Agenda Document Pack - Leadership Board - 17/09/2025
Renfrewshire Council · 17 September 2025
Back to Leadership Board — 17 September 2025 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
Page 1
10/09/2025 Notice of Meeting and Agenda Leadership Board Date Time Venue Wednesday, 17 September 2025 13:00 Council Chambers (Renfrewshire), Council Headquarters, Renfrewshire House, Cotton Street, Paisley, PA1 1AN Membership Councillor Iain Nicolson (Convener): Councillor Jacqueline Cameron (Depute Convener): Councillor Alison Ann-Dowling: Councillor Michelle Campbell: Councillor Graeme Clark: Councillor Audrey Doig: Councillor Neill Graham: Councillor Anne Hannigan: Councillor David McGonigle: Councillor Marie McGurk: Councillor Iain McMillan: Councillor Kevin Montgomery: Councillor Emma Rodden: Councillor John Shaw: Councillor Andy Steel: Hybrid Meeting Please note that this meeting is scheduled to be held in the Council Chambers. However, it is a hybrid meeting and arrangements have been made for members to join the meeting remotely should they wish. 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 Members of the Press and Public Members of the press and public wishing to attend the meeting should report to the customer service centre where they will be met and directed to the meeting. MARK CONAGHAN Head of Corporate Governance
Page 2
10/09/2025 Further Information This is a meeting which is open to members of the public. A copy of the agenda and reports for this meeting will be available for inspection prior to the meeting at the Customer Service Centre, Renfrewshire House, Cotton Street, Paisley and online at http://renfrewshire.cmis.uk.com/renfrewshire/CouncilandBoards.aspx For further information, please email democratic-services@renfrewshire.gov.uk
Page 3
10/09/2025 Items of business Apologies Apologies from members. Declarations of Interest and Transparency Statements Members are asked to declare an interest or make a transparency statement in any item(s) on the agenda and to provide a brief explanation of the nature of the interest or the transparency statement. 1 Revenue and Capital Budget Monitoring as at 27 June 2025 Report by Chief Executive, Director of Finance & Resources and Chief Finance Officer, Renfrewshire HSCP 1 - 12 2 Fairer Renfrewshire Sub-committee Minute of meeting of the Fairer Renfrewshire Sub-committee held on 3 September 2025 13 - 16 3 Fairer Renfrewshire Update Report by Chief Executive 17 - 36 4 OneRen Update Report by Chief Executive 37 - 42 5 Adult Social Care: 2024/25 Annual Update Report by Chief Officer, Renfrewshire Health & Social Care Partnership 43 - 60 6 Alcohol and Drugs Change Programme – Final Report Report by Chief Executive 61 - 162 7 Best Value – Corporate Improvement Plan Report by Chief Executive 163 - 184 8 National Visitor Levy Scheme Report by Chief Executive 185 - 190 9 Investment Zone - Update Report Report by Chief Executive. 191 - 198
Page 4
10/09/2025 10 Barshaw Park - Paisley Alive Festival Report by Chief Executive & Director of Environment Housing and Infrastructure Service 199 - 226
Page 5
___________________________________________________________________ To: Leadership Board On: 17 September 2025 ___________________________________________________________________ Report by: Chief Executive, Director of Finance and Resources, and Chief Finance Officer Renfrewshire HSCP ___________________________________________________________________ Heading: Revenue and Capital Budget Monitoring as at 27 June 2025 ___________________________________________________________________ 1. Summary 1.1. At the close of reporting Period 3 on 27 June 2025, the projected revenue outturn at 31 March 2026 for those services reporting to the Leadership Board was an overspend position of £5.920m (4.4%) against the revised budget for the year. 1.2. The projected capital outturn at 27 June 2025 for projects reporting to the Leadership Board is a break-even position against the revised budget for the year. 1.3. This is summarised in the tables below and further analysis is provided in the Appendices. Revised Annual Budget £000 Projected Outturn £000 Budget Variance (Adv)/Fav £000 Budget Variance % Revenue Adult Services 111.791 117.715 (5.924) (5.3%) Chief Executive’s Service 21.478 21.474 4 0.0% Total 133.269 139.189 (5.920) (4.4%) Capital 19.135 19.135 0 0% Item 1 LB170925 Page 1 of 226
Page 6
2. Recommendations 2.1. Members are requested to: a) Note the projected Revenue outturn overspend position of £5.920m; b) Note the projected Capital outturn break-even position; c) Note the budget adjustments detailed at section 6.2. _________________________________________________________ 3. Revenue Budget Projection – overspend of £5.920m by 31 March 2026 3.1. The tables in Appendix 1 present the projected year-end position for all services reporting to this board, by both subjective analysis (what the budget is spent on) and objective analysis (which division is spending the budget). Significant variances affecting the projected position are analysed further below. 3.2. It should be noted that the projected outturn position reported here is based on the latest information available, which is subject to change during the financial year. 4. Objective Analysis – Significant Variances 4.1. Adult Services - £5.924m deficit The forecast deficit position is mainly due to external care at home packages for Older People, those with Physical or Sensory Difficulties and Adults with Learning Difficulties. This results from increased acuity of patients with more complex needs discharged from hospital, meaning more intensive Care at Home packages are required to support people to remain in their own homes. Members should note that the approved Adult Services revenue budget for 2025/26 estimated a deficit position of £5.969m (central scenario), meaning that there was an expectation that services would overspend to this level during the year, and that this would be funded from reserves. Ongoing action is being taken by HSCP management to try and mitigate this overspend where possible and any revisions to this position will be updated in future board reports. 5. Subjective Analysis – Significant Variances 5.1. Employee Costs - £0.478m underspend This forecast underspend predominantly arises within Adult Services (£0.476m) from ongoing recruitment challenges and retention issues across all service areas due to the limited availability of the required skills mix. Page 2 of 226
Page 7
5.2. Premises Related - £0.043m overspend This forecast overspend relates fully to Adult Services and reflects the increase in cleaning and repairs costs, as well as the purchase of specialist adaptation equipment, such as track hoists. 5.3. Third Party Payments - £5.996m overspend This forecast overspend relates fully to Adult Services and is mainly due to external care at home packages. This results from increased acuity of patients discharged from hospital, with more complex needs, meaning more intensive Care at Home packages are required to support people to remain in their own homes. Further overspends are forecast within adult supported living packages and carer's respite, reflective of client needs and demand for these services. 5.4. Income - £0.220m under-recovery Adult Services is currently reporting an expected under-recovery on income within HSCP care homes due to current occupancy levels. 6. Revenue Budget Virements 6.1. Under the Council’s financial regulations, Directors and their nominated officers, in consultation with the Director of Finance and Resources, have certain delegated authority to transfer sums between subjective budget headings within a service division to enable budget management throughout the financial year. This is known as budget virement. 6.2. Transfers between divisions of the same service / department in excess of £100,000, and transfers between services / departments must be authorised by the respective service Director and the Director of Finance and Resources for submission to the relevant policy board for approval. 6.3. The Policy and Partnerships division of the Chief Executive’s Service is delivering the Connected Communities service redesign under the Transforming Renfrewshire programme. The division delivers services which report to both the Leadership Board and the Communities and Housing Policy Board. As per the Reshaping Renfrewshire update to this board on 18 June 2025 and as part of the CLD update report to the Communities and Housing Policy Board on 13 May 2025, this means that for reporting purposes: • the employee costs of the former Community Learning and Development (CLD) team have been consolidated into Policy and Partnerships employee costs, which will continue to report to this board; and Page 3 of 226
Page 8
• the remit of the CLD team and the Community Partnerships team will continue to report to the Communities and Housing Board,. The Board is therefore asked to note the following virement to reflect this realignment of budgets into the Policy and Partnership team. Revenue Budget Adjustments Objective Heading Subjective Heading Amount (£m) Reason Chief Executive’s Service Employees 1.134 Transfer of employee costs budgets under the Connected Communities service restructure to Policy and Partnership team. Transfer Payments 0.009 1.143 7. Capital Budget Projection - break even position by 31 March 2026 7.1. The Capital Investment Programme 2025/26 to 2029/30 was approved by the Council on 27 February 2025. The Leadership Board approved capital budget for 2025/26 was £11.072m. 7.2. The in-year Capital budget is forecast to break even by 31 March 2026; however, this will be monitored as the projects progress. Further details of the programme can be found in the Capital Monitoring report at Appendix 2. 7.3. Budget adjustments totalling £8.063m have taken place between years to reflect revised programming of capital projects since the budget approval. The revised capital spend for 2025/26 is £19.135m, and details of these adjustments are as follows: Capital Budget Adjustments Budget carried forward from 2024/25 to 2025/26 to reflect cashflow update Project Amount (£m) Artificial Pitches 0.781 Community Halls Refurbishment 0.104 Linwood Running Track 0.048 Glasgow Airport Investment Area 0.262 Clyde Waterfront & Renfrew Riverside 4.702 AMIDS: Public Realm Phase 1 Netherton Square 0.078 AMIDS: South 0.585 Budget Increases in 2025/26 – Grant funding from Transport Scotland AMIDS: South 1.503 Total 8.063 Page 4 of 226
Page 9
Implications of the Report 1. Financial The projected budget outturn position for the Leadership Revenue budget is an overspend of £5.920m (4.4%) at 31 March 2026. Income and expenditure will continue to be monitored closely for the rest of the financial year and as far as possible, steps will be taken by services to mitigate any overspend. The projected outturn position for the Leadership Capital budget is break-even, after the adjustments outlined at section 7. 2. HR & Organisational Development None directly arising from this report. 3. Community/Council Planning Community Plan Our Renfrewshire is thriving The Council’s revenue and capital spend ensures that its facilities are fit for purpose and safe for the community, to maximise accessibility. Our Renfrewshire is well Our Renfrewshire is fair Our Renfrewshire is safe Council Plan Reshaping our place, our economy and our future The Council’s revenue and capital spend ensures that its facilities are fit for purpose and safe for the community, to maximise accessibility. Building strong, safe and resilient communities Tackling inequality, ensuring opportunities for all Creating a sustainable Renfrewshire for all to enjoy Ongoing revenue and capital budget monitoring is a tool to enable good financial management so that the Council has resources now and in the future for continued service delivery. Working together to improve outcomes 4. Legal There are no direct implications arising from the recommendations in this report. 5. Property/Assets The capital expenditure noted in this report will result in new assets (City Deal), regeneration (AMIDS) and refurbishment and improvement of leisure and culture assets. Page 5 of 226
Page 10
6. Information Technology While ICT assets and revenue costs are included within these reported budgets, there are no direct implications arising from the recommendations in this report. 7. Equality & Human Rights While certain areas of spend may impact on particular groups, any such impact would be assessed prior to the spend being incurred, therefore there are no direct implications arising from the recommendations in this report. 8. Health & Safety The capital expenditure noted in this report will result in lifecycle maintenance improvements to existing properties and replacement of ICT assets, which may in some cases rectify health and safety issues. 9. Procurement While Procurement is a key consideration prior to the Council incurring any revenue or capital spend, there are no direct implications arising from the recommendations in this report. 10. Risk The potential financial risk that the Council will overspend its approved revenue budgets for the year is managed at a Council-wide level by the Chief Executive and Directors. 11. Privacy Impact There are no direct implications arising from the recommendations in this report 12. Cosla Policy Position There are no direct implications arising from the recommendations in this report. 13. Children’s Rights There are no direct implications arising from the recommendations in this report. 14. Climate Change The Council aims to reduce its carbon and other emissions to net zero by 2030, however there are no direct implications arising from the recommendations in this report. _________________________________________________________ Page 6 of 226
Page 11
List of Background Papers Revenue Budget and Council Tax 2025/26, Council, 27 February 2025. 2025/26 Delegated Health and Social Care Budget, Renfrewshire Integration Joint Board, 21 March 2025. Non-Housing Capital Investment Programme, Prudential Framework and Treasury Management Strategy, and Capital Strategy 2025/26 – 2029/30, Council, 27 February 2025. ___________________________________________________________________ Authors: Revenue - Valerie Howie, Finance Business Partner / Alison Burns, Corporate Finance Manager Capital – Linsey McGregor, Senior Accountant Page 7 of 226
Page 12
Appendix 1 RENFREWSHIRE COUNCIL REVENUE BUDGET MONITORING STATEMENT 2025/26 1 April 2025 to 27 June 2025 POLICY BOARD : LEADERSHIP BOARD Objective Summary Approved Annual Budget Budget Adjustments Revised Annual Budget at Period 3 Projected Outturn Budget Variance (Adverse) or Favourable £000 £000 £000 £000 £000 % Adult Services 111,804 (13) 111,791 117,715 (5,924) (5.3%) Chief Executive's Service 20,386 1,092 21,478 21,474 4 0.0% NET EXPENDITURE 132,190 1,079 133,269 139,189 (5,920) (4.4%) Subjective Summary Approved Annual Budget Budget Adjustments Revised Annual Budget at Period 3 Projected Outturn Budget Variance (Adverse) or Favourable £000 £000 £000 £000 £000 % Employees 45,715 (1,779) 43,936 43,458 478 1.1% Premises Related 805 (68) 737 780 (43) (5.8%) Transport Related 814 (218) 596 595 1 0.2% Supplies and Services 19,295 157 19,452 19,487 (35) (0.2%) Third Party Payments 68,914 5,798 74,712 80,708 (5,996) (8.0%) Transfer Payments 26,893 (1,265) 25,628 25,722 (94) (0.4%) Support Services 107 (13) 94 105 (11) (11.7%) GROSS EXPENDITURE 162,543 2,612 165,155 170,855 (5,700) (3.5%) Income (30,353) (1,533) (31,886) (31,666) (220) (0.7%) NET EXPENDITURE 132,190 1,079 133,269 139,189 (5,920) (4.4%) Page 8 of 226
Page 13
Appendix 1 Objective Summary Approved Annual Budget Budget Adjustments Revised Annual Budget at Period 3 Projected Outturn £000 £000 £000 £000 £000 % Older People 63,836 (2,658) 61,178 63,877 (2,699) (4.4%) Physical or Sensory Difficulties 14,515 982 15,497 17,192 (1,695) (10.9%) Learning Difficulties 27,789 1,368 29,157 30,041 (884) (3.0%) Mental Health Needs 4,850 353 5,203 5,874 (671) (12.9%) Addiction Services 814 (58) 756 731 25 3.3% NET EXPENDITURE 111,804 (13) 111,791 117,715 (5,924) (5.3%) Subjective Summary Approved Annual Budget Budget Adjustments Revised Annual Budget at Period 3 Projected Outturn £000 £000 £000 £000 £000 % Employees 41,989 (3,310) 38,679 38,203 476 1.2% Premises Related 404 (68) 336 379 (43) (12.8%) Transport Related 813 (218) 595 594 1 0.2% Supplies and Services 3,762 34 3,796 3,831 (35) (0.9%) Third Party Payments 68,914 5,798 74,712 80,708 (5,996) (8.0%) Transfer Payments 25,615 (1,295) 24,320 24,415 (95) (0.4%) Support Services 74 (13) 61 72 (11) (18.0%) GROSS EXPENDITURE 141,571 928 142,499 148,202 (5,703) (4.0%) Income (29,767) (941) (30,708) (30,487) (221) (0.7%) NET EXPENDITURE 111,804 (13) 111,791 117,715 (5,924) (5.3%) POLICY BOARD: LEADERSHIP BOARD - ADULT SERVICES RENFREWSHIRE COUNCIL REVENUE BUDGET MONITORING STATEMENT 2025/26 1 April 2025 to 27 June 2025 Budget Variance (Adverse) or Favourable Budget Variance (Adverse) or Favourable Page 9 of 226
Page 14
Appendix 1 RENFREWSHIRE COUNCIL REVENUE BUDGET MONITORING STATEMENT 2025/26 1 April 2025 to 27 June 2025 POLICY BOARD: LEADERSHIP BOARD - CHIEF EXECUTIVE'S SERVICE Objective Summary Approved Annual Budget Budget Adjustments Revised Annual Budget at Period 3 Projected Outturn Budget Variance (Adverse) or Favourable £000 £000 £000 £000 £000 % Chief Executive and Management 280 5 285 285 0 0.0% Policy and Partnerships 2,966 1,133 4,099 4,095 4 0.1% Marketing and Communications 3,015 (46) 2,969 2,969 0 0.0% City Deal & Infrastructure 29 0 29 29 0 0.0% Leisure Services (incl Renfrewshire Leisure) 14,096 0 14,096 14,096 0 0.0% NET EXPENDITURE 20,386 1,092 21,478 21,474 4 0.0% Subjective Summary Approved Annual Budget Budget Adjustments Revised Annual Budget at Period 3 Projected Outturn Budget Variance (Adverse) or Favourable £000 £000 £000 £000 £000 % Employees 3,726 1,531 5,257 5,255 2 0.0% Premises Related 401 0 401 401 0 0.0% Transport Related 1 0 1 1 0 0.0% Supplies and Services 15,533 123 15,656 15,656 0 0.0% Transfer Payments 1,278 30 1,308 1,307 1 0.1% Support Services 33 0 33 33 0 0.0% GROSS EXPENDITURE 20,972 1,684 22,656 22,653 3 0.0% Income (586) (592) (1,178) (1,179) 1 0.1% NET EXPENDITURE 20,386 1,092 21,478 21,474 4 0.0% Page 10 of 226
