good Funds of Paisley, Renfrew and Johnstone spent a total of £4,660 on audit costs in 2021/22. This would not be chargeable to the Common Good Funds once de-registration is complete. 2. HR & Organisational Development – none arising from this report. 3. Community/Council Planning – none arising from this report. 4. Legal – The Office of the Scottish Charity Regulator has advised that the Common Good Funds of Paisley, Renfrew and Johnstone do not meet the charity test required by the Charities and Trustee Investment (Scotland) Act 2005 and that the Renfrewshire Common Good Funds should be removed from the Scottish Charity Register. 5. Property/Assets - none arising from this report. 6. Information Technology - none arising from this report. 7. Equality & Human Rights - none arising from this report. 8. Health & Safety - none arising from this report. 9. Procurement – none arising from this report. 10. Risk – none arising from this report. 11. Privacy Impact - none arising from this report. 12. Cosla Policy Position – none arising from this report. 13. Climate Risk – none arising from this report. __________________________________________________________________________________ Author: Alastair MacArthur, Director of Finance & Resources Background Report: Charitable Registration of Common Good Funds, Finance, Resources and Customer Services Policy Board, 5 September 2018. Document.ashx (cmis.uk.com) Page 239 of 354
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___________________________________________________________________ To: Finance, Resources and Customer Services Policy Board On: 15 June 2022 ___________________________________________________________________ Report by: Chief Executive ___________________________________________________________________ Heading: Oakshaw Trinity Church Tower – Urgent repairs to Common Good property ___________________________________________________________________ 1. Summary 1.1 This report provides an update on urgent repairs which are required at Oakshaw Trinity Church Tower and proposes to meet those costs from a combination of the Paisley Common Good Fund and the Place Based Investment Programme. ___________________________________________________________________ 2. Recommendations 2.1 It is recommended that Board: (i) agree that the Paisley Common Good Fund meet the £11,597 costs of recent emergency repairs to the Oakshaw Trinity Church Tower, met to date from the Council’s Property Repairs Budget. (ii) agree to a 50% or £50,000 contribution, which ever is lower, to be matched by the Place Based Investment Programme, from the Paisley Common Good Fund to implement full repair works to the Church Tower. _________________________________________________________ 3. Background 3.1 The Oakshaw Trinity Church and Clock Tower are Grade A Listed structures in the Paisley Conservation Area. Rather unusually the Tower and Church are under different ownerships, with the Tower held on the Paisley Common Good and the Church owned and occupied by the Church of Scotland. 3.2 In late 2021, Council officers were alerted to significant water ingress and deterioration of the tower and weathervane by church staff. Item 10 Page 241 of 354
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An immediate physical assessment was carried out and a working group was created to develop a strategy for the required repairs and their funding. 3.4 By March 2022 the working group had found that the weathervane was moving from side-to-side and had displaced some of the stonework at the top of the tower. The church was advised of the risks this posed to the church staff and public. The decision was made to close the church and emergency repairs were carried out with an aim of securing the tower and weathervane. 3.4 The work undertaken has stabilised the upper section of stone masonry, but further works are required as it was not possible to fully stabilise the weathervane and therefore the church remains closed. The congregation is using the Wynd Centre for church service on a temporary basis. 3.3 Due to the listed status and complexity of the building, officers have engaged a specialist conservation architect and engineer to advise on the required works for both urgent and longer-term repairs to the tower. 4. Next Steps 4.1 Full extensive works are urgently required to repair the weathervane and tower structure to allow the church to reopen, prevent continued water ingress, and ensure the viability of this Grade A listed building. 4.2 The conservation architect has been asked to act as project lead to carry out the following: Further necessary assessment of tower and weathervane. Define required methodology and repairs plan. Production of technical drawings. Liaison with Historic Environment Scotland and submission of statutory consents. Preparation of Cost Plan (to assist procurement process). Contract supervision and recommendation (Renfrewshire Council to manage procurement). Management / project lead for programme of works. 5. Funding 5.1 To date all works have been met from Environment and Infrastructure’s property repairs budget. These have amounted to £11,597. The next phase of works, to fully resolve the issues, are estimated at £90,000 - £120,000. The potential for external funding for these repairs, from Historic Environment Scotland for instance, is very limited and therefore funding from within the Council needs to be identified to resolve the situation with the urgency required. 5.2 With the tower being Common Good property this report seeks approval for the emergency works to date to be met from the Common Good budget. For the next phase of works it should be noted that the Leadership Board of September 2021 considered how the Scottish Government grant fund, the Place Based Investment Programme (PBIP), should be prioritised in Renfrewshire. Page 242 of 354
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Urgent repairs to strategic buildings was named as a key area for investment. It is therefore proposed that these next works are split between PBIP and Common Good, with the Common Good Fund paying 50% or £50,000, whichever is the lower figure. ___________________________________________________________________ Implications of the Report 1. Financial – As detailed in Section 5 of the report. 2. HR & Organisational Development – None. Community Planning - Reshaping our place, our economy, and our future: Renfrewshire Council is working with stakeholders to maximise the opportunities for culturally led regeneration, providing support to make best use of heritage assets. - Building strong, safe, and resilient communities: working in partnership with local groups and organisations to achieve positive outcomes. 3. Legal - A contract will be drafted with assistance from the Council’s legal and insurance sections for the establishment of the conservation architect (project lead) and sub-consultants. 4. Property/Assets - Oakshaw Trinity Church Tower is held on the Paisley Common Good. 5. Information Technology – None. 6. Equality and 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. An Equality Impact Assessment is being prepared as part of the project requirements. 7. Health and Safety – A Health and Safety strategy would be developed for the project and will be applied at all relevant project stages. 8. Procurement – All professional and contractor appointments will be conducted in accordance with the Council’s procurement processes. 9. Risks - A Risk Register will be produced for the project and will be managed and maintained throughout the project lifetime. 10. Privacy Impact – None. Page 243 of 354
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11. Cosla Policy Position - Not applicable. _________________________________________________________ List of Background Papers – Report to Leadership Board, 15 September 2021 “Place Based Investment Fund 2021/22” ___________________________________________________________________ Author: Stuart McMillan, Regeneration and Place Manager Stuart.mcmillan@renfrewshire.gov.uk Tel: 07958 009520 Page 244 of 354
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___________________________________________________________________ To: Finance, Resources and Customer Services Policy Board On: 15 June 2022 Report By: Chief Executive Heading: Chief Executive’s Service – Annual Health and Safety Report 2021/2022 and Action Plan 2022/2023 1. Summary 1.1 The Council’s Health, Safety and Wellbeing Policy requires each service to submit an annual report and an annual Health and Safety action plan to the relevant Policy Board. 1.2 The Chief Executive’s Service annual progress report is attached as Appendix 1. It sets out the arrangements for the management of health, safety and wellbeing within the service, demonstrates the service’s commitment to continuous improvement in health and safety performance in accordance with the Corporate Health, Safety and Wellbeing Strategy 2019-2022 and summarises the achievements from 1 April 2021 to 31 March 2022. This report also provides information on the impact that the Covid-19 pandemic has had on health and safety arrangements for Chief Executive’s Service. 1.3 In terms of looking forward, the Chief Executive’s Service action plan for 2022/2023 is attached as Appendix 2 to this report. It sets out the planned actions the service will undertake during 2022/2023, outlining the service’s commitment to continuous improvement in health and safety performance in accordance with the Corporate Health, Safety and Wellbeing Strategy 2019-2022. This year’s action plan includes a specific action recognising the recovery phase from the Covid-19 pandemic, ensuring the continuation of employee safety and awareness. ________________________________________________________ 2. Recommendations 2.1 It is recommended that the Finance, Resources and Customer Services Policy Board: i) notes the content of the annual report attached at Appendix 1; and Item 11 Page 245 of 354
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ii) approves the Chief Executive’s Service health and safety action plan for 2022/2023 at Appendix 2. __________________________________________________________________ 3. Background 3.1 The Chief Executive’s Service delivers a range of strategic services within the organisation. We do this through a range of activities delivered across our service areas: policy and commissioning, economy and development, City Deal and infrastructure, and communications, marketing and events. Our services are delivered by 227 employees, led by the Chief Executive who is supported by the Head of Policy and Commissioning, the Head of Marketing and Communications, the Head of Economy and Development, and the Programme Director (City Deal and Infrastructure). 3.2 In addition to the core activities, the service assumed a number of new responsibilities in support of the pandemic response and has delivered new services in line with local and national requirements such as the neighbourhood hubs, supporting Renfrewshire’s mass vaccination centres and administering all new business grants applications. The service also led on all communications and public information activities both internally and externally during this period. 3.3 The Chief Executive’s Service Head of Policy and Commissioning is the lead officer for health and safety within the service and is supported by the Strategy, Policy and Insight Manager. Health and safety remains a key priority within the service with the annual report being reviewed by the senior management team. 3.4 The Chief Executive’s Service has a proactive approach and commitment to health and safety which is supported by the service’s working group. The Council will be progressing and moving to the ISO 45001:2018 Occupational Health and Safety Management system. This international standard replaces BS OHSAS: 18001 and sets the framework for an effective system to control health and safety risks to employees. The working group will be integral to achieving this with the support of managers. 3.5 As with other Council services, the majority of employees have been working from home during the pandemic. The service has adapted its processes and procedures to ensure that standards for all employees working from home are maintained, with the health and wellbeing of employees being a priority. The service’s health and safety working group has continued to meet virtually, with the current focus being wellbeing, intervention, and Display Screen Equipment self-assessments for all employees. The group have cascaded all corporate health and safety bulletins and Page 246 of 354
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undertaken regular monitoring to ensure an annual DSE assessment has been completed for employees within the Business World system. Heads of Service and managers have had regular wellbeing ‘check ins’ with their employees and completed Occupational Health assessments if additional support is required. 3.6 The annual report 2021/2022 (Appendix 1) provides information on the implementation of the Council’s health, safety and wellbeing policy including the management of health and safety within the service; oversight arrangements for health and safety management and overview of health and safety during 2021/2022. 3.7 The action plan 2022/2023 identifies areas for future and continued action which is included as Appendix 2 to this report. The action plan is monitored on a quarterly basis by the service’s health and safety working group and an annual progress report will be presented to the Finance, Resources and Customer Services Policy Board in Spring 2023. 3.8 The preparation of this annual report and action plan has been supported by the Finance and Resources, People and OD (FAR, People & OD) Health and Safety Team. Implications of the Report 1. Financial Implications – none 2. HR & Organisational Development Implications – none 3. Community/Council Planning Implications – none 4. Legal Implications – none 5. Property/Assets Implications – none 6. Information Technology Implications – none 7. Equality & Human Rights Implications - The Recommendations contained within this report have not been assessed as the report is for noting only. 8. Health & Safety Implications - The report supports and demonstrates the Council and the Chief Executive’s service’s commitment to ensuring effective health and safety management. 9. Procurement Implications - None. 10. Risk Implications - The report supports the overarching management of risk within Renfrewshire Council. 11. Privacy Impact Implications - None. Page 247 of 354
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12. Cosla Policy position – None 13. Climate Risk - None ___________________________________________________________________ List of Background Papers None ___________________________________________________________________ Author: Pamela McDonald, pamela.mcdonald@renfrewshire.gov.uk Page 248 of 354
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APPENDIX 1 CHIEF EXECUTIVE’S SERVICE ANNUAL HEALTH & SAFETY REPORT Overview of 2021/2022 Page 249 of 354
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1. Introduction 1.1 This annual report has been prepared by the Chief Executive’s Service in accordance with Renfrewshire Council’s Health, Safety and Wellbeing Policy and Plan as well as the Corporate Health, Safety and Wellbeing Strategy 2019-2022 the purpose of which is to evaluate the health and safety performance of the service and set future health and safety objectives. 2. Management of health and safety within the service 2.1 The corporate policy on health, safety and wellbeing was revised and approved in December 2021. The current policy outlines the organisational responsibilities of the Chief Executive, managers, employees and others (eg fire wardens, first aiders) with regard to health and safety. The following details are included: the health and safety arrangements within the service; the specific information regarding health and safety advice and training; and how to raise health and safety concerns and how to report an accident. 2.2 The policy is available for employees to read within the service or from the Chief Executive’s Service health and safety page on the intranet. While the Chief Executive has overall responsibility for the implementation of the policy, the Senior Management Team and managers have a general responsibility to ensure that safe conditions of work apply at all times. 2.3 The service’s strategy aims to ensure that health and safety is an integral part of the overall management of the service and the service continually seeks ways to ensure a safe workplace for all employees. 3. Organisation for implementing health and safety management 3.1 The Head of Policy and Commissioning is the lead officer for health and safety within the Chief Executive’s Service and is supported by the Strategy, Policy and Insight Manager who has responsibility for co-ordinating health and safety issues within the service and any areas of concern can be raised directly. This ensures that health and safety remains a high profile issue within the service and is dealt with at a senior level. Health and safety issues can also be raised at regular section meetings and passed on to the health and safety co-ordinator to action. 3.2 The service’s health and safety co-ordinator is a member of the Corporate Health and Safety Committee. Details of any health and safety issues relevant to the service are discussed at the quarterly meetings of the committee. These are then circulated to officers in the working group by e-mail (all employees have access to e-mail) who then disseminate the information locally to managers and employees. This should then be discussed at team meetings at which health and safety is a standing agenda item. Page 250 of 354
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3.3 The Health and Safety Committee, in addition to the functions listed above, also acts as a sounding board in respect of issues that arise within the service in relation to health and safety matters. Members of the committee provide a mechanism to disseminate consistent practice across the Council. 3.4 The service has a working group which meets quarterly (currently virtually) with a key current priority being Display Screen Equipment self-assessments for all employees. The working group is made up of representatives from across the service and a member of the FAR, People & OD, Health and Safety team. 3.5 These arrangements help promote the communication of health and safety information within the service, provide an opportunity for all officers to bring any health and safety issues to the attention of their line manager and/or health and safety co-ordinator while at the same time ensuring that health and safety retains its high profile within the service. In addition, virtual meetings and regular one to ones allows employees to raise issues, discuss concerns and seek any health and safety information with their line manager/Head of Service. 4. Overview of Health & Safety during 2021/22 4.1 The Council’s FAR, People & OD, Health and Safety team have been responding to national developments in terms of coronavirus testing and Renfrewshire’s mass vaccination centres whilst also ensuring that Council employees are kept safe and have access to information and support for their health and wellbeing. 4.2 As a service, the communications team have provided regular health and safety updates to employees throughout the pandemic and regular wellbeing features have been communicated in employee newsletters. There is a dedicated Health, Safety and Wellbeing at Work section on the Council’s website specifically for employees. It includes advice on PPE, carrying out a home visit or travelling in vehicles and an employee wellbeing guide. The guide contains practical guidance on working from home, with hints and tips on setting up a workstation, keeping fit and healthy, supporting mental health and a list of useful contacts of support available. The service will continue to review any new guidance and advice provided on Covid-19 precautions and where appropriate further liaise with FAR, People & OD, Health and Safety on its implementation. 4.3 A webpage was launched late summer dedicated to supporting employees for the reopening of Renfrewshire House with the launch of a mandatory Return to Renfrewshire House iLearn module and a Return to the Workplace form. A desk booking system was established to enable employees access to desks (including DSE specialised equipment where applicable). In addition, the service also occupies office accommodation at 5 High Street, Paisley and the Russell Institute, Paisley both of which have reopened in line with guidance and support from FAR, People & OD, Health and Safety team. 5. Planning and setting standards 5.1 The service works with FAR, People & OD, Health and Safety team to identify any potential occupational health risks within the service. Three areas have been Page 251 of 354
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identified as potential hazards in an office environment, regardless of the location as we operate from multiple buildings and/or in the current working from home environment for the service. The ongoing monitoring and evaluation ensures improvement actions are being taken where required. These three areas are: Display Screen Equipment (DSE) / ergonomics; Musculoskeletal hazards; and Wellbeing - isolation from working from home/stress 5.2 In addition, the events team manage a programme of public events each of which are individually risk assessed. A bespoke Event Management Pack is created in conjunction with multi agency partners and Council services for each event, with public safety the main priority. Due to the ongoing restrictions on mass gatherings the live major events programme for 2021 was delivered in a hybrid model with some events taking place in digital and in-person and others entirely digital. A new design and delivery model for in-person events was delivered in 2021 with single points of focus removed from programming in favour of a content, installations and activity spread over a larger physical area and most activity running over several days/weekends rather than one off main stage events. 5.3 An interim events strategy was developed in January 2022 and will be in place for the 2022/23 programmes to support the recovery and return of live events and the impact of the current capital infrastructure programme on the available event site footprints across the town centre. 5.4 The Executive Events Group chaired by the Head of Marketing, Comms and Events with membership from Events, Health and Safety, Civil Contingencies, Risk Management and Regulatory Services have oversight of all event management plans and provide final sign off on the major events management and delivery plans. 5.5 The Neighbourhood Hub model which was put into place as part of the initial pandemic response has continued throughout 2021/22, supported by colleagues across the Council and our partners. The hub teams have provided support services to over 1500 households since the start of the lockdown period. Health and safety assessments were completed for all three locations and PPE was secured for all staff working there. The longer term model of the service is currently under review as part of Right for Renfrewshire. 5.6 Arrangements are in place to ensure that all employees undertake the display screen equipment iLearn training course on the Council’s intranet and a display screen equipment self-assessment is carried out by all employees using the form located on Business World. DSE self-assessments should be carried out annually and monitored by managers. These assessments ensure that all workstations within the service comply with best practice. New and expectant mother risk assessments are also carried out; other hazards should also be considered within risk assessments which may include stress or lone working as examples. 5.7 Fire safety is a highlighted risk within the service and this is controlled by fire evacuation drills, risk assessments and training all of which raise awareness amongst employees. Page 252 of 354