Page 15
Appendix 2 Prior Years Approved Budget Revised Projected Expenditure Budget Adjustments Budget Outturn Total Approved Projected to 31/03/2025 2025-26 2025-26 2024-25 Budget Outurn Project Title to 31-Mar-30 to 31-Mar-30 £000 £000 £000 £000 £000 £000 £000 LEISURE SERVICES Artificial Pitches Fund 19 0 781 781 781 0 0% 800 800 0 0% Community Halls Refurbishment 24,978 1,080 104 1,184 1,184 0 0% 26,551 26,551 0 0% Linwood Running Track at On-X 405 0 48 48 48 0 0% 454 454 0 0% Lagoon Internal Play Centre 0 1,000 0 1,000 1,000 0 0% 1,000 1,000 0 0% Total Leisure Services 25,402 2,080 933 3,013 3,013 0 0% 28,805 28,805 0 0% CHIEF EXECUTIVES City Deal Projects Glasgow Airport Investment Area 46,125 0 262 262 262 0 0% 48,387 48,387 0 0% Clyde Waterfront & Renfrew Riverside 112,931 50 4,702 4,752 4,752 0 0% 117,824 117,824 0 0% Economic Development AMIDS: Public Realm Phase 1 Netheron Square 3,817 0 78 78 78 0 0% 3,895 3,895 0 0% AMIDS: South 6,379 8,942 2,088 11,030 11,030 0 0% 59,092 59,092 0 0% Total Chief Executives 169,252 8,992 7,130 16,122 16,122 0 0% 229,198 229,198 0 0% TOTAL LEADERSHIP BOARD 194,654 11,072 8,063 19,135 19,135 0 0% 258,003 258,003 0 0% RENFREWSHIRE COUNCIL CAPITAL INVESTMENT STRATEGY - NON-HOUSING SERVICES 1st April to 27th June 2025 POLICY BOARD: LEADERSHIP Current Year 2025-26 Full Programme - All years Budget Variance (Adverse) or Favourable Budget Variance (Adverse) or Favourable Page 11 of 226
Page 16
Page 12 of 226
Page 17
Minute of Meeting Fairer Renfrewshire Sub-committee Date Time Venue Wednesday, 03 September 2025 10:00 Council Chambers (Renfrewshire), Council Headquarters, Renfrewshire House, Cotton Street, Paisley, PA1 1AN Present: Councillor Jacqueline Cameron, Councillor Graeme Clark, Councillor Neill Graham, Councillor Anne Hannigan, Councillor Marie McGurk, Councillor Iain Nicolson, Councillor Andy Steel Chair Councillor J Cameron, Convener, presided. In Attendance L McIntyre, Head of Policy & Partnerships, A Walter, Connected Communities Manager and D Dunn, Social Renewal Lead Officer (all Chief Executive’s); and C MacDonald and E Gray, both Senior Committee Services Officer (both Finance & Resources). Webcasting of Meeting Prior to the commencement of the meeting the Convener intimated that this meeting of the Sub-committee would be filmed for live or subsequent broadcast via the Council's internet site. Apologies There were no apologies intimated prior to the meeting. Declarations of Interest and Transparency Statements There were no declarations of interest or transparency statements intimated prior to the commencement of the meeting. Item 2 LB170925 Page 13 of 226
Page 18
1(a) Cost of Living Update There was submitted a report by the Chief Executive relative to an overview of the key context and evidence around current pressures on household finances, both in terms of household income and expenditure. DECIDED: That the report be noted. 1(b) Cost of Living Dashboard There was submitted a report by the Chief Executive relative to an overview of key indicators and their movement from the last reporting period, supported by additional statistical information, analysis and graphs which illustrated longer-term trends. DECIDED: That the report be noted. 2 Fairer Renfrewshire Programme Update There was submitted a report by the Chief Executive relative to key projects being progressed through the Fairer Renfrewshire programme. The report provided updates on current projects, highlighted future key priorities and gave an overview of the proposals, priorities and next steps for 2025. DECIDED: That the report be noted. 3 Fairer Renfrewshire Panel Self Evaluation There was submitted a report by the Chief Executive relative to the self-evaluation of the Fairer Renfrewshire Panel. The report provided an update, summarised the discussions and findings of the self-evaluation exercise and highlighted the Panel’s future work with the Council’s Fairer Renfrewshire Team and wider Council Services. DECIDED: That the content of the report be noted. 4 Alcohol & Drugs Programme Update L McIntyre, Head of Policy & Partnerships gave a presentation relative to an update on the Alcohol & Drugs Programme. DECIDED: That the presentation be noted. Page 14 of 226
Page 19
5 Advancing Equality of Opportunity Workstream Update A Walter, Connected Communities Manager gave a presentation relative to an update on the Advancing Equality of Opportunity Workstream. DECIDED: That the presentation be noted. Page 15 of 226
Page 20
Page 16 of 226
Page 21
___________________________________________________________________ To: Leadership Board On: 17 September 2025 ___________________________________________________________________ Report by: Chief Executive ___________________________________________________________________ Heading: Fairer Renfrewshire Update ___________________________________________________________________ 1. Summary 1.1 The Council and its partners continue to work together to progress the Fairer Renfrewshire Programme, with a strong shared focus currently on the local response to the cost-of-living crisis. 1.2 This paper provides a summary of the issues as reported to the Fairer Renfrewshire Sub- Committee on 3 September 2025 at Section 4, as well as key programme updates at Section 5. 1.3 The paper further provides details of current priority areas being developed as part of the Fairer Renfrewshire programme at Section 6, and provides specific updates relating to: • The development of a Renfrewshire wide digital device recycling project as part of Fairer Renfrewshire’s digital inclusion priorities. • Details of the arrangements for the launch of the 2025/26 Winter Connections Programme. • Development of the Council’s Equality Outcomes through engagement and consultation activity, and the development of the Fairer Renfrewshire Advancing Equality of Opportunity workstream to support this. • The development of a Fairer Renfrewshire Action Plan over the Autumn/Winter 2025 period, detailing the priorities and activities to be undertaken over the next 18-24 month period. ___________________________________________________________________ 2. Recommendations 2.1 It is recommended that elected members: Item 3 LB170925 Page 17 of 226
Page 22
• Note the content of the report and the work being undertaken to progress the Fairer Renfrewshire programme; • Approve the award of £10,000 to Pachedu to pilot a Renfrewshire wide device recycling project as detailed in section 6; • Note the update provided on the Summer of Fun programme, including the allocation of grant funding as detailed in Appendix 1; • Approve the guidance for the Winter Connections 2025/26 programme within Appendix 2. ___________________________________________________________________ 3. Background 3.1 The Fairer Renfrewshire Programme was developed in order to bring together targeted programmes of work being progressed by the Council and its partners to tackle poverty and inequality in Renfrewshire. As the cost of living crisis has developed, the programme has continued to evolve in response, with activities being progressed across the 4 core themes: • Improving financial security • Advancing equality of opportunity • Building community capacity and resilience • Listening to lived experience 3.2 Regular updates on the programme are provided to the Fairer Renfrewshire sub-committee and subsequently to the Leadership Board. 4. Update from the Fairer Renfrewshire Sub-Committee 4.1 At its meeting on 3 September 2025, the sub-committee considered: • The most recent programme update including information on recent statistics and research in relation to the cost-of-living crisis, including the dashboard developed locally. • Progress updates in relation to family advice provision, the Summer of Fun programme, Community Development in Gallowhill and the recent work around Fair Food Renfrewshire/Good Food Nation • Presentation updates on the development of the Advancing Equality of Opportunity workstream, and the Alcohol and Drugs Programme. • A paper detailing the self-evaluation of the Fairer Renfrewshire lived experience panel. 4.2 Officers gather information from a variety of sources at both a local and national level to inform discussion at the sub-committee. Key statistics and information discussed at its most recent meeting are provided in table 1 below. Page 18 of 226
Page 23
Table 1 Key National Statistics • The rate of inflation is standing at 3.8% in July and has been above the target rate of 2% set by the UK Government for the Bank of England since October 2024, when it reached 2.3%. • The inflation rate for food has increased to 4.9%, the highest recorded since February 2024 and remains higher than overall inflation. • The Bank of England interest rate was reduced to 4.00% in August 2025. It had decreased from the previous rate of 4.25%. • The Energy Price Cap, originally introduced by Ofgem in January 2019 to set limits on the underlying rates energy suppliers, is currently set at £ 1720 from 1 July, but will increase from 1 October. Gas and electricity prices will rise by 2%, meaning a household using a typical amount of energy will pay £1,755 a year. This is an increase of £35 a year on the current cap and for a typical household, bills will rise by about £2.93 a month Cost of living research (national) The latest insights into the cost of living from the Office of National Statistics for the period 4th to 29th June 2025 found: • Around 3 in 5 adults (59%) reported that their cost of living had increased compared with a month ago. • Around one in four (24%) adults reported that they had found it very or fairly difficult to get by financially in the past month. • Around one in four (24%) adults said they had borrowed more money or used more credit in the last month when compared with a year ago. This has remained stable over the past three years. • Just over one in three (37%) adults reported that they believed they would be unable to save any money in the next 12 months. This has remained stable in the past year. • Around one in three (34%) adults who paid energy bills reported that they found these bills very or somewhat difficult. • Lone parent households were more likely to report taking multiple actions because of cost-of-living increases than households with more than one adult and at least one dependent child including: o Spending less on food shopping and essentials (52%, compared with 39%) o Using less fuel in their home (40%, compared with 28%) o Using credit more than usual (38%, compared with 19%) o Using support from charities including Foodbanks (9%, compared with 2%) Page 19 of 226
Page 24
The JRF Poverty 2025 Report also found households have tried to cut back on a range of costs or tried to increase their incomes in a way to make stretched budgets go further: • 3.3 million low-income families (56%) have reduced their use of appliances to bring down bills • 3.4 million low-income families (59%) have heated their homes less than they needed to, to reduce costs • 2.1 million low-income families (35%) sold their belongings to generate extra income • 1 million low-income families (19%) stopped or reduced pension contributions from their salary to try to meet their costs. Employment and Income According to the ONS, the Claimant Count in July 2025, which is taken from JobcentrePlus administration systems, for those claiming unemployment-related benefits in Renfrewshire is 3360 people – 2030 men and 1330 women aged between 16 and 64. This is a slight reduction from 3,375 last reported. The Renfrewshire unemployment rate of 2.8 % is less than the Scotland rate (3.1%) Over the long term, average weekly earnings for both total and regular pay show a steady increase. Average weekly earnings were estimated at £722 for total earnings and £671 for regular earnings in March 2025. Food costs / insecurity The latest figures show that food and drink inflation jumped to 4.5% in June 25, the highest recorded since February 2024, driven by the rising price of cakes, meat, milk, eggs and cheddar cheese. Renfrewshire Foodbank issued 1,342 vouchers in Quarter 1 of 2025/26, a decrease of 4.1% in comparison with the 1,400 vouchers issued during the same quarter last year. The vouchers covered 1,775 adults and 854 children this year, which was a decrease in the total number receiving assistance compared to the same quarter last year (1,838 adults and 866 children). The number of vouchers this quarter is also slightly less than last quarter when 1,357 vouchers were issued covering 1,792 adults and 917 children. The rising costs of essentials remains the most commonly cited factor in the reason for voucher issue in Renfrewshire, at 541 times. Housing In Renfrewshire, private rental prices have continued to rise to an average of £807 across all property sizes in June 2025, an increase of £5 per month on the last reported figure of £802 in March 2025 and an annual increase of 7.9% from £748 in June 2024. Page 20 of 226
Page 25
5. Fairer Renfrewshire Programme Update 5.1 Since the last update to Leadership Board in June 2025, a range of activities have continued to be progressed by officers and partners. A summary is provided in the sections below. Summer of Fun 5.2 At Leadership Board on 23 April 25, it was agreed that the £100,000 allocated to Summer of Fun in March’s budget be split, with 50% of the funding to be directed to deliver holiday camp provision, and the remaining 50% being allocated to support the delivery of a small grants programme which would allow third and community sector partners to deliver local, targeted provision to low-income families across Renfrewshire. 5.3 The grants funding programme opened at the end of April and was quickly over-subscribed. Applications were reviewed by a partnership panel, including members from Engage Renfrewshire and Renfrewshire HSCP along with Council officers. Delegated authority had been provided to the Head of Policy and Partnerships to consider and award grant funding of up to £3,000 per application in consultation with the Council Leader with the full £50,000 being allocated. 5.4 In total 20 organisations received funding for activities, which included summer clubs for families/children, trips for low-income families who would otherwise be unable to afford them, art and music activities and sports and fitness activities. Details of the awards made under the programme are set out at Appendix 1. 5.5 Summer holiday camps were held across 6 locations in Renfrewshire. These were targeted to parents who are in receipt of school clothing grant, with social work staff also able to refer children. 5.6 There had been issues with non-attendance in past camps, so prior to the camps being advertised, the Community Learning and Development team worked with the Fairer Renfrewshire Panel on messaging to parents to encourage attendance and design around late attendance and rewards for those attending all camps they had booked. 5.7 The Summer of Fun programme will be evaluated and a report brought to a subsequent Board. School Support and Family Advice Service 5.8 Between the 1st of April 2025 and the 30th of June 2025, the School Support Service assisted 52 clients. These clients made a combined 86 individual contacts. The most popular advice area was in relation to benefits, with 65% of clients having benefits related issues. The clients included 26 who were lone parents and 22 disclosed a health condition. Page 21 of 226
Page 26
5.9 The School Support Service, during this period, recorded financial gains for 13 clients totalling £58,329. These client financial gains primarily came from successful applications for Universal Credit, Adult Disability Payment, Child Benefit and the Young Carer’s Grant. 5.10 A review of the School Support Service is planned for the start of the new school year to look at what schools are being booked by families seeking advice and what can be done to boost numbers overall, but especially within schools with lower uptake. 5.11 For quarter 1 of 25/26, Advice Works received 110 referrals for their Family Advice Service and completed 119 cases. Most of these clients have received a benefit check, with some Universal Credit, Adult Disability Payment and Council Tax Reduction applications. The majority of these referrals came from Health Visitor teams, with a number too from Social Work and also through self-referral. 60 of these families were from the child poverty priority groups. 5.12 Client Financial Gain for the year to date for Family Advice is £39,732 however even in cases where a client speaks to an adviser and there is no financial gain made, the client benefits from the reassurance of a benefit check and meeting with Advice Works opens discussion on all financial matters that may be worrying the client, such as debts and budgeting. 5.13 Further promotion of the Family Advice Service is part of the Free School Meal/School Clothing Grant application process, with families who start an application, but find they do not meet the eligibility criteria, encouraged to seek advice. For those who do meet the eligibility criteria and apply, an option is given to request further Advice Works assistance which, when selected, generates an email that includes an appointment referral form and additional signposting information which may be relevant. 5.14 Since June, almost one in four applications (839 emails sent/3392 applications received as of 7 August) has resulted in appointment referrals and signposting emails being sent offering further money and debt advice. 5.15 Officers have also been working with Advice Works and RCAB to develop a pathway to advice for families with children of all ages, with the intention of distributing and promoting this to Education staff and Whole Family Wellbeing teams as well as 3rd sector organisations working with parents and children. Community Development in Gallowhill 5.16 At Leadership Board on 4 December 2024, £50,000 of Fairer Renfrewshire funding was allocated in grant funding to Active Communities to support the continuation of community development activity in Gallowhill following the publication of the earlier Community Needs Assessment which took place in the area. This is intended to provide capacity to support the development and implementation of actions emerging from the community needs assessment and continue to improve and expand community led activity and infrastructure in the area. Page 22 of 226
Page 27
5.17 The Community Development Officer (CDO) for Gallowhill started in post on 22 April 2025. They will work between Gallowhill and Active Communities office in Johnstone, and have 3 priorities: • Join up services and support available locally, informed by the community needs assessment • Increase uptake of services and support for low-income families, focussed on targeting priority families • Providing dedicated community development support to improve and expand community led activity and infrastructure in the area. 5.18 The CDO has been engaging with community members, carrying out a weekly Team Up To Clean Up activity in the area working alongside local people. They also support the weekly community sessions which take place in Gallowhill Community Centre each Friday which provide an opportunity for the community to come together over lunch, and have developed and run the summer family activity each week over the school holidays as part of Summer of Fun. 5.19 The CDO has also met with others who are working in the area, such as Circle Recovery Café and OneRen who run family activities in the Centre and other Council services and is looking at how they can work together for maximum effect. 5.20 Wider work will also be undertaken to develop a place-based approach based on the learning from the CNA, with a group comprising Council and HSCP officers and Active Communities steering this work. The first meeting of this group took place in July. Fair Food Renfrewshire/Good Food Nation 5.21 The Fair Food Renfrewshire Steering Group, which met initially in September 2023, has continued to meet on a quarterly basis. The next Fair Food Renfrewshire steering group meeting will take place on 10 September, where a new plan will be presented for approval, as well as an update provided on the Food Support Forum and the Good Food Nation work. 5.22 The second work plan will cover the work in 2025 onwards including exploring opportunities to apply for external funding and collaborating with Council services to include food growing and reducing food waste within the next phase of the plan for Net Zero. 5.23 The previously mentioned Food Support Forum brings together those organisations within Renfrewshire who provide community and emergency food. The most recent meeting of the group took place on 1 May. The meeting was attended by several organisations who run pantries and food larders as well as by Renfrewshire Foodbank. Previous meetings had identified gaps and issues with regards to community and emergency food support, with the latest meeting focusing on discussing possible solutions. Topics discussed included how the group can work together to enhance food distribution, increase funding options and increase food growing within the community. Page 23 of 226
Page 28
5.24 The proposed National Good Food Nation Plan was laid before the Scottish Parliament on 27 June 2025. It sets out over-arching Outcomes; the range of targets and indicators used to gauge progress towards achieving them; and details of food-related policies and initiatives from across the Scottish Government. The Parliament’s Health, Social Care and Sport Committee and Local Government, Housing and Planning Committee plan to undertake scrutiny of the proposed Plan in September 2025. The expectation is that subject to any further amendments, the Plan will be approved and finalised by the end of 2025. 5.25 Discussions are continuing around the commencement date for when the statutory duty begins which will require ‘relevant authorities’, that is local authorities and health boards, to publish their own Local Good Food Nation Plans. Relevant authorities are required by the Act to have regard to the national Plan when doing so and the same reporting and revision requirements that apply to the national Plan will also apply to relevant authority Good Food Nation Plans. 5.26 Relevant authorities will be required to hold consultations on their Plans prior to publication and whilst the national Plan can and must serve as a guide for relevant authorities, it is for the authorities themselves to determine the Outcomes, measures and policies that are best suited to achieving a Good Food Nation in their particular areas. Details of funding for local authorities and health boards to develop their plans is not expected until February 2026. We will continue to keep elected members updated as work on the Good Food Nation Plans progresses. Lived Experience Panel 5.27 Elected Members have been given a number of updates relating to work of the Fairer Renfrewshire Panel. Since the last Leadership Board meeting, the Panel has met with Transport to input into the Local Transport Strategy, with a further meeting arranged for late August. They also met with Community Learning and Development to discuss ways to boost attendance at summer holiday camps. 5.28 Invest in Renfrewshire also engaged the Panel to help design one of their programmes for parents. The idea for the programme had come from an early discussion between Invest and the Panel, and the Panel were happy to have their ideas and feedback recognised, including around the naming of the programme, grant levels and general design. 5.29 Looking forward, the Panel have met over the summer to make plans and also develop a code of conduct as well as recruit new members, as some members had moved on due to ill-health and clashes with employment. At the first post-summer session, the Panel will feed back to Officers around priorities and timescales. A further session organised by Invest for Employability Month, and including partners such as DWP and Skills Development Scotland will take place in September. 5.30 The Panel have also carried out a self-evaluation, looking at their impact over the last 2 years and plans and priorities going forward. This was presented to the Fairer Renfrewshire Sub-Committee on 3 September. Page 24 of 226
Page 29
5.31 The report recognises that the experience of the Panel has been a positive one, and that the Panel has contributed to Council plans and processes, and wider, for example, working with Renfrewshire HSCP on their most recent Health Survey. From a Council point of view varied Council services have welcomed the opportunity to engage with a Panel of Renfrewshire residents with a focus on ensuring the voice of lived experience is included in developments of and changes to services. 5.32 The report identifies priorities and areas of focus for the coming year, and Officers will continue to work with the Panel on these in the coming year. 6. Current Priorities Device Recycling Pilot 6.1 In June 2021, Leadership Board agreed to allocate £10,000 of funding to develop a device recycling project as part of the Council’s wider digital inclusion work. After working almost to initiation point of a pilot with a charity from North Ayrshire, the organisation involved pulled out, and work restarted on identifying a local charity which was interested in running the pilot. This paper now seeks approval to allocate the £10,000 to local 3rd sector organisation, Pachedu. 6.2 Through the RenCAN Network, Pachedu came forward and have been working with a sub- group of the Citizens Voice network to get to a point where a pilot can commence. The sub- group contains the Digital Strategy Delivery Manager and members from Fairer Renfrewshire, OneRen libraries, EH&I recycling teams and Net Zero. 6.3 In simplest terms the initial project has the following steps: • Step 1: donated digital devices can be dropped off at Renfrewshire Libraries • Step 2: Pachedu will collect and securely store donated digital devices • Step 3: Pachedu will refurbish the donated devices, wiping using relevant software etc • Step 4: Pachedu will redistribute the refurbished devices to those who need them via partner referral and using eligibility criteria (eg. low-income, lacking a device) 6.4 Funding will support staff and licence costs and well as secure storage for devices. 6.5 The implementation of the Pilot will be phased and a plan has been developed with identified deliverables as well as monitoring and evaluation processes. Dependent on the success of the Pilot, it is envisaged that the programme will be scaled up at the 10 – 12 month stage, with long term funding applications made to support the project from that point. Pachedu have a sustainability plan to support the longevity of the project post Pilot stage. 6.6 The new service will be Renfrewshire wide and promoted across Libraries and the 3rd sector using the Engage network as well as the DigiRen network more specifically. It will Page 25 of 226
Page 30
also be promoted through Council Comms and will be a useful addition to the small electrical device recycling which currently takes place within libraries. Winter Connections 6.7 Recognising the success of the Winter Connections programme since 2022/23, £75,000 of Fairer Renfrewshire funding was allocated as part of the Council’s budget to support the delivery of a Winter Connections programme for 25/26. Winter Connections provides a network of local places and spaces where people can connect to others in their community over the winter. 6.8 Originally established as a response to the cost of living crisis, the Winter Connections programme is now in its fourth year and has proven to be much valued within communities over the winter months. An evaluation of the 2024/25 programme was carried out and reported to Leadership Board in June 2025. 6.9 It was also agreed by Leadership Board in June 2025 that authority be delegated to the Head of Policy and Partnerships to approve award funding in consultation with the Council Leader and in line with the guidance, to enable timely awards. All awards will be reported back to Leadership Board. 6.10 Guidance has been drafted as detailed at Appendix 2, and if approved by Leadership Board, it is intended that the funding will go live for applications from September, with awards being made from October 2025. Advancing equality of opportunity workstream 6.11 Officers have been working with partners to develop meaningful programmes of work to reduce inequalities in Renfrewshire. Accurate equality and intersectional data and evidence allows decisions, policy, and practice to be responsive to equality groups’ needs and experiences. However, it is recognised that further work is required to develop a deeper understanding of inequalities locally, in order to support the implementation of informed, meaningful and impactful work. 6.12 In March 2025, Council agreed a number of draft Equality Outcomes, which require to be set as part of the Council’s Public Sector Equality Duty. It was also agreed that these outcomes would be subject to consultation throughout 2025, in order to inform the action plan to support the delivery of the outcomes. It was also agreed that progress on the delivery of the outcomes would be reported to Leadership Board as part of the Council’s commitment to a Fairer Renfrewshire. 6.13 This consultation will be undertaken between September - November, including both open consultation and face to face targeted sessions with existing equalities groups. Analysis of consultation results will be used to identify local knowledge gaps, allowing further, better targeted actions around the Outcomes. Page 26 of 226
Page 31
6.14 Renfrewshire has a number of agreed Equality Outcomes: • Outcome 1: New Scots feel welcomed, supported, and have equal opportunities to thrive in our communities. • Outcome 2: Disabled and older people experience improved access to public buildings, services, and transport, ensuring greater independence and participation in community life. • Outcome 3: Improved economic prospects for women, ethnic minority people and disabled people • Outcome 4: All residents can access information and services in an inclusive and accessible manner. • Outcome 5: Our workforce better reflects the diversity of our community, in terms of ethnicity and disability. • Outcome 6: People with lived experience of inequality and exclusion will be more involved in informing and co-designing policy and practice that affects them 6.15 In addition to the consultation, work is underway to develop a dedicated voice and influence programme as part of Fairer Renfrewshire which will work with equalities-led groups and organisations locally to amplify seldom heard voices within equalities communities, and to inform the Council’s delivery of its equality outcomes and wider policy and practice. The initial principles of this were presented at the Fairer Renfrewshire Sub-Committee earlier this month, and a developed proposal will be presented at the next Leadership Board. Fairer Renfrewshire Action Plan 6.16 It is proposed that a wider Fairer Renfrewshire Action Plan is developed which provides a more formal overview of the breadth of the Fairer Renfrewshire programme, as well as priorities and activities to be undertaken over the next 18-24 month period. 6.17 A short period of targeted engagement will be carried out with key stakeholders throughout Autumn 2025, including a development session with the Fairer Renfrewshire Sub- Committee and continued engagement with the Fairer Renfrewshire Lived Experience Panel. It is anticipated that a draft Action Plan will be produced for consideration by Leadership Board in December 2025. Further Priorities 6.18 Additional priorities for the Fairer Renfrewshire Programme for September – December 2025 are as follows: • Commencement of work on the re-commissioning of external advice contract • Make £50 Winter Clothing Payment to families in receipt of School Clothing Grant • Agreement of a plan for the Fair Food Renfrewshire partnership to develop next steps Page 27 of 226
Page 32
__________________________________________________________________ Implications of the Report 1. Financial – is paper provides an update on the allocation of funding through the Summer of Fun programme, previously agreed by Leadership Board. The paper also asks for approval to allocate £10,000 from the Fairer Renfrewshire programme, as originally agreed as part of the funding to tackle digital exclusion in June 2021. 2. HR & Organisational Development – none 3. Community/Council Planning – This report provides a summary of current partnership activities being progressed through the Fairer Renfrewshire programme, with a key focus on tackling the inequalities that exist in Renfrewshire. 4. Legal - none 5. Property/Assets - none 6. Information Technology - none 7. Equality and Human Rights – The report provides an overview of the position around household income and expenditure, and is for noting. As such there are no impacts arising from the recommendation of this paper. It is however important to note that impacts on households explored within this paper are likely to be disproportionately felt by equality groups. 8. Health and Safety - none 9. Procurement – none 10. Risk – none 11. Privacy Impact – none 12. COSLA Policy Position – none 13. Climate Risk – none 14. Children’s Right - the articles within UNCRC underpin the work that is being progressed in Renfrewshire through the Fairer Renfrewshire programme, particularly in relation to rights in relation to aspects such as life, survival and development, food, clothing and a safe home and supporting the best interests of the child and their families. Child poverty and family wellbeing are key local partnership priorities ___________________________________________________________________ Author: Laura McIntyre, Head of Policy and Partnerships Page 28 of 226
Page 33
Appendix 1 – Summer of Fun Approved Grant Applications Organisation Area Purpose Funding approved Renfrewshire Rainbow Buddies Paisley Funding to support food only for Summer Smiles which offered young people a range of activities they can self-select to engage in, including construction, crafts, messy play. In the mornings they had a wellbeing session with a qualified practitioner delivering holistic therapy, for example, sound baths, tapping therapy and positivity. Rainbow Buddies had originally applied for £3,000 but were awarded £1,914.30 for this project through Paisley North West & Central Local Partnership. £600 Paisley St George’s Paisley St George’s Summer Club running from both Causeyside Street Paisley and the Outreach Centre at Nethercraigs Drive, Glenburn for primary school aged children. The programme of activities encourages children to be active and creative, as well as enjoy new experiences, learn new skills and make new friends. Older young people were provided with volunteering and mentoring opportunities. £2,400 Renfrewshire Women’s Aid Paisley Safer Journeys ran from 30 June to 18 August and delivered a programme of summer activities for mothers and children who are experiencing domestic abuse. There were therapeutic play sessions, for example movie days, cake decorating, and other activities led by survivors of domestic abuse, designed to promote emotional well-being, reduce isolation, and support recovery from trauma. £2,640 Brick Lane Music Academy CIC Paisley Musical Summer of Fun at Brick Lane where the funding covered 20 free places on the 4-week programme. Activities included Arts & Crafts, Games, Musical Activities including singing and playing instruments and fun in the new community sensory garden. £2,940 Erskine Arts Erskine Summer Of Fun @ Erskine Arts delivered creative workshops and healthy snacks with lunch provided. They also supported care experienced children and ASN young people whom many struggle to take part in organised creative activities. They target those who have geographical barriers to engagement due to affordability and cannot travel out-with our local area to attend recreational activities. £2,700 Page 29 of 226