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6. Training 6.1 Health & Safety training is integral to the service’s approach to health and safety. Courses are included in the corporate training planner as well as a number of modules on iLearn. 6.2 Employees who attend health and safety training are reminded that course evaluations should be undertaken by the delegate to provide feedback. 7. Active monitoring 7.1 The Chief Executive’s service health and safety working group is made up of representatives from across the service and a member of the FAR, People & OD, Health and Safety team meets quarterly, monitoring actions through the reporting year. Any information communicated via the corporate health and safety committee is also raised and discussed with the group. 8. Re-active monitoring 8.1 The likelihood of an accident taking place within the Chief Executive’s service is relatively small, so there is currently no need to utilise accident statistics to identify and implement prevention programmes. We will continue to review this during the pandemic and in light of the current changes to working practices and the service locations from which people are working. 9. Health and safety management actions 2022/23 9.1 Employees will continue to undertake or review their DSE self-assessment directly on Business World which will be reviewed by managers and, where required advice and guidance can be requested from the FAR, People & OD, Health and Safety team ensuring appropriate procedures and practices are implemented. 9.2 During 2021/22 a revised New and Expectant Mothers risk assessment template was created and published on the intranet. FAR, People & OD, Health and Safety team are working alongside Business World investigating how to integrate this form onto the system. Accident reporting within Business World is also under review and will be launched during 2022/23. 9.3 The service has made good progress towards achieving health and safety objectives and a number of these will be continued into next year. This includes: Awareness and compliance with the revised Council’s Corporate Policy on Health, Safety and Wellbeing; Encourage and monitor health and safety training on iLearn and in-person training as required and determined by employee activities and roles; Monitor employees undertake annual DSE self-assessments; and Page 253 of 354
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Continue to support and contribute to Council health and wellbeing initiatives, including retaining the Healthy Working Lives Gold Award In addition, a trauma informed and responsive Renfrewshire programme will be developed for the Council. The focus of which will be to support our workforce and to ensure that we recognise and respond to trauma as part of every service we deliver. 9.4 Appendix 2 sets out the Health and Safety Action Plan for 2022/23. 10. Conclusion 10.1 Health and safety remains a key priority within the Chief Executive’s Service. Health and safety is viewed as the responsibility of all employees and information, training, advice and guidance is provided on this basis. The involvement and support of all employees (including their representatives) is sought in ensuring the working environment is safe and secure for all employees and visitors. Page 254 of 354
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Appendix 2 Chief Executive's Service Health and Safety Action Plan 2022-2023 Action Code Action Title Due Date CEH&S22.01 Recognise the Council’s Health & Wellbeing Strategy ensuring all employees are aware of initiatives and participate where relevant / required. 31-Mar-2023 CEH&S22.02 Awareness and compliance with the revised Council’s Corporate Policy on Health, Safety and Wellbeing (Dec 2021). 31-Mar-2023 CEH&S22.03 Review general risk assessments in place within the service and maintain the service’s risk assessment register. 31-Mar-2023 CEH&S22.04 Ensure employees have access to the latest Covid-19 related guidance with managers continuing to monitor and take appropriate steps where required. FAR, People & OD, Health and Safety team will provide advice and guidance as necessary. 31-Mar-2023 CEH&S22.05 Ensure managers include health and safety as part of the induction process for new employees. 31-Mar-2023 CEH&S22.06 Encourage and monitor health and safety training on iLearn and in-person training as required and determined by employee activities and roles. 31-Mar-2023 CEH&S22.07 Ensure that there are sufficient Fire Wardens in place where service employees are located. 31-Mar-2023 CEH&S22.08 Monitor employees undertake annual DSE self-assessments. 31-Mar-2023 CEH&S22.09 Continue to review the Chief Executive’s service health and safety procedures in line with current risks / incidents. 31-Mar-2023 CEH&S22.10 Continue to support and contribute to Council health and wellbeing initiatives, including retaining the Healthy Working Lives Gold Award. 31-Mar-2023 CEH&S22.11 Continue to record and monitor any workplace accidents involving employees in the Chief Executive’s service. 31-Mar-2023 CEH&S22.12 To ensure all service areas are represented at the Chief Executive’s health and safety working group and relevant actions embedded in this action plan. 31-Mar-2023 CEH&S22.13 Ensure that all events planned have an individual event manual which includes health and safety. 31-Mar-2023 CEH&S22.14 Ensure links are made with the Trauma Steering Group and relevant information is disseminated. 31-Mar-2023 CEH&S22.15 Develop and monitor the H&S action plan to support the operation at 5 High Street 31-Mar-2023 Page 255 of 354
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1 ___________________________________________________________________ To: Finance, Resources and Customer Services Policy board On: 15 June 2022 ___________________________________________________________________ Report by: Director of Finance and Resources ___________________________________________________________________ Heading: Revised FARS Health and Safety Policy 2022 ___________________________________________________________________ 1. Summary 1.1 1.2 1.3 Finance and Resources (FAR) recognise the importance of effective identification, evaluation and control of any health, psafety and wellbeing risks which employees and others receiving our services may be exposed to. It is therefore necessary to ensure the continued application of an effective health and safety management system within the service department. The revised FAR Health and Safety Policy has been developed to reflect service changes in recent years and the current health and safety risk profile for the service. The aim of this revised policy is to support the corporate policy and set out the service department arrangements, including roles and responsibilities within the service, to: control the risks to employees and others who may be affected by their activities; comply with current legislation; promote best practice; and continually improve on health, safety and well-being. The FAR Health and Safety Policy promotes the council’s corporate approach towards a management-led health and safety culture and promotes and encourages service ownership. ___________________________________________________________________ Item 12 Page 257 of 354
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2 2. Recommendations 2.1 It is recommended that the Board approves the revised FARS Health and Safety Policy 2022. _________________________________________________________ 3. Background 3.1 The Health and Safety at Work etc. Act 1974 and the Management of Health and Safety at Work Regulations 1999 (as amended) place duties on the council to ensure, so far as is reasonably practicable, the health, safety and welfare of their employees at work. 3.2 3.3 To manage the service heath and safety risks it is first important to understand the health and safety risk profile of the service. This profile has changed considerably in recent years with the experience of the pandemic as well as structural changes within Finance and Resources. The revised policy describes the health and safety profile and the key health and safety risks for the service department. The revised policy has been developed in consultation with corporate health and safety and all members of the FAR Health and Safety Planning Group. The policy is to be valid for a period of 3 years but will be updated sooner should any material changes arise regarding service activities. The policy is now presented to Board for approval. ___________________________________________________________________ Implications of the Report 1. Financial – not relevant to report recommendations 2. HR & Organisational Development – not relevant to report recommendations 3. Community/Council Planning – effective risk management supports the delivery of all community/ council plan outcomes 4. Legal – not relevant to report recommendations 5. Property/Assets – not relevant to report recommendations 6. Information Technology – not relevant to report recommendations 7. Equality & Human Rights – not relevant to report recommendations Page 258 of 354
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3 8. Health & Safety – as per the subject matter of this report 9. Procurement – not relevant to report recommendations 10. Risk – as per the subject matter of this report 11. Privacy Impact – not relevant to report recommendations 12. Cosla Policy Position – not relevant to report recommendations 13. Climate Risk – not relevant to report recommendations _________________________________________________________ List of Background Papers 1. Finance, Resources and Customer Services Policy Board – 27 March 2019 ‘Revised FARS Health & Safety Policy’ ________________________________________________________ Author: Joe Lynch, Head of Property Services Tel: 0141 618 6159, Email: joe.lynch@renfrewshire.gov.uk Page 259 of 354
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Document Title: FAR Health and Safety Policy Owner: Director of Finance and Resources Lead Reviewer J Lynch Version No. 1.0 Superseded Version: Date Effective: June 2022 Review Date: June 2025 Service Health and Safety Policy Finance and Resources 2022 Page 260 of 354
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P a g e | 1 FAR Health and Safety Policy Version 1.0 June 2022 – June 2025 FFoorreewwoorrdd This policy reflects the legal obligations placed upon the service by the Health and Safety at Work etc. Act 1974 and the Management of Health and Safety at Work Regulations 1999 (as amended). This policy underpins the corporate policy on health and safety which was approved and adopted in February 2022. Finance and Resources wholly supports the corporate policy, principles and ethos, and all our employees should be familiar with the corporate policy and additionally the service specific information contained within this separate service policy. The service is committed to continually improving health and safety performance in the delivery of its services which will lead to reduction of injury and ill health. This will be achieved by the implementation and management of an effective health and safety management system, which reflects the objectives set out in the corporate health and safety strategy. Managers are responsible for motivating and empowering employees to work in a safe and healthy manner and to encourage a positive attitude towards health, safety and wellbeing in the workplace. Under the Management of Health and Safety at Work Regulations 1999 (as amended), the corporate Health and Safety section based within Finance and Resources are the ‘appointed competent persons’ to assist the council in overseeing the application and provision of health and safety legislation and will provide advice, guidance and assistance regarding implementation of this policy. The corporate Health and Safety section are authorised by the Chief Executive to stop or prohibit any activity that poses an imminent health and safety risk or danger and report this to the Chief Executive and relevant Head of Service. This document requires the commitment, support and action from everyone working within Finance and Resources and is central to the ongoing effective management of health and safety. To this end, I commend this document to you. Alastair MacArthur Director Finance and Resources Date: 25 May 2022 Page 261 of 354
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P a g e | 2 FAR Health and Safety Policy Version 1.0 June 2022 – June 2025 11.. OOuurr sseerrvviiccee hheeaalltthh aanndd ssaaffeettyy pprrooffiillee 1. Finance and Resources provide a diverse range of corporate services. To manage the health and safety risks across the service it’s important to first understand the service health and safety risk profile. The first table below sets out each area of service along with the approximate number of employees in each and the approximate number of locations where employees within each area are based. Service area No. of Employees No. of Locations where staff are based DCT – Customer Services & Advice Works 120 10 + homework & home visits DCT – Outlying areas - Adult Services 76 34 DCT – Outlying areas - Operations 60 13 F&BS – Revs & Financial Support 138 10 – including homeworkers DCT – Hub 151 02 (RH + Underwood Road) DCT – DSC 7 01 DCT – Schools Support 184 49 primary, 2 ASN and 11 pre-5 centres F&BS - Corporate Finance 45 01 (+ homeworking) Corporate Governance 61 01 (+ homeworking) DCT - ICT 78 01 (+ homeworking & site visits) Internal Audit Services 11 01 (+ homeworking) Property Services 45 01 (+ homeworking & site visits) People and Organisational Development 52 01 (+ homeworking) Total: 1028 143 2. The table below sets out the key health and safety risks that each area has identified as relevant to them. This information was gathered through an exercise carried out by the FAR health and safety planning group in November 2021. Service area Key Service H&S Risks Musculo- skeletal Stress Work at Height Lone Working Occupational Driving Violence & Aggression Slips, trips, falls DCT Customer Services & Advice Works Public DCT Outlying areas, adult servs and operations F&BS – Revs & Financial Support DCT – RH Hub DCT – Schools Support F&BS Corporate Finance Corporate Governance ICT Internal Audit Services Property Services People & Organisational Development 3. Section 3 below sets out the arrangements for managing the identified risks. Page 262 of 354
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P a g e | 3 FAR Health and Safety Policy Version 1.0 June 2022 – June 2025 22.. RRoolleess aanndd rreessppoonnssiibbiilliittiieess Part 2 of the corporate health and safety policy sets out organisational responsibilities for Health and Safety Assistance/Advice. Within Finance and Resources, roles and responsibilities are as follows. 1. The Service Director is, so far as is reasonably practicable, responsible for ensuring the health, safety and well-being of employees and others who may be affected by the service’s activities. The Director has overall responsibility to ensure that advice on matters relating to health, safety and well-being is provided throughout the service. The Director is responsible for: a. the service health and safety policy and its promotion throughout the service b. ensuring there are adequate resources to support the policy c. ensuring that all areas of the service identify and appropriately manage their key health, safety and well-being risks d. employing the use of relevant performance indicators that will both support the council’s corporate health and safety strategy and demonstrate continued improvement in health and safety performance across the service. The Service Director has nominated the Head of Property Services to support them in this role. 2. The Head of Property Services supports the Service Director by: a. chairing the FAR Health and Safety Planning Group and updating the Senior Management Team on the work of the group b. chairing the FAR Health and Safety Committee c. ensuring service areas are appropriately represented on the planning group and committee d. preparing the service annual health and safety report which evaluates the service's health and safety performance for the previous year. The service will follow the corporate template to ensure all matters to be reported are included e. preparing the service health and safety plan with objectives, performance indicators and timescales for completion in the year ahead f. ensuring ongoing engagement with the council’s corporate health and safety team as ‘competent persons’ who will provide advice, guidance and assistance on the implementation of this policy and other appropriate support as required. The Service Director has nominated Ryan Philips (a Project Manager) to the role of service health and safety co-ordinator, to support the Head of Property Services in their role. Primarily this will involve gathering information for health and safety reporting, preparing information (such as accident data and performance data), for meetings of the planning group and committee and representing the service on the corporate health and safety committee. 3. All Heads of Service will: a. fully support implementation of the service policy across all their teams b. actively promote a positive health and safety culture across all teams, engaging and consulting with employees and ensuring safe systems of work c. ensure all risk assessments for their teams’ activities are undertaken and reviewed appropriately d. support actions required to eliminate or control the risks, so far as is reasonably practicable e. ensure reporting and investigation of near misses and accidents to enable trends analysis and a positive learning environment that seeks to reduce recurrence of unwanted events or incidents f. ensure the corporate health and safety team is notified of any RIDDOR reportable incidents (Business World should produce relevant alerts for this). g. respond in a timely manner to any health, safety or well-being concerns raised within their teams. It is expected that while Heads of Service are accountable for the above, on a day to day basis this will be undertaken by team managers and supervisors on their behalf. Forms are available on-line to assist. Page 263 of 354
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P a g e | 4 FAR Health and Safety Policy Version 1.0 June 2022 – June 2025 Raising health & safety concerns: Step1. Raise the concern with your supervisor. If not resolved: Step 2. Raise the concern with your service manager. If not resolved: Step 3. Raise the concern with safety representative. If not resolved: Step 4. Safety representative can raise concerns at the service health and safety planning group. At any stage during this process, any employee/ safety representative can contact the corporate health and safety section for further guidance. The Occupational Health Service is committed to the identification, assessment and management of work- related health risks and, as appropriate, non work- related health risks. All employees are reminded that health, safety and well being is everyone's responsibility and everyone has a responsibility to implement the service Health and Safety Policy, procedures and safe systems of work by: a. behaving while at work with due care for their own safety and that of others who may be affected by their acts or omissions at work b. supporting the service in complying with any health and safety legislation in force c. using work equipment correctly, safely and in accordance with appropriate training and instruction; and d. notifying their manager or supervisor of any situation they believe, reasonably, represents a workplace health, safety or well-being concern. 4. Safety Representatives appointed by recognised Trade Unions are entitled to inspect work places every three months, accompanied by management, and if necessary more frequently. Safety Representatives are allowed to inspect any statutory document which the service is required to maintain. On request, they will also be given information necessary to carry out their functions as defined under the Safety Representatives and Safety Committees Regulations 1977. The service will consult the relevant Safety Representatives in keeping with the corporate policy. 5. The Service Health and Safety Planning Committee has representation from all areas of the service as well as staff side representatives appointed by the relevant Trade Unions. The committee monitors the implementation of good health and safety practice across the service and progress being made in relation to agreed priorities. 6. The Health and Safety Planning Group has established terms of reference with membership representing all areas of the service. The planning group assists with development and implementation of the service health and safety policy and plan. The Group provides a forum where members can review relevant statistics, identify trends, areas for improvement and potential solutions, can take forward corporate initiatives and essentially can come together to share both good practice and lessons learned from across the service department. Service representatives on the Planning Group are noted as per the table below (at the time of policy approval). Service Area Representatives Digital, Customer and Transformation Services Louise O’Connor Service Delivery Officer Digital, Customer and Transformation Services Julie McBride Senior Service Delivery Officer Finance & Business Services Rhona Barnes Service Delivery Manager Finance & Business Services Mary Sweenie Development Officer Finance & Business Services Craig McEwan Team Leader Digital, Customer and Transformation Services Sylvia Easton Service Delivery Manager Finance & Business Services Vicki Aitken Finance Manager (Systems & Control) Corporate Governance Nairn Young Assistant Managing Solicitor Digital, Customer and Transformation Services Gillian Dickie Partnering & Commissioning Manager Internal Audit Services KellyAnne Moore Insurance & Risk Management Co- ordinator Property Services Joe Lynch Head of Service (Chair) People and Organisational Development Clare McGivern Administrative Officer Page 264 of 354
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P a g e | 5 FAR Health and Safety Policy Version 1.0 June 2022 – June 2025 33.. PPrraaccttiiccaall mmaatttteerrss 1. Communication – this will happen through a number of different channels. A key source of information is the H&S material on the intranet/ safety flashes etc. Finance and Resource employees should be aware of this source of information. Each member of the service Health and Safety Planning Group will play an important role in ensuring that key health, safety and wellbeing messages are shared across the whole service. Within the Planning Group itself, Microsoft Teams will be used to facilitate communications about meetings and key messages to be relayed across the service department. 2. Recruitment, induction and training - employees who are new to the service should be clear, from their job descriptions, corporate and local induction, about the health, safety and wellbeing risks that are relevant to them in the workplace. Employees should have the relevant competencies to undertake their duties and any relevant health and safety training required should be arranged through orgdev.cs@renfrewshire.gov.uk. Health and safety training courses are included in the Training Course Planner, available from Organisational Development and on the intranet. The corporate health and safety team can also provide bespoke health and safety training on request, at times and locations suitable to the service’s requests. 3. Identifying and managing health, safety and well-being risks As noted in our service health and safety profile, our service department is quite diverse, and risks differ from team to team. Generic risk assessments for the key health, safety and well-being risks to be managed across our service department will be recorded in Business World (in the Generic Risk Assessment Database). Each area of the service will tailor the relevant assessments for their teams and ensure these are communicated to the teams. Health and safety planning group representatives will support this activity. Where possible, relevant Key Performance Indicators will be established and monitored to aid understanding of how the service is performing in relation to managing its key health and safety risks as well as the service’s performance in relation to corporate health and safety KPIs. The planning group will also consider arrangements for emergency procedures and ensure all teams are aware of the arrangements. These include fire safety and emergency evacuation procedures, first aid, security, and welfare arrangements. Corporate health and safety and the Civil Contingencies Service can provide further advice. 4. Health and safety audits and inspections An important part of good risk management is to check that the arrangements in place to manage the health, safety and well-being risks (safe systems of practice and controls), are checked and tested. The corporate health and safety team will audit the service’s health and safety management systems in liaison with the health and safety planning group and in keeping with the service’s health and safety plan. The team will carry out safety inspections with management and union safety representatives. Although corporate health and safety oversee this process, all areas of the service are encouraged to undertake their own regular audits (such as checking that exits aren’t blocked or that items aren’t lying around that create trip hazards), and feedback results to the health and safety planning group. As a very minimum, managers and supervisors should ensure that they undertake an annual self-inspection of the areas they work in, using the Workplace Observation Inspection Report (WOIR) inspection template (appendix 1). Page 265 of 354