Page 34
Just Dive In Paisley Just Splash & Calm, Inclusive Summer Swim Club with family splash sessions, sensory floats for children with additional support needs (ASN), story time swims for under-5s, mermaid and snorkelling tasters for older children and quiet swims with soft lighting and music for those with sensory sensitivities. £3,000 KLAS Care Linwood Summer Playtime ran for 6 weeks alongside KLAS Care’s own playschemes and was targeted at child poverty priority groups. Activities included trips, gardening and creating new hobbies and interests, sports activities with sports coaches. £3,000 Twist and Hit Cheerleaders Paisley Cheerleading, Tumbling and Multi-Sports - Summer Time! A range of cheerleading activities delivered to pre-schoolers, children and teenagers during the day and in the evening. They also provide classes for children with a disability. £3,000 STAR Project Paisley STAR Summer Programme provided a series of free day trips to families over the summer holidays, plus lunch and snacks as part of the STAR wider summer programme. The free trip spaces were offered to families experiencing poverty who would ordinarily struggle to access day trips. £1,581 Ralston Out of School Care Paisley Ralston Family Outings ran alongside the school’s summer playscheme. They took families on several outings across the summer to give children a chance to have new experiences. Children siblings, parents and grandparents were all invited to come along. Funding also paid for additional staffing support to single parent families and children with additional needs. £668 CREATE Paisley Paisley and Johnstone Go CREATE: summer holiday programme 2025 was a series of free creative, physical and educational summer activities for children, young people and families across Renfrewshire, specifically in Paisley and Johnstone. The programme was aimed at teenagers, family and community groups, working in partnership with Renfrewshire Council’s Resettlement team, Pachedu, Finding Your Feet and Methodist Central Hall. £2,918 Stronger Communities Glenburn Paisley Summer Programme ran 5 days per week for 6 weeks from Glenburn Resource Centre providing drop-in activity and food designed to provide a safe, inclusive, and engaging space for children and young people during the summer holidays. The sessions offered a range of creative, physical, and social activities—such as arts and crafts, games, sports, and music—aimed at encouraging physical wellbeing, creativity, and social interaction. £3,000 The Art Department Paisley Summer Art Camp 2025 provided 3 weeks of free creative workshops in the visual arts for young people. The 2-hour classes were led by experienced professionals and offer painting (oils, acrylics, watercolour, pastels) drawing with inks, pens pencils, charcoal and other media, ceramic pottery, sewing and £3,000 Page 30 of 226
Page 35
textiles, printmaking, collage, and other mixed media. On good weather days they set up an outdoor art class in Dunn Square and encouraged young artists to paint the townscape looking at architecture, nature, people and place with fresh eyes. Thorn Athletic Community Trust Johnstone Summer Fun Football Camps provided three weeks of free fun football camps for 60-80 children aged 5-12. Qualified and disclosed coaches provided co- ordinated and stimulating football-related activities to allow the participants to improve their physical, mental and social wellbeing. The camps ran from Monday to Friday 10am to 2pm and will include a healthy snack and lunch. £3,000 Johnstone Castle Learning Centre Johnstone Johnstone Castle Learning Centre provided additional sessions over the summer from 30 June to 15 August. These included in house activities including basic cooking, arts and crafts, pool, games, IT and gaming as well as trips to enable the young people to meet with their peers in a different environment during the summer months. There were separate sessions for primary and secondary age children 3 evenings per week. £3,000 Home Start Renfrewshire & Inverclyde Paisley Summer Connections was designed to help to maintain connection and routine over the summer for HSRI’s regular groups. It offered weekly Park Days, providing organised outdoor activities in local parks, along with a wet-weather contingency plan. These sessions were facilitated by Group Workers and supported by Group Volunteers. Each Park Day included outdoor crafts, play- based activities, and healthy snacks for both children and adults. A trip was also offered as part of the programme. £2,549 Active Communities Gallowhill, Paisley Gallowhill Summer Family Activity Fun Fridays and Fayre! offered a summer of activity for families centred around connection and fun at the Gallowhill Community Centre. Activities were led by qualified workers and will include arts and crafts, music and singing, cooking classes, local walks of interest, exercise and silent disco and outdoor activities. The activities culminated in a “Blackpool style fayre” at the close of the summer (last Friday of the holidays) with a hook a duck, coconut shy, traditional games (outdoor and indoor), popcorn and crafting stalls. £2,777.75 St Mirren FC Charitable Trust Paisley Fit and Fed provided access to positive activities and healthy food for children and young people in Paisley. Each day participants would have access to 5 hours of high-quality sports coaching as well as the opportunity to try out a range of other positive activities which will help to improve physical and mental health and well-being, confidence and communication skills. A healthy and nutritious breakfast was provided as well as a main meal, snacks and drinks. Fun games £3,000 Page 31 of 226
Page 36
and sporting activity was delivered by community trust coaches with extra input from professional players from St Mirren FC. Moorpark Community Association Cherrie Children’s Daycare Renfrew Cherrie Centre Summer Fun provided free childcare for 27 families and delivered arts and crafts activities within the Cherrie Centre and provided healthy snacks and drinks to top up the packed lunch that parents provided. Their programme from 1st July to 1st August 2025 5 days per week from 8.30am to 5.30pm allowing parents to work. £3,000 OneRen Toy Library/Snacks for library activities Renfrewshire wide Funding has been provided to increase the number of smaller toys held in the Toy Library which can be transported on the Skoobmobile. This will allow toys to be taken out across Renfrewshire for families to play with as part of the summer programme and beyond. It also helps promote the Toy Library to families. Funding was also approved to provide snacks and drinks for children during library activities over the summer. £1,226.25 Total funding £50,000 Page 32 of 226
Page 37
Appendix 2 WINTER CONNECTIONS PROGRAMME FUND Winter Connections is a network of local places and spaces where people can connect to others in their community this winter. We know that people are facing a difficult winter ahead, and Winter Connections will co-ordinate and promote a programme of events and activities across Renfrewshire that everyone can access. Winter Connections are always free, open to all, in every neighbourhood and can guarantee a warm welcome. We want to work with local groups and organisations who can host Winter Connections in their community. The Winter Connections Fund can provide small grants of up to £2,000 to organisations to help with the additional costs of making venues, activities and sessions open as part of the Winter Connections Programme. Who can apply? The fund is open to voluntary and community organisations that are constituted and have a bank account. The Fund is not open to applications to support individuals. What we will fund The Fund can cover a range of project costs, such as equipment, food, energy costs, costs to rent a space for the activity, cleaning, and staffing costs to cover increased activity. Examples of projects that can be funded include: • A new cooking project where ingredients are provided • Projects that bring people from different backgrounds together through a shared activity, such as different cultures or age groups • Tablet or device classes for older people • Projects providing social connection and supporting recovery for people affected by drugs and alcohol • Projects supporting people living with mental illness • Projects supporting people with a head injury • Lunch clubs with an activity • Crafting or ‘making’ activities • Classes with a focus on physical activity A guide to Winter Connections funding and how to apply Page 33 of 226
Page 38
• Classes which provide and show how to install simple energy efficiency measures We welcome applications from community venues as well as groups who run activities. We can help to connect venues with groups who can offer activities and vice-versa, if this would be helpful. Grant funding must be spent by the end of March 2026. What your application should cover Applications should describe the activity the organisation wants to host, how it meets the needs of the local community and how it meets the Winter Connections principles to make sure the programme is inclusive, safe, and stigma-free. Projects and activities should be: • Open, free and easy to access (although this can mean open to all within a particular age or targeted group) • Inclusive, welcoming, respectful, and safe • Able or willing to provide connections to other services and supports • Able to offer warm drinks/snacks/food along with activities, where possible We want Winter Connections activities to be available in every neighbourhood in Renfrewshire, as well as available at different times and for residents of all ages. This may affect the funding decisions that we make. While we recognise that many organisations will be closed over the Christmas period, we would welcome applications that will deliver activities during the festive period. What cannot be funded? Winter Connections will not fund: • One-off activities, like an open or fun day • Activities that are not free • Events to raise funds for other charities • Costs for activities that have already taken place • Projects where no activities are available/will take place How to apply Applications will be open from X September 2025 using an online application process. If you need a paper copy or any support to make an application, please get in touch. Awards will be made from the beginning of October, and the fund will remain open until the available funding has been used. We don’t know what the demand for this fund will be, so advise that you apply as early as possible. The online application form can be found here …https://survey123.arcgis.com/share/e92537d447ae431eabe62a33db0d5cad We will be in touch for a copy of your constitution, a recent bank statement and a copy of your accounts (or income/expenditure statement) if we don’t have a recent copy of these already on file. Please have these ready so applications can be processed promptly. How much funding is available from the Winter Connections Fund? Page 34 of 226
Page 39
Grants of up to a maximum of £2,000 are available, however as funding is limited, please do not apply for more than you will need for your project. If you are co-ordinating a number of events in partnership with a range of local groups (for example as a bigger community venue), we can use some discretion to make larger awards. Please get in touch to discuss this. How we will make decisions Applications will be reviewed by a panel of staff from Renfrewshire Council, Renfrewshire Health and Social Care Partnership and Engage Renfrewshire before a decision is made. We will assess and award applications on a ‘rolling’ basis until the funding has been spent. We will get in touch with you to let you know if your application has been successful as soon as possible, and we may also get in touch for further information about your project before making a decision. Conditions of grant If you are successful in your application, you must accept and comply with Renfrewshire Council’s standard grant terms and conditions. You will be asked to report back on the impact the project has had once the funds are spent. Projects which receive funding from Renfrewshire Council will be promoted as part of the Renfrewshire Winter Connections programme. You will also be asked to make clear your project is part of the programme when promoting your project. In addition to complying with the Council’s grant terms and conditions, organisations should consider the Scottish Government’s Fair Work First Guidance. The current guidance stipulates that from 01/07/2023 all organisation receiving Public Sector Grants should be paying staff at least the Real Living Wage and providing effective channels for employee voice. Contact us If you would like to discuss the priorities, application process or alternative funding opportunities please contact Andrena Faulkner at andrena.faulkner@renfrewshire.gov.uk. Page 35 of 226
Page 40
Page 36 of 226
Page 41
___________________________________________________________________ To: Leadership Board On: 17 September 2025 ___________________________________________________________________ Report by: Chief Executive ___________________________________________________________________ Heading: OneRen Update ___________________________________________________________________ 1. Summary 1.1 The purpose of this report is to provide an update in relation to several matters which relate to the provision of services through One Ren. Specifically: • An update on the proposed disposal of hazardous materials identified with the collection currently managed by One Ren, as previously communicated to the board in February 2025. • Recommendations relating to the requirement to temporarily close the Heritage Centre, currently located at Abbey Mill Business Centre, to support its planned move to Paisley Museum as part of the overall programme of work; and • The provision of an update for members on proposals to reprovision library services in Erskine, following the end of the current lease arrangement in May 2026, as reported to Leadership Board in June 2025. ___________________________________________________________________ 2. Recommendations 2.1 It is recommended that Elected Members: • approve the safe disposal of lead lingos from the Jacquard loom as outlined in section 4. Item 4 LB170925 Page 37 of 226
Page 42
• approve the temporary closure of the Heritage Centre from its current location at Abbey Mill in preparation for its relocation to Paisley Museum in 2026. • Note the update provided in relation to the reprovisioning of library services in Erskine. ___________________________________________________________________ 3. Background 3.1 Regular updates are provided to Leadership Board on the activities and performance reported in relation to the services and activities which OneRen deliver in line with service agreement with the Council. Additional reports are submitted to board to cover any matters arising or requiring decisions outwith planned reporting cycles. 3.2 As outlined in section 1 of the report, several operational matters are currently being progressed by officers within both the Council and One Ren, with the actions identified now requiring decision from the board. These relate to: • The proposed disposal of hazardous materials identified with the collection currently managed by One Ren, as previously highlighted to the Leadership Board in February 2025. • The requirement to temporarily close the Heritage Centre, currently located at Abbey Mill Business Centre, to support its planned move to Paisley Museum as part of the overall programme of work; and • Proposals to reprovision library services in Erskine, following the end of the current lease arrangement in May 2026, as reported to Leadership Board in June 2025. 4. Disposal of Hazardous Material 4.1 In October 2024, lead was discovered within the looms collections during preparations for redisplay in Paisley Museum. The lead was found to be the material forming lingos in the Jacquard loom. Lingos are weights which form part of the loom’s mechanism and were previously understood to have been steel. 4.2 The lingos were found to be in a deteriorating condition, exhibiting a dusty residue – a known health hazard due to the risk of inhalation. Their unstable state poses significant health and safety concerns, particularly in relation to lead exposure, which is regulated under the Control of Lead at Work Regulations 2002. These regulations require risk assessments, dust control, and the use of personal protective equipment (PPE) when handling lead. Given the contamination risk and inability to safely store the items long-term, their disposal is recommended in line with the museum’s Collections Development Policy. 4.3 The lingos are currently double-wrapped, sealed, and stored securely at a OneRen premises, in accordance with health and safety protocols. Disposal will be carried out by the Assistant Asset Manager following UK legislation, specifically the Hazardous Waste Regulations, which mandate disposal Page 38 of 226
Page 43
through a licensed hazardous waste contractor and the retention of waste transfer documentation. The lingos will be processed via Renfrewshire Council’s lead disposal route at an approved waste management site, ensuring compliance with environmental and public safety standards. 4.4 The lead lingos were discussed at the Collections Asset Management Board in December 2024, and it was agreed that the recommendation to dispose of them as hazardous material should be put forward to the Leadership Board for approval in February 2025. 4.5 At that time, Elected Members requested further information on the proposed disposal and whether retention could be achieved safely. As outlined in section 4.4, this is not possible within current legislation and practice, and disposal remains the most appropriate recommendation for approval by the Board. 4.6 Elected Members may find it useful to note that Renfrewshire Museums Textile Curator has identified steel lingos held at the Secret Collection that can replace the lead lingos when the reinstall of the affected loom is undertaken. 5. Temporary Closure of Heritage Centre 5.1 As part of the overall plan for collections and museum delivery in Renfrewshire, work is planned to move the Heritage Centre and its activities to Paisley Museum. The move requires a number of key activities to be progressed: • Collection Packing and Preparation: The archive must be carefully packed to preserve materials during the move. This requires uninterrupted access to collections and workspaces. • Preventative Pest Management: All paper materials must undergo low-temperature pest treatment before returning to Paisley Museum. This process cannot occur while the Centre is open. • Collection Rationalisation: Staff will assess and reorganise the collection, identifying materials for transfer to the Secret Collection or Paisley Museum 5.2 It is proposed that from 13 October 2025 the Heritage Centre, currently located at Abbey Mill Business Centre, commences a phased closure programme to step down its activities and presence, in order to support its longer term planned move to Paisley Museum. Working towards eventually cessation of activities and the full temporary closure of the Centre, will enable essential collection care, conservation, and planning work that cannot be completed while the Centre remains fully operational. 5.3 It is proposed that the phased reduction of provision and closure will work as follows: • From 1 November 2025 in-person enquiry services will pause as packing and rationalisation begin. For reference, the service Page 39 of 226
Page 44
averaged 55 in-person visits per month in the last quarter (May– July 2025). There are currently no in person visits scheduled beyond September 2025. The online enquiry service will be available during this time. • From 19 December 2025 most online enquiry services will pause once the collection is fully packed and staff lose access to physical materials. For reference, the service averaged 57 online enquiries per month in the last quarter (May–July 2025). The service will then be closed temporarily at that time. 5.4 The temporary closure will also allow the team to contribute more fully to the public and schools programmes in the lead-up to reopening of the new museum. This includes the development of the heritage centre and the services it offers. 6. Reprovisioning of library services in Erskine 6.1 At its meeting o 18 June 2025, the Leadership Board considered an update paper relating to the Reshaping Renfrewshire programme, which included information relating to the current review of leisure and culture services commissioned by the Council and delivered by One Ren. The paper highlighted that the current lease for Erskine Library expires in May 2026, and that the landlord has indicated that they would not be willing to extend the current lease beyond that date. 6.2 Whilst the provision of library services is a key element of the ongoing One Ren review process, it was recognised that a short to medium term solution would be required to be identified to ensure that library provision in Erskine could continue whilst the wider review progresses. 6.3 Elected members were advised at that time that One Ren had identified an opportunity to relocate an existing temporary modular building currently located at Renfrew Sports Centre, to a space within the grounds of Erskine Sports Centre. It was proposed at that time that these units could then be utilised to support the reprovisioning of library services in Erskine on a temporary basis. 6.4 An amendment was agreed to the paper at that time, which requested that a further report be provided which “examined the current usage of the units located at Renfrew Sports Centre and options on the provision of modular units at Bridgewater Sports Centre”. 6.5 Following further discussions with the supplier of the temporary modular building at Renfrew Sports Centre, One Ren have confirmed it is not possible to relocate the buildings due to their existing condition and age, and also relevant building standards requirements. Page 40 of 226
Page 45
6.6 Elected members are asked to note that officers from One Ren and the Council are now progressing arrangements to commission new temporary modular buildings at the Erskine Sports Centre site, in order that these can support the reprovisioning of Erskine library when the current lease comes to an end. The timescales for commissioning and installation of temporary modular buildings to host the library are very challenging and a project team has been assembled to ensure this work progresses at the required pace. Further updates will be provided to ward members as this project progresses. ______________________________________________________________ Implications of the Report 1. Financial – Costs of the Erskine library reprovisioning exercise will require to be tracked, and officers are working to identify and implement options which can be supported within the current budget for the library. 2. HR & Organisational Development – None 3. Community/Council Planning – • Our Renfrewshire is thriving – Our service recruits and trains staff and volunteers to care and manage the region’s cultural assets providing employment and volunteering opportunities. • Our Renfrewshire is well – Our cultural services and programme help to encourage and maintain positive mental health and wellbeing. • Our Renfrewshire is fair - our services and associated programmes are accessible to all our citizens. • Our Renfrewshire is safe – Our cultural assets are cared for and manged in compliance with sector guidelines. • Reshaping our place, our economy and our future – Our safeguarding of the civic collection builds a sense of place and civic pride. • Tackling inequality, ensuring opportunities for all – Tackling inequality by encouraging inclusion and representation through museum collecting, co production, and collaboration. • Creating a sustainable Renfrewshire for all to enjoy – our practices ensure sustainability of collections and associated programmes. • Working together to improve outcomes – we encourage partnership working to deliver shared outcome as a key priority of our company strategy. 4. Legal – Where relevant the policies highlight the legal framework that OneRen is required to recognise and abide by. 5. Property/Assets – As outlined in the paper, there is a current requirement to identify options for the reprovisioning of Erskine Library on a temporary basis. 6. Information Technology – N/A 7. Equality & Human Rights – N/A Page 41 of 226
Page 46
8. Health & Safety – Removal of hazardous material (lead) follows the procedures set out within Renfrewshire Museums Collections Policies 9. Procurement – N/A 10. Risk – N/A 11. Privacy Impact N/A 12. Climate Risk – N/A. 13. Children’s Rights – N/A. 14. Cosla Policy Position – N/A _________________________________________________________ List of Background Papers ___________________________________________________________________ Author: Laura McIntyre, Head of Policy and Partnerships Page 42 of 226
Page 47
___________________________________________________________________ To: Leadership Board On: 17 September 2025 ___________________________________________________________________ Report by: Chief Officer, Renfrewshire Health and Social Care Partnership ___________________________________________________________________ Heading: Adult Social Care: 2024/25 Annual Update ___________________________________________________________________ 1. Summary 1.1 Adult Social Work Services were delegated to Renfrewshire Integration Joint Board (IJB) on 1 April 2016. These services are managed through the Health and Social Care Partnership (HSCP). 1.2 This annual update report to Leadership Board, together with Renfrewshire’s Integration Joint Board Annual Performance Report 2024/25 provides an overview of adult social care activity and performance. ___________________________________________________________________ 2. Recommendations 2.1 It is recommended that members: • Note the contents of this report updating activity and performance of adult social work services delegated to the IJB; and • Note that the next six-monthly update report will be presented to the Leadership Board in February 2026. _________________________________________________________ 3. Background 3.1 The list of functions that must be delegated by the Local Authority to the IJB is set out in the Public Bodies (Joint Working) (Prescribed Local Authority Functions, etc) (Scotland) Regulations 2014, and is noted in Annex 2, part 1 of Renfrewshire’s Integration Scheme. These include: • Social work services for adults and older people. • Services and support for adults with physical disabilities and learning disabilities. • Mental health services. Item 5 LB170925 Page 43 of 226
Page 48
• Drug and alcohol services. • Adult protection and domestic abuse. • Carers’ support services. • Community care assessment teams. • Support services. • Care home services. • Adult placement services. • Health improvement services. • Aspects of housing support. • Day services. • Respite provision. • Occupational therapy services. • Reablement services, equipment, and telecare. 3.2 Whilst regular reporting in relation to these services is provided to the Integration Joint Board (IJB), 6 monthly updates are also provided to the Leadership Board. This ensures oversight of the key activities and wider context relating to the delivery of these services. 4. Renfrewshire IJB’s Annual Performance Report 4.1 Renfrewshire IJB’s Annual Performance Report 2024-25 provides a comprehensive reflection on the HSCP’s performance against local and national performance indicators. A summary of the 2024/25 year-end status of the IJB’s full 50 performance indicators is provided in the table below. 4.2 Of the four indicators that are red alerts, the following two relate to adult services: • Sickness absence rate for HSCP Adult Social Work staff (workdays lost per FTE – Work continues across the Partnership to address sickness absence. Performance is discussed regularly by the Senior Management Team (SMT), who regularly review the Attendance Management Action Plan to ensure attendance management processes are being followed and applied across the HSCP, as well as ensuring staff are fully aware of the supports available not only during a period of sickness absence, but also to Status 2023/24 Year-End 2024/25 Year-End % Change from 23/24 Alert (more than 10% variance of target) 9 (32%) 4 (14%) -18% Alert (more than 10% variance of target) 6 (21%) 9 (31%) +10% Target achieved 13 (46%) 16 (55%) +9% Data only (no target) 20 21 - TOTAL 48 50 - Page 44 of 226
Page 49
help support them while at work including occupational health and employee counselling. Protecting the mental health and wellbeing of the workforce remains a key priority as defined in the Council’s new Health and Wellbeing Plan. • The number of adult support plans completed for carers (age 18+) by the HSCP decreased from 195 in 2023/24 to 151 in 2024/25. This is the first year a target has been assigned, which was based on 2023/24 performance and further analysis is underway to understand more about the data. It is important to note that the number of support plans completed by the Renfrewshire Carers Centre has significantly increased and may have impacted on this indicator. 5. Adult Social Work Performance Overview 5.1 Adult Social Work Services are managed and monitored via regular internal HSCP professional governance and operational management arrangements, including meetings, case management, and regular service and case reviews. These meetings involve heads of service, service managers and cover a variety of local and national strategic and operational indicators. They allow managers to scrutinise and discuss performance data, agree remedial action, timescales for improvement, and consider future challenges which may affect services, to allow planned actions and mitigation where appropriate. 5.2 In addition to internal scrutiny, performance is reported at all IJB meetings, with the scorecard presented twice-yearly providing a detailed picture of what is working well, current challenges and intended remedial action where necessary. The scorecard includes adult social care indicators alongside a variety of both local and national health service indicators. 5.4 There are now 15 adult social care indicators, details of the performance are provided in Appendix 1, however a summary is included in the table below. Performance Indicator Status No. Target achieved 1 Warning (less than 10% variance of target) 0 Alert (more than 10% variance of target) 2 Data only (no target) 12 6. Key Activities 6.1 A summary of the key activities undertaken during the last six months relating to the delegated services is detailed in the section below. Transformation Programmes 6.2 Further details have emerged on the future transformation plans of NHSGGC and Renfrewshire Council, each of which also reflect the Scottish Government’s stated commitments to reform health and social care, shift the balance of care with a focus on prevention and early intervention and invest in the use of digital technology to enhance service provision. Page 45 of 226
Page 50
6.3 It is essential that the IJB’s plans reflect these ambitions, and the Strategic Plan has therefore been updated to more clearly show this. This refreshed Plan is now contextualised as a ‘bridging’ plan to a longer-term Strategic Plan in 2027 with a specific transformational focus. Work on the next Strategic Plan will commence in the next 12 months however in the intervening period the HSCP will seek to align with and contribute to our partners’ ambitions whilst scoping and commencing delivery, where possible, on local transformation plans. Strategic Plan Refresh 6.4 At its meeting in June 2024, the IJB agreed that its Strategic Plan 2022-25 should be refreshed and extended to March 2027, as detailed in section 6.3. In developing the refreshed plan, the following actions have now concluded: • HSCP officers assessed the Strategic Plan and worked with the IJB’s Strategic Planning Group (SPG) to identify refinements to the theme s and objectives which were reflected in a draft plan for 2025-27. • Formal consultation on the draft refreshed plan took place during March and April 2025, this included online and in-person engagement with individuals, planning groups, third sector organisations, Renfrewshire Council services and the two parent organisations (Renfrewshire Council, Corporate Management Team and NHS GGC, Corporate Planning Team). Each element of feedback was reviewed, categorised and where appropriate reflected in the final refreshed plan. • The refreshed plan was approved by the Integration Joint Board on 27 June 2025. Market Facilitation Plan 6.5 A key enabler of the IJB Strategic Plan is the Market Facilitation Plan (MFP), the purpose of the MFP is to help providers of social care services make informed business decisions and plan for future service delivery in Renfrewshire, sharing relevant information to assist them with their planning for future and existing service provision. 6.6 In early 2025, work commenced on the development of a new MFP for the period 2025-2027. All provider organisations had the opportunity to contribute to the development of the plan by highlighting what they felt were the most important areas for inclusion. 6.7 The MFP is intended to be a reference point for more detailed commissioning discussions. Although the MFP is principally for existing and prospective providers of health and social care services, it can be helpful to those who receive services themselves and/or to their families and carers 6.8 Market facilitation is the relationship between the following: • Market intelligence - provides the data and insights to identify both challenges and opportunities. • Market intervention - helps to address immediate issues and supports providers to fill gaps or improve services. Page 46 of 226
Page 51
• Market structuring creates the long-term conditions for a sustainable and diverse care market. 6.9 The new MFP should be read alongside the Medium-Term Financial Plan 2025- 2028. Medium-Term Financial Plan (MTFP) 6.10 On 21 March 2025 the IJB approved a new MTFP for the period 2025-28, the plan outlines, in broad terms, specific service and funding issues over the next three-year period and how the IJB will strive to achieve financial sustainability and resilience. It also brings together a range of assumptions on future income and expenditure which has allowed them to identify where, and when, they can expect to face financial pressures. As previously mentioned, it also complements the IJB’s refreshed Strategic Plan 2025-27, highlighting how the HSCP medium-term financial planning principles will support, where possible, the delivery of the IJB’s strategic objectives and priorities. 6.11 In recognition of the scale of variability in potential funding, the IJB’s financial planning arrangements remain subject to active review, and they continue to plan for a range of potential outcomes across its key financial risks and challenges, and the likely impact these could have on the financial sustainability of the IJB. 6.12 The Medium-Term Financial Strategy is designed to support the achievement of financial balance, whilst delivering safe and sustainable services, and the IJBs strategic objectives. Key to its success is the continued delivery of the IJBs savings programme: Sustainable Futures. Sustainable Futures Programme 6.13 As previously reported to Leadership Board, the Sustainable Futures Programme (SFP) aims to identify and develop options, subject to the IJB’s agreement, to address the financial challenges set out within the MTFP and tracked through ongoing financial monitoring. 6.14 As part of the current phase of the programme, the IJB agreed in September 2024 that options to deliver up to 10% savings against influenceable spend should be identified. Following this the IJB considered a range of savings proposals at its meeting in December 2024, including savings which could be delivered from the 2025/26 financial year onwards, and which were brought forward for consideration in advance of the IJB’s consideration of its budget in March 2025. 6.15 In January 2025, the IJB agreed a phased approach to deliver/develop a range of savings, the programme activity is largely focused on taking forward savings within the following categories: • Proposals that could be implemented by the end of March 2025 without further design activity. o Contract Management savings. o Vacancy and post management savings (partial – those phased to be delivered at start of 2025/26). Page 47 of 226