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P a g e | 6 Appendix 1 Workplace Observation and Inspection Report Service Name of Inspector: Division Date Location: Responsible person: Approved: Y/N Date: Review date: GENERAL WORKPLACE Adequate Action Required Y/N/ NA Comments 1.1 Floors & Working Areas 1.2 Stairs & Passageways 1.3 Exits & Egress 1.4 External Emergency escape routes 1.5 General Housekeeping 1.6 Authorised Access Arrangements Chemical (COSHH) STORAGE AND OPERATIONS Adequate Action Required Y/N/ NA Comments 51 COSHH - Identification 52 COSHH - Assessments 5.3 COSHH - Containers 54 Storage Cupboards & Shelves 56 Spillage kits / arrangements 57 PPE - Storage Facilities ENVIRONMENT & WELFARE Adequate Action Required Y/N N/A Comments 21 Ventilation & Fresh Air 22 Lighting 23 Temperature 24 Toilets & Wash Rooms 25 Kitchens 26 Eating Areas 27 Clothing Storage EMERGENCY ARRANGEMENTS Adequate Action Required Y/N N/A Comments 31 First Aid Boxes & Facilities 32 Fire Extinguishes 33 Fire Alarms 34 Fire Doors 35 Assembly Points 36 Emergency Instructions & Notices 37 Safety & Fire Signs 3.8 Fire Risk Assessment OFFICE Adequate Action Required Y/N/ NA Comments 71 Furniture 72 Chairs 73 Filing Cabinets/Storage 74 DSE Workstations RA 75 Portable Steps / Kick stools WORKING PRACTICES This is an inspection form – NOT an Audit. Therefore, remove these questions from this Inspection Checklist 41 Use of PPE 42 Use of Equipment 43 Manual Handling Techniques 44 Communication 45 Working Methods 46 Working Safety EQUIPMENT, PLANT and TRAFFIC MANAGEMENT Adequate Action Required Y/N/ NA Comments 61 PA Testing 62 Electrical Fittings 63 Electrical Wiring & Cabling 64 Machinery Guarding 65 Machinery Safety Devices 66 Apparatus Locks & Interlocks 67 Mechanical Handling Devices 68 Lifting Tackle & Equipment 610 Mobile Plant Test & Maintenance 611 Pressure systems 612 Compressed Air usage 6.13 Vehicle/Equipment Daily Pre- use checks 6.14 Traffic & Pedestrian Segregation 6.15 Hand Tools 6.16 Stacking (SWL) 6.17 PUWER / LOLER Risk Assessments Possible Comments (Drop Down) 1 Repair 6 Clean 2 Replace/Obtain /Arrange 7 Schedule Maintenance/Test 3 Arrange Training 8 Conduct Risk Assessment 4 Notify Supervisor/Manager 9 Rectify Immediately 5 Condemn 10 Other – free type STATUTORY INSPECTIONS Adequate Action Required Y/N/ NA Comments Electrical Gas Legionnaires Ladder / Kick Steps/ Platforms, etc. Asbestos Page 266 of 354
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1 ___________________________________________________________________ To: Finance, Resources and Customer Services Policy board On: 15 June 2022 ___________________________________________________________________ Report by: Director of Finance and Resources ___________________________________________________________________ Heading: FARS Health and Safety Report and Plan 2022/2024 ___________________________________________________________________ 1. Summary 1.1 1.2 The council’s health and safety policy places a responsibility on each service department to prepare an annual report evaluating the management of health and safety within the service. The Finance and Resource Service’s Report is attached as Appendix 1. The report sets out the health and safety activity within the service in the year up to 31 March 2022 cognisant of the ongoing pandemic and demonstrates the service’s commitment to continuous improvement in health and safety performance. The report summarises achievements to March 2022 and appended to the report is the service action plan for 2022/24, detailing the actions which the service aims to take to consolidate and improve health and safety practice. ___________________________________________________________________ 2. Recommendations 2.1 It is recommended that the Board: i) notes the content of the report at Appendix 1; and ii) approves the plan appended to the report _________________________________________________________ Item 13 Page 267 of 354
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2 3. Background 3.1 The service’s health and safety governance arrangements were refreshed in 2019/20 and the health and safety policy revised. Opportunities identified then to strengthen the service department’s health and safety arrangements have now had the time to bed in. 3.2 3.3 The service health and safety planning group continued to meet in line with its terms of reference throughout the year taking cognisance of the ongoing pandemic. The service continued to be represented at and contribute to meetings of the Corporate Health and Safety Committee. The attached report covers the period from April 2021 to March 2022 and the new plan proposed will cover the period from now to March 2024, based on the service department’s current health and safety risk profile. The key components of the attached are: 1. Management of health and safety within the service 2. Organisation for health and safety management 3. Training undertaken 2019/20 4. Annual statistics 2019/20 5. ‘Plan - Do - Check – Act’ Appendix 1: Outturn - FAR Health and Safety Plan 2021/22 Appendix 2: FAR Health and Safety Plan 2022/24 ___________________________________________________________________ Implications of the Report 1. Financial – not relevant to report recommendations 2. HR & Organisational Development – not relevant to report recommendations 3. Community/Council Planning – effective risk management supports the delivery of all community/ council plan outcomes 4. Legal – not relevant to report recommendations 5. Property/Assets – not relevant to report recommendations 6. Information Technology – not relevant to report recommendations 7. Equality & Human Rights – not relevant to report recommendations Page 268 of 354
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3 8. Health & Safety – as per the subject matter of this report 9. Procurement – not relevant to report recommendations 10. Risk – as per the subject matter of this report 11. Privacy Impact – not relevant to report recommendations 12. Cosla Policy Position – not relevant to report recommendations 13. Climate Risk – not relevant to report recommendations _________________________________________________________ List of Background Papers (a) Background Paper - none ________________________________________________________ Author: Joe Lynch, Head of Property Services Tel: 0141 618 6159, Email: joe.lynch@renfrewshire.gov.uk Page 269 of 354
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Document Title: FAR Health and Safety Report, September 2020 Health and Safety Report 2020/22 Finance and Resources Page 270 of 354
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Document Title: FAR Health and Safety Plan, 2020/2022 IInnttrroodduuccttiioonn The FARS Health and Safety Report and Plan 2020/2022 was presented to Board on 11 November 2020. This Update Report is prepared by Finance and Resources in line with the council’s corporate health and safety policy and service health and safety policy. The report details the service’s health and safety performance in 2021/22 and sets out the service’s health and safety plan going forward, particularly in the context of the Covid-19 experience. 11.. MMaannaaggeemmeenntt ooff hheeaalltthh aanndd ssaaffeettyy wwiitthhiinn tthhee sseerrvviiccee 1. The service continues to implement its approved health and safety policy. The Service Director is, so far as is reasonably practicable, responsible for ensuring the health, safety and well-being of employees and others who may be affected by the service’s activities. 2. The Head of Property Services supports the Service Director by chairing the FAR Health and Safety Planning Group and the FAR Health and Safety Committee. The Head of Service provides health and safety updates to the Senior Management Team, ensures service areas are appropriately represented on the planning group and committee, prepares the service annual health and safety report and oversees the implementation of the service health and safety plan. 3. The Service Director has nominated Ryan Phillips (a Project Manager) to the role of service health and safety co-ordinator, to support the Head of Property Services in their role. The co-ordinator gathers information for health and safety reporting, preparing information (such as accident data and performance data), for meetings of the planning group and committee and representing the service on the corporate health and safety committee. 4. All Heads of Service fully support the implementation of the service health and safety policy across all their teams, and service department managers engage in any actions required to support the annual plan. 22.. OOrrggaanniissaattiioonn ffoorr hheeaalltthh aanndd ssaaffeettyy mmaannaaggeemmeenntt 1. The main ‘groups’ involved in organisation for health and safety matters are the FAR Health and Safety Committee and FAR Health and Safety Planning Group. 2. The Health and Safety Committee has representation from all areas of the service as well as staff side representatives appointed by the relevant Trade Unions. The committee monitors the implementation of good health and safety practice across the service and progress being made in relation to agreed priorities. 3. The Health and Safety Planning Group works to its established terms of reference, assists with development and implementation of the service health and safety policy and plan and provides a forum where members can review relevant statistics, identify trends, areas for improvement and potential solutions. The Group can take forward corporate initiatives and meets to share both good practice and lessons learned from across the service department. Current members of the Planning Group are: Service Area Representatives Digital, Customer and Transformation Services Louise O’Connor Service Delivery Officer Digital, Customer and Transformation Services Julie McBride Senior Service Delivery Officer Finance & Business Services Rhona Barnes Service Delivery Manager Finance & Business Services Mary Sweenie Development Officer Finance & Business Services Craig McEwan Team Leader Digital, Customer and Transformation Services Sylvia Easton Service Delivery Manager Finance & Business Services Vicki Aitken Finance Manager (Systems & Control) Corporate Governance Nairn Young Assistant Managing Solicitor Digital, Customer and Transformation Services Gillian Dickie Partnering & Commissioning Manager Internal Audit Services KellyAnne Moore Insurance & Risk Management Co- ordinator Property Services Joe Lynch Head of Service (Chair) People and Organisational Development Clare McGivern Administrative Officer Page 271 of 354
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Document Title: FAR Health and Safety Plan, 2020/2022 4. The service’s key health and safety risk profile was reported to Board (11 November 2020), as shown in the table below. The Health and Safety Planning Group reviewed the risk profile at its meeting on 11 June 2021 and agreed that the risk profile, notwithstanding the pandemic, remained accurate with one additional risk accepted within the ICT service area acknowledging how stress should be included within the health and safety risk profile. With the exception of the stress risk added to ICT, there had been no new incident trends that would lead to further changes in the health and safety risk profile for the service. Service area (Previous) Key Service H&S Risks Musculo- skeletal Stress Work at Height Lone Working Occupational Driving Violence & Aggression Slips, trips, falls DCT - Customer Services & Advice Works Public DCT - Outlying areas, adult servs and operations FBS - Revs & Financial Support DCT - RH Hub DCT - Schools Support FBS - Corporate Finance Corporate Governance ICT Internal Audit Services Property Services People and Organisational Development 5. Further to the Covid-19 pandemic leading to national lockdowns, some employees have been involved in our efforts to support the Covid-19 response, these include: colleagues involved in new customer contact services (Local Assistance Team), supporting individuals shielding from the virus and others requiring support with access to food and medicines, the corporate health and safety team being significantly involved in supporting services with covid- related risk assessments and supporting the safe return of schools and other services, and, colleagues temporarily deployed to different roles to support the response to the crisis. 33.. TTrraaiinniinngg uunnddeerrttaakkeenn 22002211//2222 1. During 2021/22 a total number of 28 FARs employees undertook health and safety-related courses across the various courses outlined in the table to the right. 2. In addition to the above, 756 FARs staff undertook Display Screen Equipment awareness training via iLearn – the online learning platform used in the council. Page 272 of 354
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Document Title: FAR Health and Safety Plan, 2020/2022 44.. AAnnnnuuaall ssttaattiissttiiccss 22002211//2222 1. Accidents and incidents The table to the right shows the stats for 2021/22 across the different incident types reported. A total of 28 incidents have been reported in the year. These 28 reported incidents represent a increase of 18, up from the 10 reported in 2020/21. The numbers remain relatively low meaning that it is not possible to see trends in causal data however the incident reporting form is structured to encourage lessons to be learned from incidents on a case by case basis. 2. Employers liability claims for FARs employees During 2021/22 there were no employer’s liability claims received. 55.. PPllaann -- DDoo -- CChheecckk -- AAcctt 1. Reviewing our health and safety objectives – in considering the service objectives and development of the health and safety plan, the service health and safety planning group has taken account of: the key risk profile; any trends around accidents and incidents; any trends around employers liability claims; and, any other priorities raised by individual members of the planning group. 2. The outturn report for the service health and safety plan 2021/22 is included in the Appendix. 3. The current 2020/22 service health and safety Action Plan is also included in the Appendix. While the plan would usually cover a single year, in the current pandemic circumstances the plan covers the period through to March 2022. Page 273 of 354
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Document Title: FAR Health and Safety Plan, 2020/2022 AAppppeennddiixx 11:: FFAARR HHeeaalltthh aanndd SSaaffeettyy PPllaann 22002211//2222 OOuuttttuurrnn aatt MMaarrcchh 22002222 1. The Finance and Resources service department is very diverse in terms of activities, with employees usually spread across many different sites. At the time of preparing this service health and safety plan however, the majority of Finance and Resources employees continue to work from home. In doing so, the service contributes to reducing the risk of transmission of the Covid-19 virus where possible, and in doing so contributes to the key national objectives to save lives, support the NHS, help schools to remain open and support livelihoods through as many businesses as possible remaining open. 2. In March 2020, working closely with our partners, Renfrewshire Council moved quickly to respond to the emerging coronavirus pandemic, protecting and supporting our employees and communities, particularly vulnerable people across the area. Finance & Resources teams have been responding to national developments in terms of coronavirus testing and Renfrewshire’s mass vaccination centres whilst also ensuring that Council employees are kept safe and have access to information and support for their health and wellbeing. 3. As a service, Finance & Resources have provided regular health and safety direction and assistance to staff throughout the pandemic and regular wellbeing features have been communicated in staff newsletters. There is a dedicated Health, Safety and Wellbeing at Work section on the Council’s website, it includes advice on PPE, carrying out a home visit, and a staff wellbeing guide. The guide contains practical guidance on working from home, with hints and tips on setting up a workstation, keeping fit and healthy, supporting mental health and a list of useful contacts of support available. The service will continue to review any new guidance and advice provided on Covid-19 precautions and where appropriate further liaise with HR and Corporate Health and Safety on its implementation. 4. The service health and safety risk profile usually highlights the following priorities: 11 of 11 service areas have identified musculoskeletal disorders as a relevant risk factor 10 of 11 service areas have identified lone working as a relevant risk factor 10 of 11 service areas have identified stress as a relevant risk factor 09 of 11 service areas have identified violence and aggression as a relevant risk factor As a result of the pandemic however the fundamental health and safety priority for the service is the wellbeing of our employees while working from home, or in the case of many of our Digital, Customer and Transformation Services colleagues, working in schools and some customer-facing services. 5. Given the above, the plan going forward will: include new actions that reflect the importance of managing employee wellbeing working in hybrid environments include new actions that reflect the importance of managing employee wellbeing in relation to long covid symptoms include changes to the Lone Working Policy which will include home working 6. Additionally in light of the present circumstances, where the Covid-19 risk is likely to be a concurrent risk, the plan will include the risk of potentially higher levels of staff absence and reflect the contingency arrangements the service has in place as well as any other relevant actions to be undertaken. Page 274 of 354
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Document Title: FAR Health and Safety Plan, 2020/2022 Action plan for 2020/22 Risk statement Risk controls expected to be implemented Focused actions Action status If the potential for musculoskeletal disorders is not sufficiently addressed there is an increased risk to staff wellbeing and increasing absence levels DSE assessments should be undertaken as a matter of course every 18 months DSE assessments should be undertaken specifically and timely for any new starts, anyone moving desks or anyone with a material change of circumstances Ensure DSE assessments are carried out online by staff using the new Business World assessment Complete If the risks associated with lone working are not sufficiently addressed there is an increased risk to staff safety and the potential for physical or psychological harm Corporate and local procedures to be followed to ensure staff safety and to assist with early identification where staff make be exposed to harm or ill-health Identify any lone workers (in the current Covid-19 context) and ensure risk assessments are updated Complete If potential exposure to violence and aggression is not sufficiently addressed there is an increased risk to staff safety and the potential for physical or psychological harm Implementation of the corporate policy on violence and aggression Implementation of corporate training (including for example breakaway techniques) To promote awareness of this risk across all teams To assess training requirements, linking in with corporate health and safety colleagues... Complete COVID-19 and employee wellbeing It is nationally accepted that essential measures to control transmission of the virus lead to other harms, such as an adverse impact on mental health and wellbeing and in some cases, this could be exacerbated through longer term homeworking by default. Access to and uptake of a range of wellbeing services and guidance as set out online for employees, and regularly highlighted through corporate comms: http://www.renfrewshire.gov.uk/article/10541/Working -from-home#Health and wellbeing Promote health, safety and wellbeing to all FARS employees Ensure managers regularly communicate with staff to support mental and physical wellbeing, particularly throughout the winter season Complete COVID-19 concurrent winter risk With a second wave of the virus coinciding with the winter period and the potential also for season flu, there is an increased risk of higher levels of staff absence which could lead to impact on employee wellbeing and service disruptions Uptake of the flu vaccination will be an essential part of mitigating this concurrent risk and minimising higher levels of employee absence. Service business continuity plans/ restoration plans are in place to minimise impact on service provision arising from higher levels of employee absence Ensure managers regularly communicate with staff to support mental wellbeing particularly throughout the winter season. Promote uptake of the Councils flu vaccination programme to all staff through managers promote the uptake to remaining staff who qualify for the NHS Scheme Complete Page 275 of 354