Page 52
o Operational efficiencies savings (partial – those phased to be delivered at start of 2025/26). • Savings approved by the IJB which require further work to deliver (overseen by the SFP Board). o Consolidation of Community Mental Health Teams. o Redesign of Care at Home. o Review of Community Nursing. o Review and redesign of Primary Care Support. o Review of packages of social care, including overnight supports. o Vacancy and post management savings (in line with phased implementation timescales). o Operational efficiencies saving. • Savings where further service model design and wider engagement is required with service users, unpaid carers and staff (unless an alternative approach is specified). These proposals have been developed and will be reported to the IJB for final consideration on 19 September 2025. o Removal of Assertive Outreach. o Review of the LD residential respite model. o Closure of Flexicare. o Closure of Autism Connections. o Redesign of day services for older adults. o Redesign of day services and creation of integrated community hubs for people with a physical disability or a learning disability. o Review of Health Visiting. o Removal of Childsmile Community and Practice Programme. o Review of Care at Home and District Nursing overnight service (this saving will be developed for IJB consideration in September 2025 but following further analysis it was agreed that public engagement would not be required in relation to this proposal). o Introduce waiting list for locality home-based respite (following further analysis this proposal has been paused to allow scoping activity to be undertaken across all services areas to void the risk of inequity in service provision). • The continued assessment of any potential requirement to move to critical only eligibility in future, and the impact of doing so. This will remain under continuous review by HSCP heads of service with a specific proposal developed for the IJB’s consideration as necessary and appropriate. o Move to critical only for new adult social care. o Linked to the above proposed change, implement a 10% reduction in Technology Enabled Care budget, moving to critical adult social care packages for new service users. Page 48 of 226
Page 53
6.16 Following the IJB’s meeting in March, HSCP officers have continued to progress the development of Integrated Impact Assessments (IIAs) for those proposals which the IJB will consider in their final format in September., 6.17 A period of public engagement on the draft IIAs took place throughout June 2025. Prior to the start of the engagement period, staff within affected services were communicated with to ensure that they received advanced information on the draft assessments in a range of formats, with further opportunity for colleagues to participate in the public engagement sessions or through additional staff engagement sessions arranged. Feedback received during the engagement period has been reviewed and will be reflected within the final IIAs which will be circulated to IJB voting members to inform decision-making on the proposals within scope at the IJB’s meeting on 19 September 2025. Winter Pressures 6.18 As previously reported to Leadership Board, each year, Renfrewshire HSCP develops plans to ensure the resilience of critical services over the winter period. The planning process for winter 2024/25 was undertaken across all HSCP internal and hosted services and, looking forward, the same is being undertaken for 2025/26. 6.19 The HSCP will submit its winter plan for 2025/26 to the IJB in November 2025. The key priorities for this year’s plan are currently being reviewed alongside consideration of the winter planning conducted by Renfrewshire Council and NHSGGC. However, it is anticipated that the HSCP’s winter plan will broadly continue to focus on understanding and preparing our response to the risks associated with the following scenarios: • Disruptive weather and the ability for staff to get to work. • The availability of the workforce and staff cover for the festive period. • The impact of disruptive weather or other events on the HSCP’s supply chain. • The impact of weather or other events on available accommodation and property. • Disruption to systems and/or data loss. • Disruption to infrastructure e.g., a loss of power supply or cyber-attack. 6.20 The Winter Plan will ensure that staffing levels are maintained over the winter period to support timely access to services, whilst maintaining an ongoing focus on the wellbeing of staff and unpaid carers. Proactive plans and monitoring will be in place to identify emerging issues and support services to respond to sever weather scenarios, reflecting lessons learned from the response to Storm Eowyn last winter. Delayed discharge 6.21 Both locally and nationally there continues to be a strong focus on delayed discharge. Renfrewshire has maintained its position for a third year as the highest performing HSCP area in Scotland for standard delayed discharges for the period April 2024 to March 2025. The total number of bed days lost was 2,188 which equates to a rate of 1,435.8 per 100,000 population. The national Page 49 of 226
Page 54
average rate for the same period was 11,674.1 and the Greater Glasgow and Clyde average was 7,400.6 per 100,000 population. 6.22 One of the initiatives that supports delays in discharge and also prevents A&E attendances is the Home First Response Service. It sees patients who would otherwise potentially spend long periods in hospital receive a tailored care plan, which can be delivered in a home or community environment. The service is particularly helpful to elderly patients, where treatment at home provides significant benefits— reducing recovery time, preserving mobility and reducing the chance of delirium. Specially trained HSCP staff have been embedded alongside acute frailty teams at the Royal Alexandra Hospital to help limit admissions, improve early discharges and support future care planning. Joint Inspection of Adult Support and Protection 6.23 The joint inspection of adult support and protection in the Renfrewshire partnership area took place between 18 November 2024 and 18 March 2025 and was led by the Care Inspectorate in collaboration with Healthcare Improvement Scotland and His Majesty’s Inspectorate of Constabulary in Scotland. In line with the targeted nature of the inspection programme, the methodology included the following proportionate scrutiny activities: analysis of supporting documentary evidence and a position statement; scrutiny of records; partnership staff survey and focus groups. 6.24 A summary of the key findings included: • Renfrewshire is one of only two partnership areas in Scotland to receive ‘very effective’ progress statements. • The inspection concluded that “measures in Renfrewshire has found clear strengths in ensuring adults at risk of harm are safe, protected and supported”. • A series of positive attributes including, but not limited to, a "consistent delivery of high-quality adult support and protection work", "energetic leadership" and a "can-do culture" and the accomplishment of strategic leadership with elements that were "sector leading". • The inspectors found that the Adult Protection Committee’s innovative approach to communicating with partnership staff who work in adult support and protection was highly commendable including its efforts to inform and promote adult support and protection, including to the public, were highly successful. 6.25 The report also highlighted the following priority areas for improvement: • The partnership should continue its efforts to improve the quality of chronologies and risk assessments for adults at risk of harm. • The partnership should make progress with adults at risk of harm attending their adult protection case conference. • The partnership should continue its endeavours to improve representation of adults with lived experience of adult support and protection, at strategic level in the partnership. Page 50 of 226
Page 55
Supporting Unpaid Carers 6.25 Supporting unpaid carers is a priority for the HSCP and we recognise that the care they provide is vital to the people they care for and the sustainability of HSCP services. As set out in the IJB’s Adult Carer Strategy the priority for the HSCP and its partners is to identify carers, and 958 new adult carers were identified in 2024/25 - an increase from 818 the previous year. Following identification carers can access a range of support including Adult Carer Support Plans, information and advice, training, support groups, and breaks. 6.27 The IJB’s Adult Carers Strategy is due to expire in 2025, and work has begun on refreshing the Strategy. The refreshed Strategy will be developed with carers and the organisations that support them, and it will reflect their lived experiences and prioritise impactful actions. The Carers Planning Group is leading on the development of the Strategy, which will be submitted to the IJB for approval in 2025. 7. National Policy Context 7.1 The Scottish Government aims to improve social care support, social work and community health in Scotland and recognises that social care has the power to transform people’s lives. The National Care Service and social care reform is being developed in collaboration with people who have lived experience of the community health and social care system to ensure that it supports those it is designed to help. 7.2 In May 2025, the Scottish Government established an interim National Care Service advisory board to provide advice and suggest where improvements can be made to social care, social work and community health services to help ensure they are consistent, fair and high-quality across Scotland. It is made up of: • people with personal experience of accessing social care, social work and community health services • people who are involved in delivering social care, social work and community health services 7.3 The board will develop an approach to wider participation which ensures that real life experience helps to shape social care, social work and community health reform. This interim board has been appointed in the first instance, to allow work to begin more quickly, while Scottish Government recruit members for the final advisory board. 7.4 Scottish Government has recently published three frameworks which provide national direction of travel: 1. Scotland’s Population Health Framework – sets out Scottish Government's and COSLA’s long-term collective approach to improving Scotland’s health and reducing health inequalities for the next decade. The aim is two-fold – to improve Scottish life expectancy whilst reducing the life expectancy gap between the most deprived 20% of local areas and the national average by 2035. Page 51 of 226
Page 56
2. Health and Social Care: Service Renewal Framework – provides a high-level guide for change, to ensure the sustainability, efficiency, quality, and accessibility of health and social care services. Importantly, this builds on the NHS Scotland Operational Improvement Plan and Population Health Framework. 3. Scotland’s Public Service Reform Strategy – sets out commitments to change the system of public services - to be preventative, to better join up and to be efficient - in order to better deliver for people. It also sets out how to tackle systemic barriers to change. 8. Next Steps 8.1 The next performance report on delegated Adult Social Care functions will be reported to the Leadership Board in February 2026. ___________________________________________________________________ Implications of the Report 1. Financial – Although there are no direct costs associated with this report, the IJB is operating in an increasingly challenging environment with increases in both the level of demand and service delivery costs. The Sustainable Futures Programme has been established and will aim to deliver best value by modernising services as well as identifying savings to reduce the financial gap in a sustainable way and where feasible with the least possible impact. 2. HR & Organisational Development – The Sustainable Futures Programme is currently underway and could potentially have an impact following its conclusion. 3. Community/Council Planning – none 4. Legal – none. 5. Property/Assets – none 6. Information Technology – none 7. Equality & Human Rights - The recommendations contained within this report have been assessed in relation to their impact on equalities and human rights. No negative impacts on equality groups or potential for infringement of individuals’ human rights have been identified arising from the recommendations contained in the report 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 9. Procurement – none 10. Risk – none 11. Privacy Impact – none Page 52 of 226
Page 57
12. Cosla Policy Position – none. 13. Children’s Rights – while the content of this update predominantly focuses on adult services, the scorecard includes one indicator in relation to children. 14. Climate Risk – The HSCP is committed to tackling the climate emergency and actively participates in Renfrewshire’s Plan for Net Zero. _________________________________________________________ List of Background Papers Adult Social Care: 6 Monthly Update, Leadership Board, February 2026 ___________________________________________________________________ Author: Yvonne Farquhar, Policy Manager, Chief Executive’s Service Yvonne.farquhar@renfrewshire.gov.uk Page 53 of 226
Page 58
Appendix 1 Performance Indicators The 15 adult social care services’ indicators in the updated scorecard are as follows: Performance Indicator Status No. Target achieved 1 Warning (less than 10% variance of target) 0 Alert (more than 10% variance of target) 2 N/A Not applicable require year end figure 0 Data only 12 Status Direction of Travel Performance Indicator 21/22 Value 22/23 Value 23/24 Value 24/25 Value Target Sickness absence rate for HSCP Adult Social Work staff (workdays lost per FTE) 17.79 21.94 19.51 22.05 15.3 Action taken: Work continues across the Partnership to address sickness absence. Performance is discussed regularly by the Senior Management Team (SMT), who regularly review the Attendance Management Action Plan to ensure attendance management processes are being followed and applied across the HSCP, as well as ensuring staff are fully aware of the supports available not only during a period of sickness absence, but also to help support them while at work including occupational health and employee counselling. Protecting the mental health and wellbeing of the workforce remains a key priority as defined in the Council’s new Health and Wellbeing Plan. Number of adult support plans completed for carers (age 18+) by HSCP - 25 192 155 192 Action taken: The number of adult support plans completed for carers (age 18+) by the HSCP decreased from 195 in 2023/24 to 151 in 2024/25. This is the first year a target has been assigned, which was based on 2023/24 performance and further analysis is underway to understand more about the data. It is important to note that the number of support plans completed by the Renfrewshire Carers Centre, see below, has significantly increased and may have impacted on this indicator. Direction of Travel Improvement Deterioration Same as previous reporting period Page 54 of 226
Page 59
Status Direction of Travel Performance Indicator 21/22 Value 22/23 Value 23/24 Value 24/25 Value Target Number of adult support plans completed for carers (age 18+) by Renfrewshire Carers Centre) 148 203 376 543 242 Page 55 of 226
Page 60
Data Only Indicators Performance Indicator 21/22 Value 22/23 Value 23/24 Value 2024/25 Value Total Mental Health Officer service activity 1,222 1,362 1,499 1,458 Number of Chief Social Worker Guardianships (as at position) 125 132 124 157 Number of Private Guardianship Applications New indicator for 2022/23 158 126 143 Population of clients receiving Telecare (75+) - Rate per 1,000 New indicator for 2022/23 61 40 45 Population of clients receiving Telecare (all ages) Rate per 1,000 New indicator for 2022/23 4.2 4.8 5.3 Number of people accessing Community Alarms (all ages) New indicator for 2022/23 2,791 3,767 4,482 Number of people accessing Community Alarms (75+) New indicator for 2022/23 2,121 2,827 3,367 Balance of Care: Home Care - Total number of open community placements versus open residential placements for 65+ New indicator for 2022/23 CP: 1,554 (61.5%) RP: 971 (38.5%) CP: 1,786 (64%) RP: 1,006 (36%) CP: 2,217 (60%) RP: 1,469 (40%) Balance of Care: Home Care - total number of hours per week provided for clients receiving personal care versus non-personal care New indicator for 2022/23 PC: 14,699 NPC: 318 PC: 18,521 NPC: 375.5 PC: 19,229 NPC: 351.25 Percentage of Adult Support and Protection referrals where investigatory powers are used New indicator for 2023/24 43% 53% Page 56 of 226
Page 61