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Document Title: FAR Health and Safety Plan, 2020/2022 AAppppeennddiixx 22:: 22002222//22002244 PPrrooppoosseedd PPllaann Risk statement Risk controls expected to be implemented Focused actions Action status If the potential for musculoskeletal disorders is not sufficiently addressed there is an increased risk to staff wellbeing and increasing absence levels DSE assessments should be undertaken as a matter of course every 18 months DSE assessments should be undertaken specifically and timely for any new starts, anyone moving desks, working from home or anyone with a material change of circumstances DSE assessments should be undertaken when hybrid working causes the need for a change in desk location within council buildings. Ensure DSE assessments are carried out online by staff using the new Business World assessment TBA If the risks associated with lone working are not sufficiently addressed there is an increased risk to staff safety and the potential for physical or psychological harm Corporate and local procedures to be followed to ensure staff safety and to assist with early identification where staff make be exposed to harm or ill-health New lone working policy to be introduced that will include home working Identify any lone workers (in the current Covid-19 context) and ensure risk assessments are updated TBA If potential exposure to violence and aggression is not sufficiently addressed there is an increased risk to staff safety and the potential for physical or psychological harm Implementation of the corporate policy on violence and aggression Implementation of corporate training (including for example breakaway techniques) Implementation of V&A Risk assessment. To promote awareness of this risk across all teams To assess training requirements, linking in with corporate health and safety colleagues... TBA Employee wellbeing It is nationally accepted that essential measures to control transmission of the virus lead to other harms, such as an adverse impact on mental health and wellbeing and in some cases, this could be exacerbated through longer term homeworking by default. Access to and uptake of a range of wellbeing services and guidance as set out online for employees, and regularly highlighted through corporate comms: http://www.renfrewshire.gov.uk/article/10541/Working -from-home#Health and wellbeing How to promote health and wellbeing within the service – engagement strategy to be defined. Long Covid – how will employees be integrated? Returning to work Promote health, safety and wellbeing to all FARS employees Ensure managers regularly communicate with staff to support mental and physical wellbeing, particularly throughout the winter season TBA COVID-19 concurrent risk With a second wave of the virus coinciding with the winter period and the potential also for season flu, there is an increased risk of higher levels of staff absence which could lead to impact on employee wellbeing and service disruptions Uptake of the flu vaccination will be an essential part of mitigating this concurrent risk and minimising higher levels of employee absence. Service business continuity plans/ restoration plans are in place to minimise impact on service provision arising from higher levels of employee absence Mitigate any impact that covid might have on our employees in response to changing threat levels as per Scottish Government framework - “living with covid”. Ensure managers regularly communicate with staff to support mental wellbeing Promote uptake of the Councils flu vaccination programme to all staff through managers promote the uptake to remaining staff who qualify for the NHS Scheme TBA Page 276 of 354
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___________________________________________________________________ To: Finance, Resources and Customer Services Policy Board On: 15th June 2022 ___________________________________________________________________ Report by: Director of Finance and Resources ___________________________________________________________________ Heading: 2021/22 Annual Report on the Health, Safety and Wellbeing activities within Renfrewshire Council. ___________________________________________________________________ Summary 1.1 This report provides an update on the health, safety and wellbeing arrangements and performance of Renfrewshire Council in effectively managing health, safety and wellbeing for the period 1st April 2021 to 31st March 2022 (21/22). 1.2 The Health and Safety at Work etc. Act 1974 and the Management of Health and Safety at Work Regulations 1999 (as amended) place duties on the Council to ensure, so far as is reasonably practicable, the health of their employees and others that could be affected by work activities. 1.3 This report outlines the Council’s commitment to ensuring the health, safety and wellbeing of our employees during the COVID-19 pandemic and public health crisis, and takes into consideration our response to the Scottish Government’s strategy document “Coronavirus (COVID-19): Scotland's route map through and out of the crisis” 1.4 The health and well-being activities support the aims of the council’s People Strategy: ‘Our People Our Future 2021-2026’ document. Item 14 Page 279 of 354
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______________________________________________________ 2. Recommendations 2.1 The board notes the attached report on the health, safety and wellbeing activities and health and safety performance of the Council. ______________________________________________________ 3. Background 3.1 A safe and healthy organisation is one that successfully balances the needs of individuals with the needs of the organisation. It is recognised that through the COVID-19 pandemic and especially during the initial 6-week national lockdown, and subsequent lockdowns our workforce faced a new and demanding working environment that required different ways of working, the provision of new services for local people and considerable organisational change delivered at pace. This increased the factors that can and has influenced the safety and physical and mental wellbeing of our employees. 3.2 Health and safety at work is not only about health and safety management, occupational health and promoting healthier lifestyles; it is recognised that the way in which work is organised also plays a key role. To be truly effective, health and safety must be an everyday process and an integral part of the workforce culture at all levels across the Council. 3.3 The Health and Safety team are an integral part of the council’s emergency management team, providing clear guidance in response to Government, NHS and Health Protection Scotland policies in relation to the COVID-19 pandemic. The team collaborates across local authority boundaries to share knowledge and best practice. Key areas of activity 4.0 Covid 19 response and recovery 4.1 Throughout the pandemic, which has impacted over the full year of this report, the People and Organisational Development, Health and Safety team, have worked collaboratively with council services, Trades Unions, RVJB, One REN, and services’ external partners including the NHS to provide a rapid response during the pandemic. This was to ensure activities were thoroughly risk assessed, with a particular focus on protecting key workers. Controls were being reviewed dynamically in response to emerging guidance and public health advice. 4.2 PPE provision - at the start of the pandemic, a corporate personal protective equipment group, led by the H&S team, was established with representatives from key services across the council. This group continues to ensure that stocks of PPE are maintained at a reasonable level and available for those who require it. Page 280 of 354
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The group monitors new and emerging guidance to manage impact and ensure resilience. Towards the end of March 2022, the group activity has significantly reduced, due to confidence in the availability of stocks. 4.3 A key priority was to support the safe return to the workplace of all employees in line with national and Scottish Government guidance. This required careful risk assessments to be carried out. To support employees to return to the workplace safely, the health and safety team developed a COVID age risk assessment, underpinned by Occupational Health support. The process included careful consideration of individual circumstances and identification of specific health conditions and concerns to provide an indication of susceptibility of complications resulting from COVID-19 infection. This has been used to support Occupational Health referrals and control measures within the workplace to ensure employees can return to a safe working environment. 4.4 To support the resumption of services and COVID-19 secure workplaces the H&S team are key members of the recovery process. The H&S team developed a HAZID document to allow detailed assessments of building and site layout to best incorporate new safety measures such as physical distancing, ventilation and cleaning regimes. This has been and, will continue to be, the standard applied to all council premises as they are reopened for employees and local people. Completion of the HAZID requires the collaboration and expertise of a cross-service team including property services, facilities management and health and safety. This information has also been shared with the Health and Safety Executive. 4.5 To support the safe return of the school estate, the HAZID process was extended to headteachers at all Renfrewshire schools and nurseries, supported by visits to premises by the H&S team. A COVID-19 secure checklist was developed with each Headteacher to direct preparations for the opening of each establishment and ongoing management of a safe learning environment. The health and safety team continue to support the school estate and monitor the impact of any updates to the COVID-19 guidance introduced by Scottish Government. 4.6 The H&S team were actively involved in the planning, setting up and ongoing support to the NHS vaccination centres (Linwood, Johnstone, Renfrew and Paisley) as well as supporting the mobile testing unit at sites across the whole of Renfrewshire. 4.7 Preparation began in December 2020 to ensure a COVID secure election process for Scottish Parliament Elections in May 2021. This was to protect staff and voters. All polling places were risk assessed and inspected prior to the election. The count venue was assessed and set up to minimise covid 19 transmission. The H&S team were a key stakeholder throughout all the election processes. Page 281 of 354
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4.8 Protecting mental health and wellbeing has been a key priority for the H&S team. The team works closely with the communications and marketing team to regularly engage with the workforce and to provide access to a wide range of mental health and wellbeing support and services. This has included development and supporting information for the wellbeing hub on the council website for all employees to access; enhancements to the staff counselling service to include specialist Post Traumatic Incident support for employees affected by COVID-19; mental health awareness training for managers and supervisors updated and promoted widely through the wellbeing hub; and a dedicated COVID-19 telephone line to provide quick and effective support for council employees to discuss health concerns. All contributing to our absence management strategy. 4.9 To ensure employees were working safely from home, display screen equipment (DSE) training was refreshed and DSE assessments were updated. The H&S team supported employees with specialist virtual assessments where needed. 5 Accident/Incident trends. 5.1 The Council has an ongoing commitment to eliminating accidents, so far as is reasonably practicable and encourages employees to play their part in achieving this important objective. Each Service’s health and safety planning group and health and safety committee/group involving employee representatives, are required to focus on the apparent causes of accidents. This will assist in the development of strategies and local accident reduction programmes. The following sections detail incident data for all services. 5.2 A comparison of all incidents recorded for employees, for the years 20/21 and 21/22 is detailed in table 1 below. Table 1 Service 20/21 21/22 Chief Executives 0 1 Childrens Services 86 183 Communities and Housing Services 9 6 Environment and Infrastructure 34 76 Finance & Resource Services 3 9 Renfrewshire Health and Social Care Partnership 65 48 Council overall 197 323 Page 282 of 354
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5.3 Due to diverse nature of the service delivery models, employees work in varied work situations both within the council and RHSCP. The most commonly presented type of incidents that occurred during 21/22 include: Slip Trip and falls. Incidents involving animals. Violence and aggression. Falls from height. Struck by objects. Lifting and handling, and Road traffic incidents. 5.4 There is a requirement to report certain types of workplace incidents to the Health and Safety Executive under the Reporting of Injuries, Diseases and Dangerous Occurrences Regulations 2013(RIDDOR). COVID-19 workplace transmission became a reportable category in 2020 and is reflected in the overall numbers. During 21/22 the council reported a total of 82 incidents The table 2 below is a summary of RIDDOR Notifications by service, as reported by the H&S team. Table 2 6.0 Other activities 6.1 Health and safety training - in order to provide as much continuity as possible to the workforce, the provision of face-to-face health and safety training has been partially replaced by a digital programme, with a particular focus on the safe and correct use of Personal Protective Equipment (PPE) and Display Screen Equipment (DSE assessments) for those in the workforce who must continue to work from home. Over the period, using the online system, 1425 employees have been trained on health and safety related courses, this includes topics such as fire, manual handling and ladder safety awareness. 6.2 Throughout the reporting period, the H&S team have also supported one-to-one training on topics such as accident incident reporting and stress risk assessment. Service 21/22 Chief Executives 0 Childrens Services 39 Communities and Housing Services 0 Environment and Infrastructure 29 Finance & Resource Services 2 Renfrewshire Health and Social Care Partnership 12 Page 283 of 354
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6.3 Policy development - as part of the organisational response to supressing COVID-19 and to support our workforce to work safely in new ways, several health and safety policies have been/are being revised and additional polices have been developed. With the appointment of our new Chief Executive a revised and updated Corporate Health and Safety Policy was approved in December 2021. Other Policies and Guidance reviewed and updated included Guidance on unmanned aircraft (Drones) Guidance on completing a workplace stress risk assessment Guidance on the Control of Legionella Bacteria in hot & cold-water systems Guidance on New & Expectant Mothers HAZID and workplace specific risk assessments School’s checklists COVID-Age risk assessments 6.4 Health and safety engagement - to ensure a collaborative approach to health and safety with employees, the Corporate Health and Safety Committee (CHSC) continue to progress health and safety issues. This committee has representation from services and trade unions. During this reporting period, for a time we moved to a weekly meeting to allow for direct discussion and collaboration on all health safety and wellbeing measures relating to the pandemic. The meeting has now reverted to normal quarterly meetings although contact is also made through the normal channels of emails, joint site meetings and discussion on specific issues. 6.5 The H&S team continue to provide specialist support to services across and council, including the corporate procurement unit, and to support insurance claims, Subject Access Reports and Freedom of Information requests. A comparison of SAR/FOIs, completed for the years 20/21 and 21/22 is detailed in table 3 below. Table 3 Contractor vetting during 21/22 continued. This supports the corporate and services procurement processes. This is a vital step, to ensure we engage contractors who can demonstrate the appropriate level of health and safety standards and competence. Many reviews required further vetting to deal with CoVID-19 risk assessments. Table 4 below details the activity. Table 4 SAR/FOI 20/21 21/22 47 76 Contractor vetting 21/22 High Risk 210 Low risk 43 Page 284 of 354
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6.6 With the introduction of the People Strategy: ‘Our People Our Future 2021- 2026’ the development of health and wellbeing initiatives has required a refocusing of the H&S teams activities. The council continues to retain the NHS, Healthy Working Lives, Gold Award. The team has been developing activities and informing employees both, online and on site, about general and specific wellbeing issues. Topics include financial and wellbeing support mechanisms, smoking cessation and mental health and well-being activities. A significant focus has been on supporting employees with mental health advice and support. This has included the training of nearly 70 Mental Health First Aiders to assist employees in the workplace. To continue to drive the well-being activities, a corporate health and well being group has been established, this group has membership from across all services as well as having trade unions representation also. The group meets quarterly. The H&S team have continued attendance, representing the council at national well-being groups. 6.7 During 21/22 the H&S team supported the Early Learning and Child Care Centres to complete 45 flight risk assessments. This was to ensure appropriate control measures were identified and applied where needed. 6.8 A revision of the sleeping risk assessment for residential properties was undertaken by the H&S team in conjunction with officers from the HSCP and Scottish Fire and Rescue Service. 6.9 To support the safety of elected members, the H&S team undertook a review of their surgeries, this was completed using the national guidance issued following the tragic incident involving Sir David Amess. 6.10 The H&S team, have been working closely with services and the Scottish Fire and Rescue Service throughout 21/22 to prevent further opportunities for wilful fire raising in our premises. 6.11 The H&S team are active members of the Incidents and Alerts Safety Officer network, which is a national NHS group relating to the safety of equipment and processes. We attend meetings and issues alerts as, and when, needed. 6.12 The H&S team have supported the HSE during their national campaigns and interventions, the most recent being welfare for construction peripatetic workers. Page 285 of 354
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Implications of the Report 1. Financial - Continuing to improve health and safety performance will reduce accidents/occupational ill health and associated costs. 2. HR & Organisational Development - This report supports the Council’s commitment to the health, safety and wellbeing of employees. 3. Community/Council Planning – This report and plan supports the objectives contained within the community and council plans. 4. Legal - The council will continue to comply with current health and safety legislation. 5. Property/Assets - Having a robust health and safety management system in place and an effective risk control system should ultimately reduce the risk of property damage and potential loss of premises which could be caused by fire for example. 6. Information Technology - Not applicable. 7. Equality & Human Rights The Recommendations contained within this report have been assessed in relation to their impact on equalities and human rights. No pnegative impacts on equality groups or potential for infringement of individuals’ human rights have been identified arising from the recommendations contained in the report as it is for noting only. If required following implementation, the actual impact of the recommendations and the mitigating actions will be reviewed and monitored, and the results of the assessment will be published on the Council’s website. 8. Health & Safety - This report supports and demonstrates the council’s commitment to ensuring effective health and safety management. 9. Procurement - Finance and Resources, HR and Organisational Development (FAR, H.R. and O.D.) health and safety section has a valuable input to the Council’s procurement system. 10. Risk - This report supports the overarching management of risk within Renfrewshire Council. Page 286 of 354
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11. Privacy Impact - Not applicable. 12. Cosla Policy Position - Not applicable. 13. Climate Risk – Working in safe manner can reduce incidents which could stop accidental releases to the environment. _______________________________________________________ List of Background Papers None ________________________________________________________________ Author: Steven Fanning, Principal HR adviser (Health, Safety, Absence) steven.fanning@renfrewshire.gov.uk 07747790211 Page 287 of 354
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___________________________________________________________________ To: Finance, Resources and Customer Services Policy Board On: 15 June 2022 ___________________________________________________________________ Report by: Director of Finance and Resources ___________________________________________________________________ Heading: Report on the Voluntary Redundancy/Early Retirements Scheme ___________________________________________________________________ 1. Summary 1.1. An annual report outlining the number of employees leaving the Council through the voluntary redundancy or voluntary early retirement schemes (VR/VER) and the associated financial implications for the Council is presented to this Board following the end of each financial year. 1.2. This report provides an update for the period from 1 April 2021 to 31 March 2022, confirming that 28 employees (24.65 FTE) have left the Council through voluntary redundancy or early retirement. __________________________________________________________________ 2. Recommendations 2.1 Members are asked to note the report. _________________________________________________________ 3. Background 3.1. This report provides details of the workforce planning arrangements to support the delivery of service changes, predominantly linked to the Right for Renfrewshire programme, over 2021/22. Expressions of interest in voluntary redundancy/early retirement from across the workforce were reviewed to assess the impact of any proposed reduction in headcount on services and the remaining workforce, including the cost to the Council of early release. Item 15 Page 289 of 354
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As part of the Council’s 2021/22 budget strategy, VR/VER has been utilised to achieve service changes and savings. 3.2. The Chief Executive, in consultation with the Head of People and Organisational Development, is authorised to determine all requests received from employees for voluntary redundancy/early retirement under these schemes. 3.3. During the financial year 2021/22, a total of 28 employees (24.65 FTE) accepted voluntary redundancy/early retirement, or early retirement in the interests of the efficiency of the service. 3.4. The financial costs and savings of these decisions are detailed in Appendix 1. An assessment is carried out in each VR/VER exercise to confirm the length of time for savings to be achieved. For the 28 individuals being released from service, this averages at just under 20 months. 3.5. In deciding on requests for voluntary redundancy/early retirement, the Chief Executive and the Head of People and Organisational Development, in conjunction with the appropriate service Director, continue to take into account the potential to implement efficiencies and support the modernisation of the Council’s workforce, in addition to the financial savings to be gained. Consideration was given to both the one-off costs of voluntary redundancy/ early retirement and the additional ongoing annual costs, and in these cases it was deemed to be of benefit to the Council for these voluntary redundancy / early retirement requests to be agreed. 3.6. Appendix 1 contains the following information: The number of employees leaving the Council through either voluntary redundancy / voluntary early retirement, or early retirement in the interests of the efficiency of the service. Redundancy Payment - the total lump sum redundancy payments paid to employees leaving the service. Enhanced Element of Pension (Annual Compensation) - where the employee is a member of the Pension Fund and is awarded compensatory added years, the Council requires to pay the Pension Fund, on a monthly basis, an amount that covers the costs associated with these added years. Page 290 of 354
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Enhanced Element of the Lump Sum - where an employee is a member of the Pension Fund and is awarded compensatory added years, the Council requires to pay the lump sum directly to the employee as a one-off payment. Strain / Factored Costs - where an employee retires early on grounds of efficiency / redundancy and is a member of the Pension Fund, the Council requires to pay a ‘strain on the fund’ charge for early payment of retirement benefits, or where the employee would otherwise have suffered an actuarial reduction to their benefits for early retirement. The strain on the fund charge is paid to the Pension Fund as a one-off payment. Pay in Lieu of Notice - where an employee has not received the appropriate notice of their employment terminating, a payment in lieu of notice is paid by the Council. Full Year Savings - these will accrue from the release of staff under the scheme. ___________________________________________________________________ Implications of this report 1. Financial – as detailed in Appendix 1 of report. 2. HR & Organisational Development – as detailed in the report. 3. Community Planning – none arising from this report. 4. Legal - none arising from this report. 5. Property/Assets - none arising from this report. 6. Information Technology - none arising from this report. 7. Equality & Human Rights - The Recommendations contained within this report have been assessed in relation to their impact on equalities and human rights. No negative impacts on equality groups or potential for infringement of individuals’ human rights have been identified arising from the recommendations contained in the report because it is for noting only. If required following implementation, the actual impact of the recommendations and the mitigating actions will be reviewed and monitored, and the results of the assessment will be published on the Council’s website. 8. Health & Safety – none arising from this report. 9. Procurement – none arising from this report. 10. Risk – none arising from this report. Page 291 of 354
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11. Privacy Impact - none arising from this report. 12. Cosla Policy Position - none arising from this report. 13. Climate Risk - none arising from this report. _________________________________________________________ Author: Christine McCourt, Head of Finance and Business Services. christine.mccourt@renfrewshire.gov.uk Page 292 of 354
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VOLUNTARY REDUNDANCY/EARLY RETIREMENT SCHEME/EFFICIENCY OF THE SERVICE Financial Implications 1 April 2021 - 31 March 2022 No of Employees FTE Total Annual Salary Redundancy Enhanced Element of Pension Enhanced Element of Lump Sum Strain / Factored Costs Payment in Lieu of Notice Full Year Savings 10.00 8.81 521,050 232,404 60,608 20,202 807,856 - 444,692 6.00 6.00 280,538 94,416 23,415 7,805 181,060 - 280,538 12.00 9.84 335,149 121,291 17,467 5,822 133,181 - 335,149 28.00 24.65 1,136,737 448,111 101,490 33,830 1,122,097 - 1,060,380 APPENDIX 1 Service Finance and Resources Service and Chief Executives Children's Services (non-teachers) Environment & Infrastructure and Communities and Housing Services Page 293 of 354
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___________________________________________________________________ To: Finance, Resources and Customer Services Policy Board On: 15 June 2022 ___________________________________________________________________ Report by: The Chief Executive and the Director of Environment and Infrastructure ___________________________________________________________________ Heading: Contract Award: Festive Lighting (RC-CPU-21-335) ___________________________________________________________________ 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 Festive Lighting (RC-CPU-21-335) to Field and Lawn Limited. 1.2 The recommendation to award this Contract follows a procurement process conducted using the Open procedure under the Public Contracts (Scotland) Regulations 2015 and the Council’s Standing Orders Relating to Contracts for an above Threshold Services Contract. 1.3 A Contract Strategy was approved by the Director of Environment and Infrastructure and the Strategic Commercial and Procurement Manager on 31 March 2022. ___________________________________________________________________ 2. Recommendations 2.1 It is recommended that the Finance, Resources and Customer Services Policy Board: 2.1.1 Authorise the Head of Corporate Governance to award a Contract for Festive Lighting (RC-CPU-21-335) to Field and Lawn Limited; Item 16 Page 295 of 354
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2.1.2 For the service period of three (3) years with the Council having the option to extend the service period for up to 12 months, subject to contract performance. The anticipated starting date is 26 September 2022. The actual starting date will be confirmed in the Council’s Letter of Acceptance to Field and Lawn Limited. 2.1.3 Authorise up to a maximum contract value of £650,000.00 excluding VAT plus an additional £80,000 excluding VAT to cover re- measurable works for the four (4) year service period. _________________________________________________________ 3. Background 3.1 The Council requires a contract with a suitably qualified and experienced Contractor to provide the storage, repair, maintenance, timely erection and de-erection of the Council’s Festive Lights. 3. 2 A contract notice for this tender was dispatched to Find a Tender Service via the Public Contract Scotland advertising portal on 31 March 2022 and the tender documentation available for downloading from the Public Contract Scotland – Tender platform on this date. 3.3 During the live tendering period, eight (8) organisations expressed an interest in the Contract. By the closing date set for return of electronic tenders of 12 noon on Tuesday 3 May 2022, three (3) organisations (tenderers) had submitted a response. 3.4 The three (3) tender submissions received, each contained a completed Single Procurement Document (SPD) as required by the Invitation to Tender and these were evaluated against the pre-determined set of criteria in the Single Procurement Document (SPD) by representatives from the following Council services: Environment & Infrastructure, the Corporate Procurement Unit, Corporate Risk and Corporate Health and Safety. 3.5 All three (3) tenderer submissions confirmed they met the requirements of the SPD and progressed to evaluation against the published Award Criteria of 30% Quality / 70% Price. During the evaluation one (1) tender submission was rejected due to their tender submission exceeding the limit stated for fee percentages. The Invitation to Tender stipulated that Tenderers who tendered a fee percentage in excess of this limit would have their bid rejected. One (1) tenderer withdrew their tender submission. 3.6 The scores relative to the Award Criteria for the one (1) remaining organisation that provided a Tender Submission are noted below: Page 296 of 354
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Quality (30%) Price (70%) Total (100%) 1 Field and Lawn Limited 29.50 70.00 100.00 3.7 The contract is formed from NEC3 Term Service Short Contract April 2013 with Z Clauses. 3.8 Community Benefits were requested as part of the procurement process and Field and Lawn Limited have committed to the following Community Benefits. Community Benefit Description No of People / Activity Financial Support for a Community Project 8 Non financial support for a Community Project 2 3.9 The tender submission from Field and Lawn Limited is considered the most economically advantageous. ___________________________________________________________________ Implications of the Report 1. Financial The costs for this Contract will be met by the Environment and Infrastructures Revenue budget. 2. HR & Organisational Development None 3. Community/Council Planning Reshaping our place, our economy and our future - the services proposed will support the delivery of this outcome. 4. Legal The procurement of this Services Contract has been conducted as an above Threshold Open Procedure in accordance with the Public Contracts (Scotland) Regulations 2015 and Renfrewshire Council’s Standing Orders Relating to Contracts. 5. Property/Assets All features and fittings remain the property of Renfrewshire Council. 6. Information Technology None Page 297 of 354
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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 Field and Lawn Limited’s health and safety submission has been evaluated by Renfrewshire Council’s Health and Safety section. Field and Lawn Limited has met the minimum requirements regarding health & 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 Field and Lawn Limited’s 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 The level of impact associated with provision of this service has been assessed using the Scottish Government Sustainability Test and is considered to be low risk. _________________________________________________________ List of Background Papers None Page 298 of 354
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___________________________________________________________________ Author: Andrew Green, Procurement Assistant, Corporate Procurement Unit Page 299 of 354
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___________________________________________________________________ To: Finance, Resources and Customer Service Policy Board On: 15th June 2022 ___________________________________________________________________ Report by: Chief Executive and Director of Communities and Housing Services ___________________________________________________________________ Heading: Contract Authorisation Report for Maintenance and Refurbishment Works – Void and Tenanted Properties (RC-CPU-21-248). ___________________________________________________________________ 1. Summary 1.1 The purpose of this report is to seek the approval of the Finance, Resources and Customer Services Policy Board to award a Works Contract for the Maintenance and Refurbishment Works to our Voids and Tenanted Properties (RC-CPU-21-248) to City Gate Construction (Scotland) Limited. 1.2 The recommendation to award the SBCC Measured Term Contract follows a procurement exercise conducted in accordance with the Public Contracts (Scotland) Regulations 2015 and the Council’s Standing Orders Relating to Contracts for an above Threshold Works contract using the Open Tender Procedure. 1.3 A Contract Strategy was approved by the Head of Housing Services and the Strategic Commercial and Procurement Manager on 29th March 2022. ___________________________________________________________________ 2. Recommendations It is recommended that the Finance, Resources and Customer Services Policy Board authorise the Head of Corporate Governance: Item 17 Page 301 of 354
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2.1 To award a Contract for the Maintenance and Refurbishment Works – Voids and Tenanted Properties (RC-CPU-21-248) to City Gate Construction (Scotland) Limited. 2.2 Authorise up to the maximum contract value of £20,000,000.00 excluding VAT and 2.3 Authorise the contract, with a proposed start date of 18th July 2022. The Contract Period of 2 years with the Council having the option to extend the Contract Period for up to 12 months on two (2) separate occasions. The proposed dates will be confirmed in the Letter of Acceptance. _________________________________________________________ 3. Background 3.1 A central requirement of Communities and Housing Services is to ensure that Council properties, facilities and assets are of a proper standard, are properly maintained in a manner that complies with statutory legislation and that the appropriate records are maintained. The Council’s own Building Services department will primarily deliver property maintenance where capacity allows however it is necessary to have an additional contractual agreement in place to ensure sufficient capacity is available to deliver the overall programme. This procurement is for a Measured Term Contract for the appointment of a suitably qualified contractor to carry out the maintenance and refurbishment works to both void and tenanted properties, including but not limited to; kitchens, bathrooms, rewire, heating, decoration and void repairs, where the requirement for these works cannot be met by Building Services. The anticipated spend includes for an enhanced specification to deliver improvement measures in keeping with the Scottish Government’s Warmer Homes Scotland programme. These measures include wall insulation, under floor insulation and works of a more specialist nature including renewable heating systems. The award of this contract will ensure the Council’s housing stock is maintained to the required regulatory standards, including the Scottish Housing Quality Standard (SHQS), and that properties are maintained and refurbished within an agreed timescale to ensure targets are met, particularly in relation to the reletting of void properties. 3.2 This is a Term Service contract with no guarantee of spend awarded under the SBCC Measured Term Contract 2011 Edition with Employer’s Amendments. The maximum spend over the four (4) year period is up to £20,000,000 which is estimated to be £5,000,000 annually although annual Page 302 of 354
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spend may exceed £5,000,000 as long as the cumulative value does not exceed the maximum spend. 3.3 To initiate this procurement process a contract notice was published on Find a Tender via the Public Contracts Scotland advertising portal on Friday 1st April 2022 with the tender documentation available for downloading from the Public Contracts Scotland – Tender portal from this date. 3.5 During the live tender period, twenty two (22) organisations expressed an interest in this opportunity. By the closing date set for the return of electronic tender submissions, 12 noon on Thursday 5th May 2022, six (6) contractors (Tenderers) submitted a response, five (5) declined and eleven (11) failed to respond. 3.6 All Tenderers were required to complete a Single Procurement Document (SPD) to be submitted with their tender submission in accordance with Regulation 60 of the Public Contracts (Scotland) Regulations 2015. The six (6) tender submissions received contained a completed SPD and each was evaluated against a pre-determined set of criteria in the form of the SPD by representatives from Housing Services, the Corporate Procurement Unit, Corporate Risk and Corporate Health and Safety. Each of the six (6) tender submissions received complied with the minimum selection criteria of the SPD. 3.7 All six (6) tender submissions progressed to evaluation against the published award criteria of 65% Price and 35% Quality. 3.8 The scores relative to the award criteria for each of the Tenderer tender submissions are noted below: Quality (35%) Price (65%) Total (100%) 1 City Gate Construction (Scotland) Limited 34.25% 65.00% 99.25% 2 Bell Decorating Group Limited 33.00% 51.46% 84.46% 3 Hugh LS McConnell Limited 34.25% 48.33% 82.58% 4 Procast Property Services Ltd. 28.00% 51.29% 79.29% 5 Novus Property Solutions Limited 29.75% 48.96% 78.71% 6 Mears Facilities Management 31.50% 43.08% 74.58% Page 303 of 354
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3.9 The evaluation of tender submissions received identified that the tender submission by City Gate Construction (Scotland) Limited was the most economically advantageous tender. 3.10 The form of Contract will be SBCC Measured Term Contract 2011 Edition. 3.11 Mandatory Community Benefits were included as a condition of this Contract which City Gate Construction (Scotland) Limited confirmed they will adhere to. The commitment is to deliver four (4) Employment Opportunities, from the table as detailed below: Mandated Community Benefits Requested Job for an unemployed individual from a Priority Group Job for an unemployed individual Modern Apprenticeship The Mandatory Community Benefits to be delivered from the table above, will be agreed at the mobilisation meeting. 3.12 In addition to the mandatory Community Benefits requested, community benefits were requested for every £1,000,000 (£1m) worth of spend made under this Contract. The Community Benefits offered will be delivered each time the spend increases by £1m and City Gate Construction (Scotland) Limited has committed to deliver the following Community Benefits: ___________________________________________________________________ Implications of the Report 1. Financial – The costs for this Contract will be met from the Housing Revenue Account (HRA) capital budget for the refurbishment works and the HRA revenue repairs budget for the maintenance works. Community Benefits Description No of People/ Activity Job for an unemployed individual from a Priority Group 1 Job for an unemployed individual 1 Graduate 1 Work Experience Placement for an individual 16+ years of age 1 Non financial support for a Community Project 1 Page 304 of 354
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2. HR & Organisational Development – No TUPE implications 3. Community/Council Planning – • Our Renfrewshire is fair - Tenderers were assessed within this procurement process in regard to their approach to ensuring fair working practices throughout their organisation and supply chain i.e. payment of the living wage, training and development opportunities. • Creating a sustainable Renfrewshire for all to enjoy – City Gate Construction (Scotland) Limited has committed to deliver Community Benefits as detailed within section 3.11 and 3.12 of this report. • Our Renfrewshire is thriving – Maximising economic growth, which is inclusive and sustainable. • Building strong, safe and resilient communities – Ensure our neighbourhoods are safe and attractive. • Tackling inequality, ensuring opportunities for all – Improving housing conditions for both Council tenants and owners. • Creating a sustainable Renfrewshire for all to enjoy – The works will ensure that the housing stock is up to standard and protected for the future. 4. Legal – The Procurement of this Works Contract has been conducted as an above Threshold Open Procedure in accordance with the Public Contracts (Scotland) Regulations 2015 and Renfrewshire Council’s Standing Orders relating to Contracts. 5. Property/Assets – The contract will provide refurbishment works and maintenance/repair to the Council’s void and tenanted domestic properties. 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 Page 305 of 354
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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 – City Gate Construction (Scotland) Limited health and safety credentials have been evaluated and passed by Corporate Health and Safety confirming that they met the Council’s minimum requirements regarding health and safety. 9. Procurement - The procurement procedure outlined within this report ensures that the Council meets its statutory requirements in respect of procurement procedures, efficiency and modern government. 10. Risk – City Gate Construction (Scotland) Limited insurances are being assessed and evaluated to confirm that they meet the minimum requirements regarding insurable risk. Any award will be subject to our internal Insurance and Risk Management Coordinator confirming that City Gate Construction (Scotland) Limited meet the minimum requirements. 11. Privacy Impact – All Tenderers were asked to confirm that they agree to the form of our Data Processor Agreement, City Gate Construction (Scotland) Limited confirmed adherence to it. 12. Cosla Policy Position – No Cosla Policy Position implications have arisen or are anticipated. 13. Climate Risk – Tackling Climate Change and working towards Net Zero are addressed throughout this contract. The environmental impacts considered are broad and range from the disposal of waste generated from the works being carried out to the type of vehicles and machinery being used on the site. The Contractor will require to consider the emissions from their vehicles when working on site and to switch engines off when not in use to prevent unnecessary emissions. The level of impact associated with provision of these works has been assessed using the Scottish Government Sustainability Test and is considered to be overall low risk. _________________________________________________________ List of Background Papers (a) None ___________________________________________________________________ Author: Joanna Tannock, Assistant Category Manager, Corporate Procurement Unit, Joanna.tannock@renfrewshire.gov.uk Page 306 of 354
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___________________________________________________________________ To: Finance, Resources and Customer Services Policy Board On: 15th June 2022 ___________________________________________________________________ Report by: The Chief Executive and the Director of Communities and Housing Services ___________________________________________________________________ Heading: Contract Authorisation Report for The Provision of Housing Support Services for Single Homeless People & Childless Couples who may have Complex Needs (RC-CPU-21-267) ___________________________________________________________________ 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 to Blue Triangle (Glasgow) Housing Association Limited for the Provision of Housing Support Services for Single Homeless People & Childless Couples who may have Complex Needs. 1.2 The recommendation to award this Contract follows a procurement exercise which was conducted as an open procedure in accordance with the Public Contracts (Scotland) Regulations 2015 for a Social and other Specific Services contract and the Council’s Standing Orders Relating to Contracts. 1.3 A Contract Strategy for this contract was approved by the Strategic Commercial and Procurement Manager and the Head of Housing Services on 11th August 2021. Item 18 Page 307 of 354
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___________________________________________________________________ 2. Recommendations 2.1 It is recommended that the Finance, Resources and Customer Services Policy Board authorise the Head of Corporate Governance to: 2.1.1 Award the Contract for the Provision of Housing Support Services for Single Homeless People & Childless Couples who may have Complex Needs to Blue Triangle (Glasgow) Housing Association Limited; 2.1.2 Award the Contract for a Period of 2 years, anticipated to commence on 1st October 2022 and end on 30th September 2024 with the Council having the option to extend for up to 12 months on two (2) separate occasions. If the maximum extension option is taken up, the anticipated end date will be 30th September 2026. The exact dates will be confirmed in the Council’s Letter of Acceptance; and 2.1.3 To award the Contract up to a maximum value of £799,984 excluding VAT for the entire contract period (£199,996 per annum). _________________________________________________________ 3. Background 3.1 This new contract will replace an existing contract that is due to expire on 30th September 2022. 3.2 The contract is for the provision of a housing support service primarily for single homeless people or childless couples who may have complex needs, residing in supported interim accommodation. The service will be provided from accommodation in Abercorn Street, Paisley. The Provider will also deliver a Housing Management Service for the accommodation at the premises, which does not form part of this contract. 3.3 The main aim of the Contract is to support people living in interim accommodation and to support their transition to move on, maintain and manage their settled accommodation. The service will be focussed on the specific needs of the person and based on the individual’s personal plan for support. The service will be accessible seven days a week, 24 hours per day and will deliver the following:- • A model of support that is open, responsive, needs-led and positively integrates with the wider health and social care system; Page 308 of 354