Performance Indicator 21/22 Value 22/23 Value 23/24 Value 2024/25 Value Percentage of Children registered in this period who have previously been on the Child Protection Register in the last two years New indicator for 2022/23 4.8% 11.1% 3.2% Number of Adult Support and Protection referrals (please see source below for 2023/24) 1,068 1,314 1,527 1,522 Mental Welfare Commission for Scotland Reported by source from 2023/24 0 0 Care Inspectorate Reported by source from 2023/24 32 16 Healthcare Improvement Scotland Reported by source from 2023/24 0 0 Office of the Public Guardian Reported by source from 2023/24 6 4 Police Scotland Reported by source from 2023/24 294 315 NHS 24 Reported by source from 2023/24 24 20 NHS Primary Care Reported by source from 2023/24 44 46 NHS Acute Services Reported by source from 2023/24 72 76 NHS Specialist Drug and Alcohol Services Reported by source from 2023/24 2 1 Community Health Services Reported by source from 2023/24 11 29 Mental Health Services – Hospital and Community Reported by source from 2023/24 49 53 Other Health (Public, Private and Prison) Reported by source from 2023/24 5 2 Social Work Adults (inc Mental Health Officers) Reported by source from 2023/24 143 142 Social Work Children and Families Reported by source from 2023/24 12 8 Page 57 of 226
Page 62
Performance Indicator 21/22 Value 22/23 Value 23/24 Value 2024/25 Value Out of region social work / other (external) local authority Reported by this source from 2024/25 3 Other local authority service (internal) excluding social work Reported by this source from 2024/25 1 Scottish Ambulance Service Reported by source from 2023/24 8 65 Scottish Fire and Rescue Reported by source from 2023/24 72 31 Scottish Prison Service Reported by source from 2023/24 0 0 Care Home Reported by source from 2023/24 370 280 Care at Home Provider Reported by source from 2023/24 183 194 Housing Reported by source from 2023/24 120 128 Education Reported by source from 2023/24 1 4 Other Child Protection Service Reported by source from 2023/24 0 0 Self (Adult at Risk) Reported by source from 2023/24 6 4 Unpaid Carer Reported by source from 2023/24 1 0 Friend, Relative, Neighbour (not an unpaid carer) Reported by source from 2023/24 21 33 Other Member of the Public Reported by source from 2023/24 1 0 Third Sector Organisation Reported by source from 2023/24 17 18 Financial Institution Reported by source from 2023/24 0 1 Anonymous Reported by source from 2023/24 2 9 Page 58 of 226
Page 63
Performance Indicator 21/22 Value 22/23 Value 23/24 Value 2024/25 Value Other Reported by source from 2023/24 31 39 Page 59 of 226
Page 64
Page 60 of 226
Page 65
___________________________________________________________________ To: Leadership Board On: 17 September 2025 ______________________________________________________________ Report by: Chief Executive ___________________________________________________________________ Heading: Alcohol and Drugs Change Programme – Final Report ___________________________________________________________________ 1. Summary 1.1 The purpose of this paper is to provide an overview of the Alcohol and Drugs Change Programme Final Report (Appendix 1). The paper also provides an update on recommendations discussed at the final Alcohol and Drugs Programme officer board to continue to support activities to address alcohol and drug related harms in Renfrewshire. Given the scale and breadth of the Programme, the information provided in the Final Report is a summary overview of activity. ___________________________________________________________________ 2. Recommendations 2.1 It is recommended that members: • Note the contents of this report. • Agree the proposed allocations of residual programme funding at Section 7, recommended by the Alcohol and Drugs Change Programme Officer Board. • Agree the future governance arrangements for those projects which remain in delivery, as outlined in Section 7.5. _________________________________________________________ 3. Background 3.1 In late 2018, Renfrewshire Community Planning Partnership Executive Group agreed to establish an independent Commission to consider the true impact of alcohol and drug use across Renfrewshire’s communities, and make Item 6 LB170925 Page 61 of 226
Page 66
recommendations on what partners can do together to support local people and communities. 3.2 The Alcohol and Drugs Commission undertook a “listening approach”, with an extensive programme of engagement with over 330 people, including people directly affected by alcohol and drug use, whether their own or that of family members, staff, young people, and local and national groups and organisations. 3.3 The emergence of the COVID-19 pandemic in early 2020 caused the Commission to pause its work, however this resumed in September 2020, with the Commission’s final report being published in December 2020. The report set out the Commission’s main findings and provided 27 recommendations to guide the local response. 3.4 In anticipation of the final report being published, Renfrewshire Council agreed to allocate £2m in March 2020 to support the response to the report, including piloting new ways of working across the community planning partnership, with the opportunity to use this learning to transform current and future services and support in Renfrewshire for those affected by alcohol and drug related harms. 3.5 The report and its recommendations were endorsed by Renfrewshire Council, Renfrewshire Integration Joint Board, and Renfrewshire Community Planning Partnership Executive Group, with full support gained to respond to these recommendations on a collective basis. 3.6 The Alcohol and Drugs Change Programme was established following the publication of the Alcohol and Drugs Commission final report, with an officer programme board set up to drive the implementation of the partnership response to the Commission’s recommendations, meeting regularly, and chaired by the Council’s Chief Executive. It is important to note that this Programme was established prior to national programmes of work and funding being made available by the Scottish Government, including those linked to the National Mission on drugs. Partners have worked hard to maximise the value and outcomes achieved from this additional funding also. 3.7 The Change Programme supported a range of projects and actions, led by services and organisations across the partnership, including Renfrewshire Council, Renfrewshire Health and Social Care Partnership (HSCP), Renfrewshire Alcohol and Drug Partnership (ADP), with others commissioned through third sector partners such as I Am Me Scotland, Recovery Across Mental Health (RAMH), Turning Point Scotland, and the Scottish Recovery Consortium. The Programme also aligns with, and forms part of, the wider ongoing work taking place across Renfrewshire by partners to progress reducing alcohol and drug related harms through Renfrewshire ADP. 3.8 A summary of the programme and actions progressed is provided within the Appendices to this report. Page 62 of 226
Page 67
4. Summary of Final Report 4.1 The Final Report draws together the breadth of activity carried out by funded projects, highlighting areas of good practice and learning, as well as the difference these projects have made for service users and staff. Given the scale and span of the Programme, the information provided in the Final Report is a summary overview of activity, rather than a detailed breakdown of all work undertaken. Following overviews of each project, the Final Report considers the Programme-wide outcomes, as well as the challenges experienced in delivering the projects and actions within the Programme. 5. Key Points 5.1 The Change Programme aimed to develop projects and actions responding to the findings of the Alcohol and Drugs Commission, maximising the opportunity to use available funding to test new and innovative approaches, and using the learning to inform current and future services and support. Programme outcomes were developed, based on recurring themes from the work of the Commission and the final report, as well as linking into ongoing ADP work across Renfrewshire. The outcomes were to: • Strengthen partnership working and adopt a whole system approach. • Increase understanding of trauma and ensure it’s reflected in the way staff work across the partnership. • Value and further involve those with lived and living experience. • Increase understanding, and strengthen local data, and service insight available relating to alcohol and drugs. 5.2 The Programme has supported innovative projects, services, and initiatives, providing investment and stability to test new ideas and ways of working, and, where suitable, transition to mainstream provision, or business as usual. The continuation of these is a key legacy of the Programme. 5.3 Support for services to further value and embed lived and living experience in the design and delivery of support has led to positive outcomes and experiences for service users. 5.4 A number of projects adopted a whole system approach, focusing on people experiencing significantly complex and challenging needs, who may have already had a number of previous unsuccessful interventions. Smaller caseloads, skilled and supported practitioners, and strengthened partnership working, enabled these projects to wrap support around each individual and their needs, providing consistent support, and building trusting relationships. 5.5 Using a trauma informed approach to working has led to more positive relationships and engagement from people, who may have experienced difficulties in maintaining consistent engagement before. Page 63 of 226
Page 68
5.6 Across the projects, a key strength was the skilled, knowledgeable, and compassionate workforce, with personal qualities of many of the staff highlighted as a key factor in success. 5.7 Support for the workforce is crucial, with projects undertaking measures to address staff support and their wellbeing, particularly for those supporting people experiencing significant and complex challenges. A number of resources were developed to support workforce development, knowledge, and awareness, particularly around trauma and its impact through the Trauma Informed and Responsive Renfrewshire Programme, as well as Alcohol and Substance Awareness Resources, delivered in schools across Renfrewshire, and winner of a COSLA Excellence Award in the Tackling Inequalities and Improving Health and Wellbeing category, and a Scottish Public Service Award - The Campbell Christie Public Service Reform in 2023. 5.8 The Recovery Community in Renfrewshire has significantly expanded over the last five years, with staff and volunteers in CIRCLE working with wider recovery partners to drive this success, including the Recovery Walk Scotland, which took place in Paisley on 2 September 2022. Further growth across more areas in Renfrewshire is planned over the coming months and years, building up sustainably from the success already achieved. 5.9 Challenges were experienced across the Programme, which in some areas impacted projects being delivered as originally anticipated. Many projects were able to adapt to these challenges and deliver positive outcomes for service users and staff, and in some areas, decisions were made to step down or discontinue projects, where circumstances changed, or where uptake was not as anticipated. 5.10 The funding landscape in relation to alcohol and drugs is complex. A number of different national funding streams were introduced over the lifecycle of the Programme, with multiple different funding sources, both national and local, being utilised for the delivery of a number of projects. 5.11 Measuring and evidencing impact, and being able to specifically attribute positive outcomes to individual projects or interventions is, as a result, extremely challenging, with many individuals accessing multiple different services and supports. Qualitative data has been gathered from service users who discuss the positive impact of projects on their health and wellbeing, for example, however, being able to attribute wider reductions in alcohol and drug related harms to specific interventions is more challenging to demonstrate. 5.12 £1.975m of the £2m allocated at December 2020 Leadership Board, was allocated to projects and actions, as well as officer support to co-ordinate and deliver the Programme. A number of underspends occurred throughout the duration of the Programme, for example due to maximising other sources of funding, or projects not progressing as originally anticipated. The balance that has been identified through the final stages of the Programme is £282,056. Page 64 of 226
Page 69
5.13 Figure 1. Overview of projects and actions 6. Summary of Projects and Actions Service Developments 6.1 Harm Reduction Response Team (HaRRT) – this service provided harm reduction services to individuals on an outreach, flexible, and accessible manner, to reduce the risk of overdose and other drug related harms, and proactively link individuals into treatment and support services. Managed by Renfrewshire Alcohol and Drug Recovery Services, it was delivered through a purpose-built van, equipped with a small clinical treatment room and some medical supplies. Local data indicates that many people who die from drug related causes are not in contact with treatment services, highlighting the need for innovative ways to engage with those who may be hard to reach. Many people who use drugs can often face barriers to accessing mainstream services, for example due to fear of stigma, and lack of trust in public services. HaRRT played a key role in supporting individuals who may not be in contact with other services, providing access to harm reduction advice, equipment, and services, to support their health, safety and wellbeing. Alcohol and Drugs Change Programme funding primarily supported the staffing model for the project, with funding being provided by other sources including Renfrewshire ADP, and the Drug Deaths Taskforce. The number of contacts made to the service steadily increased throughout the duration of the project, with 596 contacts made from March 2024 to February 2025 (around 250 during period covering 2023/2024), and includes a significant number of service users who were not known to other services. This service is currently transitioning to a Page 65 of 226
Page 70
commissioned service model, with a contract authorisation report approved by Finance, Resources and Customer Services Policy Board in June 2025, for an Alcohol and Drugs Crisis Outreach Service, for a period of two years, with an option to extend for a further 12 months. 6.2 My Life Ahead (MyLA) – this housing-led project provided holistic wraparound support to households in Renfrewshire, regardless of tenure, whose life is affected by alcohol and or drugs, and builds on the concept that in order to have good health, you need to have a good, settled home. The work of the Commission explored the disadvantages that many people face, and the difficulties they have in accessing support in a joined up way, to help them manage these complex needs. It was noted that services such as Housing often have to help people pick up the pieces in terms of crisis, and have been described as “carrying the can” for supporting those individuals with multiple and complex needs. MyLA enhanced existing housing support available, and the approach taken was to focus on particularly complex and challenging cases, who may have had many previous unsuccessful interventions, and who can at times be hard to reach, and those in precarious housing situations. Launching in May 2022, and supporting around 90 service users, the MyLA service was managed and co-ordinated by Renfrewshire Council’s Housing Support team, in partnership with Turning Point Scotland, including a member of staff who is a peer worker with lived experience of substance use issues. The project focused on providing a whole system approach to supporting its service users, building trusting relationships with those experiencing multiple and complex challenges, resulting in positive outcomes relating to tenancy sustainment, reductions in self-reported alcohol and drug use, income maximisation from grants and benefit entitlements, and improvements in health, safety and wellbeing including reductions in hospitalisations and engagement with the justice system. 6.3 CIRCLE – a Recovery Hub, delivered by Renfrewshire HSCP, for individuals affected by their mental health and/or alcohol and drug use, based on a peer- led model that involves people with lived and living experience in all aspects of service planning. Alcohol and Drugs Change Programme funding supported the expansion and development of the Peer Support Model within CIRCLE. The work of the Commission, and Whole Systems Review (2018), identified there was a gap in terms of Recovery Aftercare provision, that would allow individuals to leave treatment and care services and be supported in managing their own personal recovery aspirations. Feedback from the Commission’s engagement activity highlighted that local services could better recognise the strength of the recovery community, and that this type of support should be extended and expanded across Renfrewshire. Situated in Paisley, CIRCLE is a purposely adapted building, furnished and decorated based on service user feedback. The service is staffed by recovery workers and other skilled professionals who provide a holistic approach to recovery. Volunteers also play a vital role in the delivery of the service, providing support in various capacities, such as facilitating support groups, events, and drop-ins. The service supports around 250 people in Renfrewshire, and plans are progressing to further develop and expand the recovery community in different localities across Renfrewshire. Page 66 of 226
Page 71