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• The facilitation and active engagement of clients by working in partnership with support agencies such as Invest in Renfrewshire, Engage Renfrewshire and the local Health and Social Care Partnership; and • Focus on a best practice approach to deliver improved levels of positive resettlement and tenancy sustainment. 3.4 The procurement process for this Contract was conducted as an open procedure in accordance with the Public Contracts (Scotland) Regulations 2015 for a Social and other Specific Services contract and the Council’s Standing Orders Relating to Contracts. 3.5 A Prior Information Notice was despatched via the Public Contracts Scotland portal and published on Find a Tender Service (FTS) on 24th December 2021, inviting interested providers to attend market engagement sessions with the Council in January 2022. 3.6 Following this, a Contract Notice was despatched via the Public Contracts Scotland portal and published on FTS on 17th March 2022 with a tender return deadline of 12 noon on 25th April 2022. 3.7 During the tender period, eleven (11) economic operators expressed an interest in the tender opportunity and at tender return deadline one (1) response was submitted with a further ten (10) economic operators failing to respond. The tenderer who submitted a tender response is detailed in 3.10 of this report. 3.8 In accordance with Standing Order relating to Contracts 11.5, the tender submission was evaluated against a predetermined set of criteria in the form of the Single Procurement Document (SPD) by representatives from Housing Services, Chief Executive’s Services, Corporate Procurement Unit, Corporate Risk and Corporate Health and Safety. The tender submission was compliant with the minimum selection criteria set within the SPD and was then evaluated against the published award criteria of 70% Quality and 30% Price. 3.9 The tender documentation detailed minimum requirements in relation to insurance provision and health and safety requirements. 3.10 The scores relative to the Award Criteria for the tender submission is noted below. Tenderer Quality Score (70%) Price Score (30%) Total Score (100%) Blue Triangle (Glasgow) Housing Association Limited 63.75% 30% 93.75% Page 309 of 354
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3.11 The tender submission from Blue Triangle (Glasgow) Housing Association Limited is considered the most economically advantageous with the price offered within the budget available for the service and the Council is satisfied that the tender submission is also of suitable quality to provide the service required. 3.12 Community Benefits were requested as part of this procurement process. Blue Triangle (Glasgow) Housing Association Limited has confirmed the following will be delivered as part of the contract: Community Benefit Number Offered Job for someone who is unemployed 1 SVQ’s 2 Industry skill transfer to school 1 ___________________________________________________________________ Implications of the Report 1. Financial - Using Dun & Bradstreet, the financial status of Blue Triangle (Glasgow) Housing Association Limited was assessed which confirmed that the organisation satisfied the Council’s requirements in relation to financial stability. 2. HR & Organisational Development – None. 3. Community/Council Planning – • Our Renfrewshire is thriving – Maximising economic growth, which is inclusive and sustainable - Equipping people with the skills and pathways to access opportunities. • Our Renfrewshire is well - Supporting the wellness and resilience of our citizens and communities - Promoting wellbeing and good mental health and developing strong community-based services that respond to local need. • Our Renfrewshire is fair - Addressing the inequalities which limit life chances - Tackling health inequalities and narrowing the gaps in healthy life expectancy, reducing drug and alcohol misuse in our communities and ensure that people currently facing disadvantage get access to opportunities to improve their health, skills and income. • Our Renfrewshire is safe - Protecting vulnerable people and working together to manage the risk of harm - Protecting vulnerable adults, ensuring they can live safely and independently. Page 310 of 354
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4. Legal - This procurement process was conducted as an open procedure in accordance with the Public Contracts (Scotland) Regulations 2015 for a Social and other Specific Services contract and the Council’s Standing Orders Relating to Contracts. 5. Property/Assets – None. 6. Information Technology – None. 7. Equality & Human Rights - The Recommendations contained within this report have been assessed in relation to their impact on equalities and human rights. No negative impacts on equality groups or potential for infringement of individuals’ human rights have been identified arising from the recommendations contained in the report. If required following implementation, the actual impact of the recommendations and the mitigating actions will be reviewed and monitored, and the results of the assessment will be published on the Council’s website. 8. Health & Safety - Blue Triangle (Glasgow) Housing Association Limited Health and Safety submission has been evaluated by Corporate Health and Safety and meets the Council’s requirements. 9. Procurement – The procurement procedures outlined within this report shall ensure that the Council meets its statutory requirements in respect of procurement procedures, efficiency and modern Government. 10. Risk - Blue Triangle (Glasgow) Housing Association Limited insurances have been assessed by Renfrewshire Council’s Risk Officer and meet the minimum requirements regarding insurable risk. 11. Privacy Impact - The contract contains Renfrewshire Council’s General Conditions of Contract data protection provisions. Blue Triangle (Glasgow) Housing Association Limited will be a Data Controller and, as such, have a legal responsibility to comply with Data Protection legislation when collecting, processing and storing personal data to those receiving a service under 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 this service has been assessed using the Scottish Government Sustainability Test and no climate change implications were noted as part of this Contract. Page 311 of 354
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_________________________________________________________ List of Background Papers None. ___________________________________________________________________ Author: Sarah Ford, Senior Procurement Specialist, Corporate Procurement Unit – Sarah.Ford@renfrewshire.gov.uk Page 312 of 354
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___________________________________________________________________ To: Finance, Resources and Customer Services Policy Board On: 15 June 2022 ___________________________________________________________________ Report by: The Chief Executive and the Director of Environment & Infrastructure Services ___________________________________________________________________ Heading: Supply and Delivery of 4 x 7.5Tonne Multilift XR5 Hook lifts (RC- CPU-22-016) ___________________________________________________________________ 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 the Supply and Delivery of 4 x 7.5Tonne Multilift XR5 Hook lifts (RC- CPU-22-016) to Lothian Vehicle Bodybuilders Limited; this Contract is part of the Council’s Vehicle Replacement Programme for 2022/2023. 1.2 The recommendation to award the Contract follows a procurement exercise conducted as a mini-competition under Lot 3 Bodies for Tippers of the Scotland Excel Framework Agreement for the Supply & Delivery of Heavy and Municipal Vehicles (schedule 03/21). 1.3 A Contract Strategy was prepared by the Corporate Procurement Unit which covered the purchase of vehicles for the vehicle replacement programmes from 2018/19 to 2022/2023 and was approved by Director of Environment and Communities, the predecessor service to Environment and Infrastructure, and the Corporate Procurement Manager in June 2018. ___________________________________________________________________ Item 19 Page 313 of 354
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2. Recommendations It is recommended that the Finance, Resources and Customer Services Policy Board: 2.1 Authorise the Head of Corporate Governance to award a Contract for the Supply and Delivery of 4 x 7.5Tonne Multilift XR5 Hook lifts to Lothian Vehicle Bodybuilders Limited made following a mini- competition under Lot 3 Bodies for Tippers of the Scotland Excel Framework Agreement for the Supply & Delivery of Heavy and Municipal Vehicles (schedule 03/21). 2.2 Authorise the total contract value of £271,004.00 excluding VAT 2.3 Note that Lothian Vehicle Bodybuilders Limited have committed to delivering the 4 x 7.5Tonne Multilift XR5 Hook to Fleet Services, Underwood Road, Paisley week commencing 20th March 2023. _________________________________________________________ 3. Background 3.1 As part of the vehicle replacement programme Environment & Infrastructure Services identified a requirement to purchase four (4) 7.5Tonne Multilift XR5 Hook lifts. In accordance with Standing Order 29.5 of the Standing Order relating to Contracts, the Scotland Excel Framework Agreement for the Supply & Delivery of Heavy and Municipal Vehicles (schedule 03/21) Lot 3 Bodies for Tippers was identified as the best option for the vehicle purchases. 3.2 This procurement exercise has been tendered as a mini-competition under the Scotland Excel Framework Agreement for the Supply & Delivery of Heavy and Municipal Vehicles (schedule 03/21) Lot 3 Bodies for Tippers (the “Framework”). 3.3 Lot 3 of the Framework has six suppliers. All six Suppliers were invited to participate in the mini-competition issued on 12th May 2022 with the tender documentation available for downloading from the Public Contract Scotland Tender platform on this date. By closing date set for return of electronic tenders of 12noon on 23rd May 2022, one Supplier submitted a Tender Submission ( hereinafter referred to as tenderer) and five did not provide a response. 3.4 The one tenderer who submitted a Tender Submission continues to meet the requirements of the Single Procurement Document (SPD) they completed when applying for a place on the Scotland Excel Page 314 of 354
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Framework Agreement for the Supply & Delivery of Heavy and Municipal Vehicles (schedule 03/21). 3.5 The one Tender Submission received was evaluated against a score of 70% price / 30% quality. The quality score achieved through the Framework evaluation process was carried forward as the quality score attributable to this procurement exercise. The scores achieved by the tenderer is detailed in the table below: Quality (30%) Price (70%) Total (100%) 1 Lothian Vehicle Bodybuilders Limited 25.50% 70.00% 95.50% 3.6 The Council is satisfied that the Tender Submission by Lothian Vehicle Bodybuilders Limited is the most economically advantageous tender 3.7 Community Benefits were sought for this Contract and Lothian Vehicle Bodybuilders Limited has committed to the following: Community Benefit Description No of People / Activity Work Experience Placement for an individual16+ years of age 1 ___________________________________________________________________ Implications of the Report 1. Financial The costs under this Contract will be funded from the Environment & Infrastructure Capital budget allocation for the Vehicle Replacement Programme for financial year 2022/2023. 2. HR & Organisational Development No TUPE implications have arisen or are anticipated. 3. Community/Council Planning – Our Renfrewshire is fair - tenderer provided information within this procurement process in regard to their approach to ensuring fair working practices throughout their organisation and supply chain i.e. payment of the living wage, training and development opportunities. Page 315 of 354
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Creating a sustainable Renfrewshire for all to enjoy – Lothian Vehicle Bodybuilders Limited has committed to deliver Community Benefits as detailed within section 3.7 of this report. 4. Legal The procurement of this Contract was conducted in accordance with the requirements for a mini-competition under Lot 3 of the Scotland Excel Framework Agreement for the Supply & Delivery of Heavy and Municipal Vehicles (schedule 03/21) and the Council’s Standing Orders relating to Contracts. 5. Property/Assets The four 4 x 7.5Tonne Multilift XR5 Hook lifts will be added to the Council’s assets list. 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 Lothian Vehicle Bodybuilders Limited’s health and safety standards have been assessed and evaluated by Scotland Excel to confirm they meet the minimum requirements regarding insurable risk. 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 Page 316 of 354
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Lothian Vehicle Bodybuilders Limited’s insurances have been assessed and evaluated by Scotland Excel confirm they meet the minimum requirements regarding insurable risk. 11. Privacy Impact No Privacy Impact Assessment have arisen 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 the supply of this product has been assessed by Scotland Excel using the Scottish Government Sustainability Test and is considered to be low risk. Vehicles Emissions - Renfrewshire Council continue to reduce the carbon footprint of the Council’s fleet by removing older and less environmentally friendly vehicles. The Council will continue to explore alternative fuelled models including electric, hydrogen and hydrotreated vegetable oil (HVO) fuelled vehicles. _________________________________________________________ List of Background Papers None. ___________________________________________________________________ Author: Kerri-Anne Ben Ammar, Senior Procurement Specialist, Corporate Procurement Unit, 0141 618 4701 and kerri- anne.benammar@renfrewshire.gov.uk Page 317 of 354
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___________________________________________________________________ To: Finance, Resources and Customer Services Policy Board On: 15 June 2022 ___________________________________________________________________ Report by: The Chief Executive and the Director of Environment and Infrastructure ___________________________________________________________________ Heading: Contract Authorisation Report for a Framework Contract for Works to Roads Related Structures (RC-CPU-21-427) ___________________________________________________________________ 1. Summary 1.1 The purpose of this report is to seek the approval of the Finance, Resources and Customer Services Policy Board to enter into a Framework Contract with a number of suitably qualified and experienced Suppliers for Works to Roads Related Structures (RC-CPU-21-427). 1.2 The tendering procedure for this Framework Contract was conducted in accordance with the Procurement Reform (Scotland) Act 2014 and the Procurement (Scotland) Regulations 2016 and Renfrewshire Council’s Standing Orders Relating to Contracts using the open procedure for a Regulated Procurement threshold Works contracts. 1.3 A Contract Strategy was approved by the Head of Operations and Infrastructure and the Procurement Manager in February 2021. ___________________________________________________________________ 2. Recommendations Item 20 Page 319 of 354
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2.1 It is recommended that the Finance, Resources and Customer Services Policy Board: 2.1.1 Authorise the Head of Corporate Governance to enter into a Framework Contract for Works to Roads Related Structures (RC-CPU-21-427) (“Framework Contract”) with each of the Suppliers shown in 3.11; 2.1.2 Note the cumulative spend made under this Framework Contract will be up to the maximum value of £2,000,000 excluding VAT; 2.1.3 Note that the Framework Contract is intended to commence on 11 July 2022 or alternatively, the date confirmed in the Council’s Letter of Acceptance issued to each Supplier and will be for a period of two years with the Council having the sole option to extend on two (2) separate occasions for a period of up to twelve (12) months on each occasion; 2.1.4 Note Call -Off Contracts made under this Framework Contract will be awarded by way of a Package Order using the selection procedure or the quotation procedure contained in the Framework Contract. Selection of the most appropriate procedure is at the discretion of the Council and will be subject to Council Standing Orders Relating to Contracts, the requirements of the individual Package Order (Call-off Contract) for the works and the need to secure best value. _________________________________________________________________________________ 3. Background 3.1 Renfrewshire Council has a statutory obligation to maintain roads related structures within the Council boundary. 3.2 This Framework Contract includes repairs, maintenance and improvements of roads related structures. 3.3 The Framework Contract will be formed under the NEC3 Framework Contract April 2013 with bespoke Z Clauses. Call-off Contracts awarded under the Framework Contract will be formed using the NEC3 Term Service Short Contract April 2013 with bespoke Z Clauses. 3.4 The Framework Contract was tendered as a Regulated Threshold Works Contract in accordance with the Procurement Reform (Scotland) Act 2014 and the Procurement (Scotland) Regulations 2016, as amended and Council Standing Orders relating to Contracts using the Open Procedure. The contract notice was published on the Public Contracts Scotland portal on 28 March 2022. The tender documents were available for download through the Public Contracts Scotland – Tender portal. Page 320 of 354
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3.5 During the tendering period, eighteen (18) companies expressed an interest in the Framework Contract. By the closing date set for return of electronic tenders, 12 noon on Thursday, 28 April 2022, five (5) companies provided a response, four (4) declined to respond and nine (9) failed to respond. The five (5) 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 (1) bid was rejected at this stage as the Invitation to Tender had a selection requirement which placed a limit on fee percentages Tenderers were to include within their Tender Submission. The Invitation to Tender stipulated that Tenderers who tendered a fee percentage in excess of this limit would have their bid rejected. 3.7 The remaining Tenderers were evaluated against a pre-determined set of criteria in the form of the Single Procurement Document, SPD (Scotland). All four (4) remaining Tenderers satisfied the Council’s requirements in respect of their responses to the SPD (Scotland). 3.8 The technical and commercial responses contained in each Tender Submission were scored against the award criteria of 30% technical (Quality) and 70% commercial (Price). The scores achieved by each Tenderer are noted as follows: Tenderer Price Quality Total W I & A Gilbert Limited 55.72% 28.75% 84.47% Geo-Structural Ltd 70.00% 7.50% 77.50% Mackenzie Construction Limited 40.05% 28.75% 68.80% Taziker Industrial Limited 20.15% 28.75% 48.90% 3.9 The Invitation to Tender stipulated that it was anticipated that four (4) Suppliers would be approved for inclusion in the Framework Contract. However, the Council reserved the right to increase or decrease the number of Suppliers as deemed appropriate by the Council. 3.10 The Framework Contract ordering procedures contains the selection procedure and the quotation procedure. Where the selection procedure is applied then the Supplier ranked first will be invited to apply for the Package Order (Call-Off Contract). Should the first ranked Supplier reject the invitation, the second ranked Supplier will be invited to apply for the Package Order (Call-Off Contract) and so on until the Package Order has been awarded. Page 321 of 354
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Where the quotation procedure is used the Package Order will be awarded to the most economically advantageous tenderer. 3.11 The Supplier ranking information for the first year of the Framework Contract is as follows: Lot 1 – Carriageway Resurfacing Tenderer Ranking on Lot W I & A Gilbert Limited 1st Geo-Structural Ltd 2nd Mackenzie Construction Limited 3rd 3.12 The ranking will be fixed for the first year of the Framework Contract. From the end of the first year and no later than 2 months prior to each anniversary of the start date, Suppliers may submit an application for price increase or decrease in accordance with the terms of the Framework Contract for the purpose of re-evaluating the Suppliers’ competitiveness. This annual re- evaluation will be in respect of prices and rates only. Where the revised prices and rates are accepted by the Council these will replace any earlier prices and rates quoted by that Supplier. The Council shall evaluate the new prices and rates and add this score to the quality score achieved by each Supplier in the original evaluation of Tender submissions for the Framework Contract. Suppliers will be re-ranked in accordance with the revised score. Where ranking positions are amended, the Council will notify all Suppliers awarded under this Framework Contract of their new ranking position prior to the commencement of the next year of the Framework Contract. The new ranking will apply for Package Orders (Call-Off Contracts) awarded after that anniversary of the Framework Contract. 3.13 All Suppliers accepted onto this Framework Contract have committed to providing Community Benefits. The level of Community Benefits provided will be based on the value of any Package Orders (Call-Off Contracts) awarded to each Supplier. 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 all Package Orders (Call-Off Contracts) issued under this Framework Contract will be met by the individual Service budgets. 2. HR & Organisational Development Not applicable. Page 322 of 354
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3. Community/Council Planning Reshaping our place, our economy and our future – the Framework Contract proposed will support the delivery of this outcome. 4. Legal The tendering procedure for this Framework Contract was conducted in accordance with. 5. Property/Assets The Council’s roads infrastructure will be maintained to a high standard. 6. Information Technology No Information Technology implications have been identified 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. 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 All Suppliers 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 is statutory requirements in respect of procurement procedures, efficiency and modern Government. 10. Risk All Suppliers 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 anticipated. 13. Climate Risk Page 323 of 354
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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. Suppliers awarded Package Orders (Call-off Contracts) under the Framework Contract 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, Acting Strategic Commercial Category Manager, Corporate Procurement Unit, brian.bradley@renfrewshire.gov.uk Page 324 of 354
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___________________________________________________________________ To: Finance, Resources and Customer Services Policy Board On: 15 June 2022 ___________________________________________________________________ Report by: Chief Executive and the Director of Environment and Infrastructure ___________________________________________________________________ Heading: Notification of the award of the Contract for Surface Treatment (RC- CPU-21-434) under delegated authority granted to the Strategic Commercial and Procurement Manager ___________________________________________________________________ 1. Summary 1.1 The purpose of this report is to notify the Finance, Resources and Customer Services Policy Board of the award of a Contract for Surface Treatment, reference RC-CPU-21-434, approved for award under the delegated authority for the Framework Contract for Roads Related Maintenance Works, reference RC-CPU-20-172, granted to the Strategic Commercial and Procurement Manager by the Finance, Resources and Customer Services Policy Board on 2 February 2022. 1.2 The contract was awarded following a mini-competition under Lot 5 – Surface Treatment of Renfrewshire Council’s Framework Contract for Roads Related Maintenance Works, reference RC-CPU-20-172. ___________________________________________________________________ 2. Recommendations The Finance, Resources and Customer Services Policy Board is asked to note: Item 21 Page 325 of 354
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2.1 The detail in section 3 of this report which details the contract for Surface Treatment, reference RC-CPU-21-434, approved for award to Kiely Bros. Limited under delegated authority granted to the Strategic Commercial and Procurement Manager by the Finance, Resources and Customer Services Policy Board on 2 February 2022 for the Framework Contract for Roads Related Maintenance Works, reference RC-CPU-20-172. 2.2 The starting date was 23 May 2022 and the completion date is 26 August 2022. These dates were confirmed in the Employer’s Acceptance. 2.3 The contract sum is £745,121.31 excluding VAT. _________________________________________________________ 3. Background 3.1 Environment and Infrastructure is responsible for the management and maintenance of all roads, excluding trunk roads, within the Council’s boundaries. 3.2 This contract is to apply surface treatment to carriageways. 3.3 The recommendation to approve this contract for award was made under delegated authority granted to the Strategic Commercial and Procurement Manager by the Finance, Resources and Customer Services Policy Board on 2 February 2022 for the Framework Contract for Roads Related Maintenance Works, reference RC-CPU-20-172. 3.4 This Contract was tendered as a mini competition under Renfrewshire Council’s Framework Contract for Roads Related Maintenance Works, Lot 5 – Surface Treatment for a below Regulated Works Contract in accordance with that Framework and the Council’s Standing Orders Relating to Contracts. The mini competition documents were made available on Monday, 11 April 2022 to the two (2) suppliers awarded a Framework Contract for Lot 5 – Surface Treatment through the Public Contracts Scotland – Tender portal. 3.5 The Tenders received were assessed on the basis of the most economically advantageous tender which included an evaluation of both price and quality. The scores achieved by each tenderer are detailed in the table below: Supplier Quality 30% Price 70% Total % Kiely Bros. Limited 22.50 70.00 92.50 Page 326 of 354
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John McQuillan (Contracts) Limited 22.50 58.21 80.71 3.6 In accordance with the authority granted by the Finance, Resources and Customers Services Policy Board on 2 February 2022 for the Framework Contract for Roads Related Maintenance Works, reference RC-CPU-20- 172, the Strategic Commercial and Category Manager approved the award of a contract to Kiely Bros. Limited for the contract for Surface Treatment, reference RC-CPU-21-434. 3.7 The approved spend under the Contract is £745,121.31 excluding VAT. 3.8 Community Benefits were sought as part of this process and Kiely Bros. Limited have committed to the following Community Benefits: Community Benefit Description No of People / Activity Financial Support for a Community Project 3 Non Financial Support for a Community Project 3 3.9 Financial costs in respect of this contract will be met from the Capital – General Services Budget. Implications of the Report 1. Financial Financial costs in respect of this contract will be met from the Capital General Services Budget. 2. HR & Organisational Development Not applicable. 3. Community/Council Planning Reshaping our place, our economy and our future – this contract will support the delivery of this outcome. 4. Legal This Contract was tendered as a mini competition under Renfrewshire Council’s Framework Contract for Roads Related Maintenance Works, Lot 5 – Surface Treatment for a below Regulated Works Contract in Page 327 of 354
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accordance with the Framework Contract requirements and the Council’s Standing Orders Relating to Contracts. 5. Property/Assets The Council’s roads infrastructure will be maintained to a high standard. 6. Information Technology No Information Technology implications have been identified 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. 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 All supplier’s health and safety credentials were evaluated by Corporate Health and Safety when tendering for the Framework Contract for Roads Related Maintenance Works, reference RC-CPU- 20-172, and met the Council’s requirements regarding health and safety. 9. Procurement The procurement procedures outlined within this report shall ensure that the Council meets its statutory requirements in respect of procurement procedures, efficiency and modern government. 10. Risk All supplier’s insurances were assessed and evaluated when tendering for the Framework Contract for Roads Related Maintenance Works, reference RC-CPU-20-172, 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. Page 328 of 354
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13. Climate Risk The level of impact associated with works connected with the Framework Contract for Roads Related Maintenance Works, reference RC-CPU-20-172, has been assessed using the Scottish Government Sustainability Test and is considered to be high risk. The supplier awarded this contract will be required to organise their activities in such a way that the impact they have on the environment is minimised. _________________________________________________________ Author: Brian Bradley, Acting Strategic Commercial Category Manager, brian.bradley@renfrewshire.gov.uk ___________________________________________________________________ List of Background Papers Contract Authorisation Report “Framework Contract for Roads Related Maintenance Works, reference RC-CPU-20-172” agreed at the Finance Resources and Customers Services Policy Board on 2 February 2022 Page 329 of 354
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___________________________________________________________________ To: Finance, Resources and Customer Services Policy Board On: 15th June 2022 ___________________________________________________________________ Report by: Report by the Chief Executive and the Director of Finance and Resources ___________________________________________________________________ Heading: Contract Award: Paisley Grammar School Community Campus (PGSCC) – Principal Contractor (PC) (RC-CPU-21- 247) ___________________________________________________________________ 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 Pre-Construction Services Agreement for Paisley Grammar School Community Campus (PGSCC) – Principal Contractor (RC-CPU-21-247) (the “PCSA ”) to Galliford Try Construction Limited, T/A Morrison Construction Scotland, and to inform the Board of the intention to subsequently award a Design and Build Works Contract for Paisley Grammar School Community Campus (PGSCC) – Principal Contractor (RC-CPU-21-247) to Galliford Try Construction Limited, T/A Morrison Construction Scotland on completion of the Pre-Construction Services (the “D&B Contract”). 1.2 The recommendation to award the PCSA (and subsequently the D&B Contract) follows a procurement exercise which was conducted in accordance with the Competitive Procedure with Negotiation (CPN) under the Public Contracts (Scotland) Regulations 2015 and the Council’s Standing Orders Relating to Contracts. 1.3 A Contract Strategy addendum was approved by the Strategic Commercial and Procurement Manager and the Head of Property Services on 5th Item 22 Page 331 of 354
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November 2021, this was to amend and update the Contract Strategy approved on 7th September 2021. ___________________________________________________________________ 2. Recommendations It is recommended that the Finance, Resources and Customer Services Policy Board: (a) Authorise the Head of Corporate Governance to award a Pre- Construction Services Agreement (PCSA) for the Paisley Grammar School Community Campus (PGSCC) – Principal Contractor (RC- CPU-21-247) to Galliford Try Construction Limited, T/A Morrison Construction Scotland. (b) Authorise the value of the PCSA at £228,862.21 exclusive of VAT. (c) Note the pre-construction services are scheduled for commencement on Monday 11th July 2022. The actual date will be confirmed in the Council’s Letter of Acceptance to Galliford Try Construction Limited, T/A Morrison Construction Scotland. (d) Note that, on completion of the Pre-Construction Services, a further report will be brought to the Finance, Resources and Customer Services Policy Board seeking approval to enter into the Design and Build Contract with Galliford Try Construction Limited, T/A Morrison Construction Scotland. _________________________________________________________ 3. Background 3.1 This procurement is for the appointment of a Principal Contractor for the Paisley Grammar School Community Campus project (“PGSCC”). The requirement is for a single Principal Contractor for both pre- construction services and the construction itself. Renfrewshire Council require to replace the existing Paisley Grammar School and wishes to integrate the school with both the local community and enterprise organisations to form a new Paisley Grammar School Community Campus. This Contract is for the appointment of a Principal Contractor to design and construct a new Passivhaus school in line with the Scottish Futures Trust (SFT) Learning Estate Investment Programme (LEIP) requirements. The School will be constructed on a site which has been Page 332 of 354
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acquired by the Council and which formed part of the former Chivas Brothers bottling plant at 111-113 Renfrew Road, Paisley, PA3 4DY. 3.2 The Council identified the construction of a new Paisley Grammar School Community Campus as it’s learning estate investment priority in May 2019. The new school and community campus will accommodate a roll of circa 1200 pupils and will benefit from a community café and community space. During 2020, formal consultation on the proposal which was supported by Education Scotland was undertaken and a decision to progress the proposal was approved by the Council’s Education and Children’s Services Policy Board in January 2021. Having met all the qualifying criteria identified by ministers, the project has now been included in Stage 2 of the Scottish Government’s £1 billion Learning Estate Investment Programme. The project will require to attain the SFT LEIP metrics which set out specific targets and outcomes which must be achieved to ensure that the project delivers a high quality, sustainable, low carbon and digitally- enabled learning environment. The outcomes include ambitious energy targets and a requirement to support inclusive economic growth through the creation of jobs to deliver the funded facilities. 3.3 Early contractor engagement is being sought in this Project and it is anticipated that the Principal Contractor shall be appointed no later than the commencement of RIBA Stage 2 under a bespoke Pre- Construction Services Agreement. The Principal Contractor will work closely with the Multidisciplinary Design Team (MDDT) up to completion of RIBA stage 4. The appointment of the MDDT was approved by this board on 30th March 2022. At the point that the project is ready to proceed to the construction phase, a further report will be brought to the Finance, Resources and Customer Services Policy Board seeking approval to enter into the Design and Build Contract with Galliford Try Construction Limited, T/A Morrison Construction Scotland. At this point, the appointed MDDT will be novated to the appointed Principal Contractor. This is anticipated to be at the end of RIBA Stage 4. 3.4 The Pre-Construction Services will be in the form of a bespoke Pre- Construction Services Agreement (PCSA). The Pre-Construction Services will be carried out to RIBA stages 2-4 (inclusive). Following satisfactory completion of the Pre Construction Services, a report will be submitted to the Finance, Resources and Customer Services Policy Board seeking approval to proceed with the full Design and Build Contract. If the Board approves the recommendation, the Council will Page 333 of 354
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enter into a Design and Build Contract with Galliford Try Construction Limited, T/A Morrison Construction Scotland at the end of RIBA stage 4. The form of Design and Build Contract will be SBCC Design and Build Contact for use in Scotland 2016 edition accompanied with bespoke Employer’s Amendments and Preliminaries. 3.5 The CPN process that was adopted was mapped by the following stages; - Stage 1 (Invitation to Participate - Selection); - Stage 2 (Invitation to Tender – Initial ITT); - Stage 3 (Negotiation); - Stage 4 (Final Tender - Award). The Council reserved the right to award at the end of Stage 2 if a fully compliant offer was received, without the requirement to proceed to stages 3 and 4. 3.5 Stage 1 of this process was open to all interested bidders, who met the minimum criteria set out in the Invitation to Participate - Selection. The contract notice was published on the Find a Tender and Public Contracts Scotland websites on 8th November 2021 with the Invitation to Participate documents available for download from the Public Contracts Scotland – Tender portal on the same date. 3.7 During Stage 1, fourteen (14) companies expressed an interest in the Contract. By the closing date set for Stage 1 submissions, 10:00 on 09th December 2021, six (6) Candidates had submitted a request to participate (RTP). 3.8 The six (6) RTPs were each evaluated against a pre-determined set of criteria in the form of the Single Procurement Document (SPD) Scotland by representatives from the Council’s Corporate Procurement Unit, Property Services and a Category Manager from Scotland Excel provided as additional agency support to help resource the project. All six (6) Candidates satisfied the Council’s minimum requirements within the SPD selection criteria. 3.9 As part of the selection process, and to reduce the number of otherwise qualified Candidates, in accordance with the Invitation to Participate, Candidates had to respond to questions relating to previous experience, technical capacity and capability with projects similar in nature, scope and scale to this Contract. 3.10 A panel of representatives from the Council’s Property Services team assessed each of the six (6) Candidate responses to the questions and the five (5) highest scoring Candidates were selected to proceed to Stage 2 (Invitation to Tender – Initial ITT). The Contract Notice for this Page 334 of 354
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procurement indicated the Council’s intention to reduce the number of Candidates to five (5) who will be selected to Stage 2 initial tender. 3.11 The selection score for each Candidate within Stage 1 – RTP is noted below: Candidate Weighting Technical Rank Galliford Try Construction Limited, T/A Morrison Construction Scotland 95.50% 1 Keir Construction Limited 94.50% 2 Morgan Sindall Construction & Infrastructure Ltd 87.50% 3 BAM Construction Limited 87.50% 3 Bowmer & Kirkland Ltd 78.50% 5 Sir Robert McAlpine Limited 74.00% 6 3.12 The top 5 ranked Candidates from Stage 1 were invited by invitation issued on 17th January 2022 via the Public Contracts Scotland – Tender portal to submit an initial tender for Stage 2. By the closing date and time set for return, 2pm on 15th February 2022, four (4) Candidates submitted a response and one (1) failed to respond. 3.13 The tenders received were assessed against the published Award Criteria based on weightings of 20% price and 80% Quality. These were assessed by an evaluation panel consisting of the Council’s Property Services team, Corporate Procurement Unit, the Category Manager from Scotland Excel (agency support) and an External Consultant. The Tenderer scores relative to the Award Criteria are detailed in the table below: Tenderer Price Score Quality Score Total score Galliford Try Construction Limited, T/A Morrison Construction Scotland 20.00% 78.20% 98.20% Keir Construction Limited 16.82% 73.60% 90.42% Morgan Sindall Construction 10.82% 69.00% 79.82% Page 335 of 354
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& Infrastructure Ltd BAM Construction Limited 10.79% 62.40% 73.19% 3.14 The Council had an option with the Competitive Procedure with Negotiation to proceed to further stages (Stage 3 and Stage 4), it was agreed by the project team that it was not necessary to take up these options as tenders received were within budget and all tenders met the minimum requirements as set out within the Invitation to Tender Documents. In the Stage 2 Invitation to Tender, the Council had reserved the right not to utilise these stages. 3.15 The Council is satisfied that the Tender Submission from Galliford Try Construction Limited, T/A Morrison Construction Scotland is the most economically advantageous tender submission. To note, the evaluation was set to assess the tenderers for both the pre-construction services and the construction itself, for both elements Galliford Try Construction Limited, T/A Morrison Construction Scotland is the most economically advantageous tender submission. 3.16 Mandatory Community Benefits were included as a condition of this contract which Galliford Try Construction Limited, T/A Morrison Construction Scotland confirmed they would adhere to. The commitment is to deliver 15 new employment opportunities. In addition to the mandatory Community Benefits requested, and subject to the Council entering into the Design and Build Contract, Galliford Try Construction Limited, T/A Morrison Construction Scotland confirmed in their offer that the following Community Benefits would also be made available to the Council: Community Benefit Description No of People / Activity Job for a young person (age 16-24) from a recognised priority group e.g. from the councils' most deprived datazones 1 Job for an unemployed individual 1 Modern Apprenticeship 2 Page 336 of 354
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Graduate 1 Work Experience Placement for an individual 16+ years of age 20 Work Experience Placement for an individual in full time education 10 Business advice/support to a local SME /Social Enterprise/ Voluntary organisation 10 Commitment to ensure that supply chain opportunities are prioritised for Renfrewshire based businesses 4 S/NVQ (or equivalent) for • New Employee • Existing Employee • Supply Chain Employee 15 Industry Awareness Events • Schools • Invest in Renfrewshire – Employability • Further Education 20 Industry Skill Transfer to Schools 8 Financial Support for a Social Enterprise 2 Non financial support for a Social Enterprise 2 Financial Support for other community initiatives which meet the Council's community policies/strategies 15 Non-financial Support for other community initiatives which meet the Council's community development policies/strategies 5 ___________________________________________________________________ Implications of the Report 1. Financial – No financial implications have arisen or are anticipated. Financial and Economic Standing have been assessed as part of the tender selection criteria – which Galliford Try Construction Limited, T/A Morrison Construction Scotland met. The project will be part funded by the Scottish Futures Trust (SFT) within the Stage 2 Learning Estate Investment Programme (LEIP). 2. HR & Organisational Development - No HR & Organisational Development implications have arisen or are anticipated. 3. Community/Council Planning – Page 337 of 354
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• Our Renfrewshire is fair - Tenderers were assessed within Award Criteria regarding their approach to ensuring fair working practices throughout their organisation and supply chain i.e. payment of the living wage, training and development opportunities etc. • Reshaping our place, our economy and our future - The work from the design to the main works will create many employment opportunities across Renfrewshire. The Community Campus itself will redevelop an empty space and it will provide a base for learning and development for current and future generations. • Building strong, safe and resilient communities - The new Paisley Grammar is not just a school, but a Community Campus a place that provides space for those in Community, a place of safety and security that will help nurture and bring communities together. • Tackling inequality, ensuring opportunities for all - This project and the objectives and work that will be achieved has the power to tackle the inequalities that exist here in Renfrewshire throughout all communities. It has the ability to deliver opportunities for all this could be through Community Benefits and the wider work of the project. • Creating a sustainable Renfrewshire for all to enjoy - In the design, the main works and the final outcome of the new Paisley Grammar School Community Campus it will provide a fresh new learning base for over a thousand young people. It will give back to the communities that it serves a new community space to be utilised and it will create a sustainable energy efficient place for all to enjoy and be part of. • Working together to improve outcomes - The new Paisley Grammar School Community Campus will improve many outcomes throughout its lifetime. This will be through the strengthening of the partnership working between school and community. Providing good quality services and improving new ICT developments and opportunities. 4. Legal - The procurement of this contract has been conducted in accordance with the Competitive Procedure with Negotiation under the Public Contracts (Scotland) Regulations 2015 and the Council’s Standing Orders Relating to Contracts. 5. Property/Assets – The Council identified the construction of a new Paisley Grammar Community Campus as its learning estate investment priority in May 2019 and the purpose of this project is to inform the design of environmentally and economically sustainable buildings. The Council’s investment in its learning estate offers the opportunity for a Page 338 of 354
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place-based approach to local outcomes. integrating local services to support communities. 6. Information Technology - No IT 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 – Galliford Try Construction Limited, T/A Morrison Construction Scotland health and safety credentials are being evaluated by Corporate Health and Safety who will confirm that they meet the Council’s minimum requirements regarding health and safety. 9. Procurement – The procurement procedure outlined within this report ensures that the Council meets its statutory requirements in respect of procurement procedures, efficiency and modern government. 10. Risk – Galliford Try Construction Limited, T/A Morrison Construction Scotland insurances are being 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 Position implications have arisen or are anticipated. 13. Climate Risk - Tackling Climate Change and working towards Net Zero are addressed throughout this contract. The environmental impacts considered are broad and range from the disposal of waste generated from the works being carried out to the type of vehicles and machinery being used on the site. The Contractor will require to consider the emissions from their vehicles when working on site and to switch engines off when not in use to prevent unnecessary emissions. The level of impact associated with provision of these works has been assessed using the Scottish Government Sustainability Test and is considered to be overall low risk. ________________________________________________ Page 339 of 354
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List of Background Papers (a) None ___________________________________________________________________ Author: Joanna Tannock, Assistant Category Manager, Corporate procurement unit, joanna.tannock@renfrewshire.gov.uk Page 340 of 354
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_________________________________________________________________ To: Finance, Resources and Customer Services Policy Board On: 15th June 2022 _________________________________________________________________ Report by: The Chief Executive and the Director of Finance and Resources _________________________________________________________________ Heading: Contract Award: Demolition of Tannahill Road and Tannahill Terrace (RC-CPU-21-229) _________________________________________________________________ 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 titled Demolition of Tannahill Road and Tannahill Terrace (RC-CPU-21-229) (the “Contract”) to Caskie Limited. 1.2 The recommendation to award the Contract follows a mini- competition in accordance with the Scotland Excel Demolition and Deconstruction Framework, reference 1119 and the Council’s Standing Orders Relating to Contracts. 1.3 A Contract Strategy was approved by the Strategic Commercial Category Manager and the Head of Property Services on 22nd April 2022. _________________________________________________________________ 2. Recommendations It is recommended that the Finance, Resources and Customer Services Policy Board: (a) Authorise the Head of Corporate Governance to award a Contract titled Demolition of Tannahill Road and Tannahill Terrace (RC-CPU-21-229) to Caskie Limited; Item 23 Page 341 of 354
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(b) Authorise the Contract Sum of £235,850.00 excluding VAT for this Contract; and (c) Note the works are for a period of 28 weeks, with the intention for commencement of the works to be 18th July 2022 and a Date for Completion of 10th February 2023. The actual date for Commencement of the Works will be confirmed in the Council’s Letter of Acceptance to Caskie Limited. ________________________________________________________ 3. Background 3.1 This procurement is for the appointment of a contractor to carry out the Demolition and site clearance of seventeen (17) blocks of empty domestic dwellings and one (1) commercial unit at Tannahill Road and Tannahill Terrace, Paisley owned by the Council. The Council is building 101 new homes on the neighbouring former St Fergus’ Primary School site which will provide a range of properties to house the needs of tenants and owners who wish to remain within the Ferguslie area. 3.2 The proposed demolition of these buildings was approved at the Communities, Housing and Planning Policy Board on 18 May 2021 and is summarised as follows – Wholly Empty Council Owned Blocks – Proposed for Demolition Tannahill Road, Paisley 46 – 52, 57 – 63, 90 – 96, 97 – 103, 98 – 104, 113 – 115, 117 – 123 and 125 – 131. Tannahill Terrace, Paisley 1 – 3, 18 – 24, 58 – 64, 74 – 80, 90 – 92, 105 – 111, 133 – 139, 141 – 147 and 157 – 163. Drums Avenue 26 (Commercial property) The properties have recently been subject to fire-raising and instances of anti-social behaviour. The site will be landscaped on completion of the demolition works while longer term proposals for the site are considered within the context of the Community Led Development Framework that was approved by the Leadership Board on 01 December 2021. Opportunities for the redevelopment of the Tannahill site will be considered within the context of the community and stakeholder consultation on the emerging development framework for the wider Ferguslie Park area. Page 342 of 354
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3.4 As part of the contract strategy it was identified that the Scotland Excel Framework Agreement, Demolition and Deconstruction, reference 1119 (“Framework”) was best suited for this contract. This Framework has a lot specific to Demolition and Deconstruction works of a value on or over £50,000 (Lot 2). This procurement exercise was conducted as a mini-competition, and was conducted in accordance with the conditions of use set out in the Framework. 3.5 There are seventeen (17) companies who confirmed their ability to service the Renfrewshire Council area within Lot 2 of the Framework. All seventeen (17) companies were invited to Tender on 28th May 2022. 3.6 During the live tender period, 15 companies expressed an interest in the Contract. By the closing date set for tender submissions, 12 noon on 12th May 2022, ten (10) companies had submitted a response and seven (7) companies did not respond. 3.7 The 10 tender submissions were evaluated against the published Award Criteria based on weightings of 60% Price and 40% Quality. This evaluation was carried out by representatives from Property Services, the Corporate Procurement Unit, Corporate Risk and Corporate Health & Safety. The ten (10) tender submissions received complied with the minimum criteria set out in the ITT. The winning tenderer confirmed that there was no change to the ESPD information disclosed at the time of Framework inception. 3.8 The scores relative to the Award Criteria of the ten (10) Tenderers are noted below – Company Quality (40%) Price (60%) Total (100%) Caskie Limited 38.25% 55.32% 93.57% Dem-Master Demolition Limited 32.50% 56.16% 88.66% JCJ (Demolition & Construction) Limited 31.25% 49.69% 80.94% Central Demolition Limited 20.50% 60.00% 80.50% JCH Plant Hire Ltd. 18.50% 56.66% 75.16% Safedem Limited 22.25% 48.93% 71.18% George Beattie & Sons Limited 27.00% 37.66% 64.66% Reigart Contracts Limited 23.25% 36.49% 59.74% Daltons Demolitions Limited 9.75% 46.73% 56.48% Page 343 of 354
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William Goodfellow (Contractors) Limited 21.25% 35.16% 56.41% 3.9 The evaluation of tender submissions received identified that the submission by Caskie Limited was the most economically advantageous tender. 3.10 The form of Contract will be the SBCC Minor Works Building Contract for use in Scotland, 2016 Edition, amended and/or supplemented by Employer’s Amendments. 3.11 This Contract is funded from the Housing Capital budget. 3.12 Community Benefits were requested as part of this procurement process and Caskie Limited confirmed that the following Community Benefits would be made available to the Council for this Contract – Community Benefit Description No of People/Activity Industry Awareness Event 1 Non-Financial Support for a Community Project 1 _________________________________________________________________ Implications of the Report 1. Financial – The cost for these works will be met by the Housing Capital budget as noted in 3.11 above. 2. HR & Organisational Development – No HR or Organisational Development implications have arisen or are anticipated. 3. Community/Council Planning – • Our Renfrewshire is safe - removing wholly vacant properties within regeneration areas that are causing security and safety concerns to tenants and residents. • Working together to improve outcomes - listening to the requests of the communities in which we operate. 4. Legal - The procurement of this Contract was conducted as a below Regulated (Works) Mini Competition in accordance with the Scotland Excel Framework Demolition and Deconstruction, reference 1119 and the Council’s Standing Orders Relating to Contracts. Page 344 of 354
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5. Property/Assets – removal of properties highlighted for demolition. 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 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 – Caskie Limited’s 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 procedure outlined within this report ensures that the Council meets its statutory requirements in respect of procurement procedures, efficiency and modern government. 10. Risk – Caskie Limited’s insurances were assessed and evaluated to confirm that they meet the minimum requirements regarding insurable risk. 11. Privacy Impact – No Privacy 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 Scotland Excel Framework Agreement contains specific conditions that all contractors must adhere to. The Contractor must comply with Scotland’s Zero Waste Plan on how all materials arising from the works are sorted, removed from site and whenever possible re-used, re-manufactured or recycled to recover some of their inherent value. After initial sorting on site, the Contractor must evidence to the Client where all materials are taken for further treatment. Copies of consignment notes will be required to demonstrate that appropriate proportions of all materials have been taken to licensed facilities for recycling or landfill. In addition, The Contractor will monitor the operation and maintenance of all their plant and equipment for opportunities to reduce emissions, fuel waste, fuel spillage and noise. ________________________________________________________ Page 345 of 354
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________________________________________________________ List of Background Papers (a) Background Paper 1 – Communities, Housing and Planning Board, 18 May 2021. Heading: Tannahill Area, Ferguslie Park – Housing Regeneration Update (b) Background Paper 2 – Leadership Board, 1 December 2021. Heading: The Making of Ferguslie - framework report and place plan. _________________________________________________________________ Author: Joyce Boutiche – Procurement Advisor, email joyce.boutiche@renfrewshire.gov.uk Page 346 of 354
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___________________________________________________________________ To: Finance, Resources and Customer Service Policy Board On: 15th June 2022 ___________________________________________________________________ Report by: The Chief Executive and Director of Communities and Housing Services ___________________________________________________________________ Heading: Contract Award: PAS2035 Retrofit Works (Housing Investment and Regeneration Programmes) (RC-CPU-21-318) ___________________________________________________________________ 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 PAS2035 Retrofit Works (Housing Investment and Regeneration Programmes) (RC- CPU-21-318) to MP Group U K Limited who are the lead contractor for a consortium consisting MP Group U K Limited and Bolix S A. 1.2 The recommendation to award the Term Service Short Contract follows a procurement exercise conducted in accordance with the Public Contracts (Scotland) Regulations 2015 and the Council’s Standing Orders Relating to Contracts for an above Threshold Works contract using the Open Procedure. 1.3 A Contract Strategy was approved by the Head of Housing Services and the Strategic Commercial and Procurement Manager on 22nd December 2022. ___________________________________________________________________ 2. Recommendations It is recommended that the Finance, Resources and Customer Services Policy Board: Item 24 Page 347 of 354
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2.1 Authorise the Head of Corporate Governance to award a Contract for PAS2035 Retrofit Works (Housing Investment and Regeneration Programmes) (RC-CPU-21-088) to MP Group U K Limited, who are the lead contractor for a consortium consisting of MP Group U K Limited and Bolix S A; 2.2 Authorise a maximum contract value of up to £60,000,000.00 excluding VAT for all Task Orders made under this Contract; 2.3 Authorise a proposed starting date of 18th July 2022 with the contract period being 2 years with the Council having the option to extend for up to 12 months on two (2) separate occasions. The actual starting date will be confirmed in the Council’s Letter of Acceptance; 2.4 Note, the final value of this contract will be determined by the number of properties both Council owned and privately owned identified and subject of Task Orders; 2.5 Note, a Consortium Guarantee is required from the contractor within two (2) weeks of the date of the Letter of Acceptance; and 2.6 Note the contract award is subject to MP Group U K Limited providing the required level of Professional Indemnity insurance cover. _________________________________________________________ 3. Background 3.1 The Council is undertaking a significant retrofit and regeneration programme of its housing stock throughout Renfrewshire in order to meet the Energy Efficiency Standard for Social Housing (EESSH), maintain and improve its Scottish Housing Quality Standard (SHQS) position and improve energy efficiency and minimise future maintenance of its social rented and mixed tenure housing stock. This includes a housing-led regeneration and renewal programme for Renfrewshire which was approved by the Council in December 2020. The ambitious proposals for a major programme of investment in house-led regeneration and renewal will not only significantly enhance the Council’s housing stock but will also contribute to the wider transformation of Renfrewshire as a place and will be central to the economic and social recovery of Renfrewshire. 3.2 This procurement is for the appointment of a suitably qualified contractor to supply and install retrofit external works to existing residential wholly Council owned properties and mixed tenure blocks to improve their energy efficiency. Page 348 of 354
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The contractor will act as a Retrofit Installer and be responsible for ECO Management, to manage, carry out external envelope works and retrofit works to residential wholly Council owned and mixed tenure properties throughout the Renfrewshire Council area for the housing investment and regeneration programme, as set out within the Housing Revenue Account (HRA) Capital Investment Plan which was approved by Council on 3rd March 2022. The programme will include internal and external works to domestic properties (a mix of both Council owned and privately owned properties of various archetypes), such work is to ensure the property achieves a standard compliant with PAS2035:2019, which is the prescribed specification for energy retrofit of domestic buildings. A whole house retrofit approach to housing investment and regeneration works will be taken, as this is a more cost effective approach than undertaking multiple works over time and also reduces disruption to residents. In addition, delivering a whole house retrofit approach to PAS2035 standard is critical to achieving a high-performance design solution to improve the thermal performance of the Council’s housing stock. 3.3 This Contract was tendered as a NEC4 Term Service Short Contract June 2017 (as amended in January 2019 and October 2020) with the ‘Z’ clauses and this type of contract has no guarantee of the value of the spend as this will depend on the Task Orders issued by the Council. The maximum spend over the four (4) year period was tendered as £60,000,000 based on an estimated £15,000,000 annually, annual spend may exceed £15,000,000. 3.4 To initiate this procurement process a contract notice was published on Find a Tender issued via the Public Contracts Scotland advertising portal on Thursday 23rd December 2021 with the tender documentation available for downloading from the Public Contracts Scotland – Tender portal from this date. 3.5 During the live tendering period, thirty (30) organisations expressed an interest in this opportunity. By the closing date (Tender Deadline) set for the return of electronic tender submissions, 12 noon on Monday 14th February 2022, eight (8) organisations submitted a response, five (5) declined and seventeen (17) failed to respond. 3.6 Tenderers were required to complete a Single Procurement Document (SPD) to be submitted with their tender submission in accordance with Regulation 60 of the Public Contracts (Scotland) Regulations 2015. The eight (8) tender submissions received each contained a completed SPD which was then evaluated against the SPD pre-determined set of criteria by representatives from Housing Services, the Corporate Procurement Unit, Corporate Risk, Finance and Resources and Corporate Health and Safety. Page 349 of 354
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3.7 All eight (8) tender submissions confirmed they met the requirements of the SPD and progressed to evaluation against the published award criteria of 60% Price and 40% Quality. During the evaluation, one (1) Tenderer was deemed to have an irregular bid due to a pricing document error and was removed from the process. 3.8 The scores relative to the award criteria for each of the remaining seven (7) Tenderer Tender submissions are noted below: Quality (40%) Price (60%) Total (100%) 1 A consortium led by MP Group U K Limited* 34.88 59.65 94.53 2 A C Whyte & Co Limited 35.00 56.46 91.46 3 Everwarm Ltd 40.00 51.45 91.45 4 Valley Group Limited 31.13 60.00 91.13 5 Procast Building Contractors Ltd. 36.75 47.21 83.96 6 G.M.G. (Contractors) Limited 31.63 51.14 82.76 7 Bell Decorating Group Limited 30.63 46.36 76.99 * Other members of the consortium; Bolix S A. 3.9 The evaluation of tender submissions received identified that the tender submission by MP Group U K Limited, as part of a consortium with Bolix S A was the most economically advantageous tender. 3.10 The form of contract will be NEC4 Term Service Short Contract June 2017 (as amended in January 2019 and October 2020) with Z Clauses. 3.11 The Contract is funded from the Housing Revenue Account (HRA) Capital Programme budget. The Council will also seek to maximise any potential funding opportunities to support the delivery of this Contract. 3.12 Mandatory Community Benefits were included as a condition of this contract which MP Group U K Limited confirmed they would adhere to. The commitment was to deliver seven (7) Employment Opportunities, these Employment opportunities will be delivered without any spend on the Contract. The mandated Community Benefits are detailed below: Mandated Community Benefits Requested Job for an unemployed individual from a Priority Group 2 Job for an unemployed individual 2 Page 350 of 354
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3.13 In additional to the mandatory Community Benefits requested and offered, as part of the quality requirements community benefits were requested for every £3,000,000 (£3m) worth of spend, whether in an individual Task Order or across a number of Task Orders. Those Community Benefits will be delivered each time the spend increases by £3m and MP Group U K Limited has committed to deliver the following Community Benefits as part of this contract for every £3m worth of spend: 3.14 In addition to the Community Benefits identified in 3.12 and 3.13 above, the Council also requested voluntary Community Benefits. Tenderers were asked to take into account the nature of this Contract and its location. MP Group UK Limited have also offered the following voluntary Community Benefits: ___________________________________________________________________ Modern Apprenticeship 3 Community Benefits Description No of People / Activity Work Experience Placement for an individual 16+ years of age 3 Work Experience Placement for an individual in full time education 3 Industry Awareness Events 2 Commitment to ensure that supply chain opportunities are prioritised for Renfrewshire based businesses 1 Non financial support for a Social Enterprise or other approved community initiative 2 Added Value Community Benefits Description Training Academy – 6 monthly targeted events offering advice and guidance on routes into the industry and practical skill demonstrations for local unemployed people or those in full time education with an interest in construction. Annual food and/or household goods donation of at least £250 or the provision of staff volunteers to assist in the delivery of the service to two locally based schemes such as Renfrewshire Foodbank or Community Fridge and Community Cabinet Paisley. Labour and/or material donation. Page 351 of 354
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Implications of the Report 1. Financial – The costs for this Contract will be met through the Housing Revenue Account Capital Programme budget. 2. HR & Organisational Development – No TUPE implications. 3. Community/Council Planning – • Our Renfrewshire is fair - Tenderers were assessed within this procurement process in regard to their approach to ensuring fair working practices throughout their organisation and supply chain i.e. payment of the living wage, training and development opportunities. • Creating a sustainable Renfrewshire for all to enjoy – MP Group U K Limited has committed to deliver Community Benefits as detailed within section 3.12, 3.13 and 3.14 of this report. • Our Renfrewshire is thriving – Maximising economic growth, which is inclusive and sustainable. • Building strong, safe and resilient communities – Ensure our neighbourhoods are safe and attractive. • Tackling inequality, ensuring opportunities for all – Improving housing conditions for both Council tenants and owners. • Creating a sustainable Renfrewshire for all to enjoy – The works will ensure that the housing stock is up to standard and protected for the future, while reducing carbon and helping to reduce residents’ energy bills within the 8 neighbourhoods. 4. Legal – The Procurement of this Works Contract has been conducted as an above Threshold Open Procedure in accordance with the Public Contracts (Scotland) Regulations 2015 and Renfrewshire Council’s Standing Orders relating to Contracts. 5. Property/Assets - This contract will ensure that the housing stock is up to standard and protected for the future, while reducing carbon and helping to reduce residents’ energy bills. 6. Information Technology - No Information Technology implications have arisen or are anticipated. . Page 352 of 354
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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 – MP Group U K Limited and Bolix S A 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 procedure outlined within this report ensures that the Council meets its statutory requirements in respect of procurement procedures, efficiency and modern government. 10. Risk – MP Group U K Limited and Bolix S A insurances were assessed and evaluated to confirm that they meet the minimum requirements regarding insurable risk. 11. Privacy Impact - No Privacy implications have been identified or are anticipated. 12. Cosla Policy Position – No Cosla Policy Position implications have arisen or are anticipated. 13. Climate Risk – Tackling Climate Change and working towards Net Zero are addressed throughout this contract. The environmental impacts considered are broad and range from the disposal of waste generated from the works being carried out to the type of vehicles and machinery being used on the site. The Contractor will require to consider the emissions from their vehicles when working on site and to switch engines off when not in use to prevent unnecessary emissions. The level of impact associated with provision of these works has been assessed using the Scottish Government Sustainability Test and is considered to be overall low risk. • Carbon Energy Consumption – The works in the Contract should reduce the energy consumption of the Council domestic properties by replacing roof insulation, external wall panels, offering better insulation and reducing heat loss. The contract management will include monitoring of compliance with relevant Energy Efficiency Measures (EEM). Page 353 of 354
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• Carbon – Vehicle Emissions – Vehicles will be routinely used for the delivery of supplies and resources to the sites. The Contractor will consider the pollution from their vehicles when working on site and to switch off the engine when not using to prevent unnecessary emissions. • Waste – Production – The works will involve the production of waste which will need to be processed appropriately. Tenderers were required to detail waste management procedures in the Scottish Procurement Document (SPD) in regard to legal obligations and will be encouraged to think sustainably. _________________________________________________________ List of Background Papers (a) Report to Council on 3rd March 20222 titled ‘Housing Revenue Account Budget & Rent Levels 2022/23 and Housing Capital Investment Plan 2022/23 to 2026/ (b) Report to Council on 17th December 2020 titled ‘Housing-led Regeneration and Renewal Programme for Renfrewshire’ ___________________________________________________________________ Author: Laura Gillan, Strategic Commercial Category Manager, Corporate Procurement Unit, laura.gillan@renfrewshire.gov.uk. Page 354 of 354