6.4 Safeguarding Vulnerable Young People Partnership Programme – this project provided targeted support in a Renfrewshire school with pupils experiencing significant challenges, and were identified as at risk of missing out on education. A Principal Teacher was recruited to provide enhanced pastoral support, to around 50 young people who may be experiencing issues relating to alcohol and/or drug use (own or parental), and poor mental health, with the aim to improve outcomes relating to attendance, exclusions, and health and wellbeing. The post provided a key person in a school for the young people, and supported an alternative pathways curriculum which is bespoke to them, and helps them to develop their skills and attributes, along with creating evidence which the school can use to ensure they are accredited for their work. The project identified positive outcomes relating to pupil wellbeing and behaviour, parent/carer engagement and involvement, attendance and exclusions, as well as positive impacts for the wider school community, and increased capacity for teachers to be able to support other school pupils more comprehensively. The learning from this project has been shared across other establishments in Renfrewshire, including effective practice. 6.5 First Crisis – Alcohol and Drugs - launched in April 2022, providing intervention and support to individuals experiencing a mental health crisis in relation to, or alongside, their alcohol and/or drug use. Delivered by Recovery Across Mental Health (RAMH), the service built on the existing support available through the First Crisis service. The project aimed to enhance existing provision by recruiting specialist drug and alcohol practitioners, training and upskilling RAMH staff, and promoting the service to new service users. It operated a crisis intervention model, delivered predominantly through telephone support, with a helpline open 365 days a year, Monday-Friday 9am- 8pm and Saturday-Sunday 9am-5pm. The total number of contacts made to the service was 3,338, with 52% being made between 12 noon-6pm. It ran for two years, with an enhanced alcohol and drug support now embedded as part of main crisis support provision provided by RAMH. 6.6 Youth Health and Wellbeing Service - The work of the Commission identified the impact that poor mental health has on individuals, and that accessing appropriate mental health support and services is a significant barrier to people experiencing issues with alcohol and drug use. Young people identified mental health service provision as a priority, and although school counselling and Child and Adolescent Mental Health Services are available, they felt that there still remained a gap in terms of low to moderate tiered support. This was also reflected during the engagement sessions with frontline staff. A Youth Health and Wellbeing Service was piloted from September 2022 to December 2023, and provided drop-in facilities for young people to access to both health and wellbeing support direct from health professionals, as well as offering access to a Circuit Class. Delivered once a week in the Paisley Lagoon Centre, the service complemented the wider health and wellbeing work taking place across Renfrewshire. During the delivery of the project attendances increased significantly at the start of 2023 (over 70 young people), though these were mainly accessing the circuit class on offer, with a small number attending for health and wellbeing support. The Page 67 of 226
Page 72
service paused over summer 2023 to undertake a review, including engagement with schools. Due to a pattern of lower levels of engagement than anticipated, it was decided to discontinue the service from December 2023, considering alternative ways to provide emotional health and wellbeing support within or outwith an educational setting. Partnership Initiatives and Support 6.7 Alcohol and Substance Awareness Resources – Children’s Services, in partnership with I Am Me Scotland, have developed a digital, interactive, and progressive curricular programme in alcohol and substance use for early years to senior phase, aligned to the principles of Curriculum for Excellence, and reflecting the context of alcohol and drug use within Renfrewshire. The work of the Commission highlighted the importance of prevention and early intervention in supporting young people to make positive choices around alcohol and drugs. Young people and staff working in schools noted that the inputs received during Personal and Social Education (PSE) on alcohol and drugs needed to improve, particularly in S3 and above, and young people highlighted that they would like to hear from people with lived experience, and would also like to learn about how to keep themselves and their friends safe and well. The ‘Alcohol and Substance Awareness Education’ pack, including nursery, primary, and secondary resources, has been produced with Renfrewshire Children’s Services, teachers, Police Scotland, NHS, Renfrewshire HSCP and, most importantly, children, young people, and those who have lived experience of drug and alcohol use. The resources have been made available to schools, and training has also been provided for teachers. Since launching in August 2022, lessons within the programme have been accessed by over 1,800 people in organisations across Scotland including around 450 teachers actively using it in Renfrewshire schools. In September 2023, the project won the COSLA Excellence Award in the Tackling Inequalities and Improving Health and Wellbeing category, and in December 2023 was the winner of a Scottish Public Service Award - The Campbell Christie Public Service Reform. 6.8 Trauma Informed and Responsive Renfrewshire (TIRR) – Throughout the Alcohol and Drugs Commission's work, the impact of trauma and mental health was mentioned in every conversation with people using services, their families, and also amongst frontline staff. Trauma was often cited as being the biggest barrier to recovery, and in response, it was recommended that partners further establish the local approach to trauma informed and responsive practice, champion greater understanding of the impact of trauma, and ensure it is reflected in the way that staff work across services. The TIRR Programme aims to improve outcomes for individuals, families, and communities, by recognising the impact that trauma can have, and mitigating or removing the barriers that this can create in accessing services, and enhancing life opportunities. Whilst the Programme initially arose from the recommendations of the Alcohol and Drugs Commission, it was agreed that the Programme should be more wide-ranging, and have a focus on reducing inequalities caused by trauma. Our local TIRR Road Map was developed in 2023, and approved by Leadership Board in February 2024, identifying key Page 68 of 226
Page 73
actions under five strategic themes. A key element of the Programme is increasing the knowledge and understanding of the workforce in relation to trauma, and how this can impact and manifest, not only when we work with people who use our services, but also how we work together as a workforce. Since 2022, around 300 members of staff have taken part in local in-person sessions, utilising training from NHS Education for Scotland resources. Feedback from these sessions has included staff being more aware of trauma in their role, having a greater understanding of why people may behave or disengage due to negative past experience, and how to use this understanding to better support people. A new training module for staff is ready for launch in Autumn 2025. 6.9 Reducing Stigma - Language Matters – the work of the Alcohol and Drugs Commission identified that partners should act robustly to eradicate stigma, and have positive recovery conversations with communities and the workforce, working with people with lived experience in Renfrewshire. Workforce training resources have been developed by I Am Me Scotland, aiming to improve the understanding, awareness, and confidence of the workforce in relation to stigmatising language around alcohol and drugs. The resources have been co-developed with the support of people with lived experience of drug and alcohol use, addiction, recovery, and the stigma associated with this. The interactive learning materials include a number of short films, including people’s personal experiences of stigma, and they encourage participants to challenge their own views, attitudes, behaviours, and language, as well as those of colleagues. Work to align the resources with current and emerging pieces of work, such as Making Every Contact Count, is currently progressing as part of the Connected Communities Programme. 6.10 Connected and Caring Renfrewshire – The Scottish Recovery Consortium (SRC), working in partnership with CIRCLE, developed a programme of events and activities throughout 2022, with the ambition of building a strong recovery community in Renfrewshire, linking with the wider community through positively promoting recovery. A Host Group involving SRC, CIRCLE, and a number of local partners, co-produced and delivered a series of local events and activities, such as Barshaw Park Gala Day, Blend Event, Live it Up in Linwood, Connected and Caring Carnival, the Art of Recovery Festival, and the Recovery Walk Scotland, which took place in Paisley on 24 September 2022 during Scotland’s celebration of International Recovery. The Programme was joint funded by Renfrewshire ADP and the Alcohol and Drugs Change Programme. Around 1,300 people attended these events across Renfrewshire, with approximately 4,000 coming to the Recovery Walk in Paisley. The legacy of the Connected and Caring Renfrewshire Programme is embedded within the ADP structure as one of the subgroups. 6.11 Alcohol Policy - An HSCP Health Improvement Lead was recruited to facilitate sustainable cultural change across the community planning partners, focusing on issues such as alcohol availability, supply, and promotion, and also how employers across Renfrewshire can identify and respond to support people and their families who are affected by alcohol use. The post holder Page 69 of 226
Page 74
took over as chair of Renfrewshire Licensing Forum, providing leadership to ensure the forum met regularly. Additionally, a consultation with all members took place which shaped an action plan for the Forum. Alcohol harms have also been mapped within Renfrewshire at a neighbourhood level, to allow overprovision to be considered, as well as on other areas of concern including licensing hours, children’s and young person’s access to licensed premises, and best practice around alcohol deliveries. All community planning partners were offered bespoke support to update alcohol workplaces policies on evidence-based areas, including guidelines on corporate hospitality, education/information on the effects of alcohol, training/guidance for managers in implementing policy, support offered to employees around alcohol use, defined policy around relapse etc. This specific post came to an end at the end of September 2023, with work to progress these aims continuing with the agreement between the ADP and HSCP to fund two posts within the Health Improvement team (Health Improvement Lead and Health Improvement Senior) with dedicated capacity to focus on both alcohol and drugs. 6.12 Recovery Change Fund – The aim of the Recovery Change Fund was to support the development of local groups and organisations which provide social connection and support recovery in Renfrewshire. The Fund was also intended to provide opportunities to support piloting new ideas and projects in relation to mental health, recovery, stigma, and social isolation. Funding was made available for groups and organisations to apply for (up to £10k), against specific criteria developed, with three funding rounds over the period July 2022 to February 2023. In total, seven projects were supported: • Renfrew YMCA – Our Mind Our Space • Youth Interventions (now Youth Inspired) – YI Love Me • Street Connect - Additional Addiction Support for Kilnside Road • Glenvale AFC – Senior Club Wellness • Families Outside Ltd - Supporting children and families affected by Imprisonment • RAMH – Peer Support Worker • Blue Triangle – Smart Connections The Recovery Change Fund undertook a review over summer 2023, following lower than anticipated engagement with the Fund. It was agreed by Programme Board to discontinue the Fund in this form and explore enhancing other funding streams supporting communities, with a portion of funding being allocated to enhance the Winter Connections Programme budget. Research and Reviews 6.13 Hidden Harm - independent research was carried out by We are With You to better understand the level and nature of hidden harm in Renfrewshire from alcohol and drug use. Two surveys on social media, one focusing on drugs, the other on alcohol, took place over summer 2021. The findings were presented to the Programme Board, and Renfrewshire ADP, as well as summary information being shared with partners, to help provide a better Page 70 of 226
Page 75
understanding of issues, as well as help to inform any policies and/or service design/delivery, including the mapping of alcohol related harms. 6.14 Family Support Review - an independent review of family support services in relation to alcohol and drugs services locally was carried out by Scottish Families Affected by Alcohol and Drugs (SFAD), to assess where possible gaps in provision exist, and to make recommendations on how these should be addressed. The work also included workforce development sessions, and a Family Recovery College course. The review engaged with three key groupings: family; community; and workforce, using a mixed methods approach combining desk research, a community survey, and one-to-one qualitative interviews with family members and practitioners. The fieldwork for the research took place in late 2021, with the report being finalised in September 2022. A working group of relevant officers undertook a mapping exercise of the findings and recommendations to identify actions for further exploration. It was agreed by the Programme Board that the review and mapping work be incorporated into the Children Affected by Alcohol and Drug Use (CAPADU) structure of the ADP, to be taken forward, and to feed into existing work exploring current provision, opportunities to address gaps, and utilise available funding. 6.15 Buildings Based Services – Back Sneddon Street Centre – Back Sneddon Street hosts the Alcohol and Drug Recovery Service (ADRS). Various reviews, over a number of years, have identified a range of improvements that could be progressed. A range of actions have been explored and progressed including: • expanding use of space in other buildings across Renfrewshire to support a shift to a more community-based model • undertaking property reviews through a trauma-informed lens with service users • implementing minor improvement works, such as renovating and redecorating, which have generated improvements to the environments where people receive support Further detail on the progression of this area is provided at Section 7.4. 6.16 Evaluation – project leads gathered data and information about the progress and impact of their projects throughout the duration of the Programme, with regular updates provided to the Programme Board for monitoring and scrutiny. As noted in the Final Report, six projects within the Programme were identified as requiring a decision about future funding or mainstreaming by services, following the test of change period funded by the Programme, and were prioritised for more detailed evaluation. To support this, an external partner was commissioned (The Lines Between) to facilitate qualitative data gathering for these projects, to help better understand the impact of their work, capture learning, and to provide a level of independence to findings. Support was co-designed and tailored to each project, with fieldwork taking place with relevant staff, service users, and staff from wider partner organisations and agencies. The Final Report provides an overview of the Page 71 of 226
Page 76
projects, including information and data gathered by the project leads, as well as by The Lines Between. The structure provides an overview of the projects’ strengths, as well as the difference they have made for service users, staff, and services and organisations. 7. Final Fund Allocations and Governance Processes 7.1 An Alcohol and Drugs Programme Board was established to drive the implementation of the partnership response to the Commission’s recommendations, meeting regularly, and chaired by the Council’s Chief Executive. The final Programme Board meeting took place in May 2025 to consider the Final Report, and discuss future governance arrangements and the use of the residual Programme balance in light of its findings. 7.2 As noted in the Final Report, a number of underspends occurred throughout the duration of the Programme, for example due to maximising other sources of funding, or projects not progressing as originally anticipated. By taking a ‘tests of change’ approach and closely monitoring projects, timely decisions could be taken to cease activity if they were not meeting the outcomes as intended. As a result, there is a balance of £282,056 residual funding remaining. The May Programme Board discussed priority areas where the funding would be critical to supporting the transition of projects to mainstream provision, or if further support could help to further progress. Two specific proposals have been identified by the Programme Board and are recommended for approval as follows: 7.3 Housing Support The MyLA project came to an end in March 2025, with Housing Support Services continuing to support service users previously supported by MyLA. The service has been exploring opportunities to develop a new service model based on this learning. This has also included exploring funding opportunities on a partnership basis, engaging with the ADP and its short life working group to consider the findings of the Needs Assessment (further detail at section 8). Discussions are currently being finalised and it is proposed that 200k of the remaining funding be utilised to support the delivery of the new model. Subject to approval, it is proposed the governance arrangements for oversight of the project would form part of those noted at 7.5. 7.4 Building Based Services (Back Sneddon Street Centre) The second priority area remaining related to the provision of services at Back Sneddon Street. Whilst recognising the work that had been undertaken to improve the physical environment, officers have worked with partners to explore further opportunities, and it is proposed that the remaining £82,000 is allocated to support these works, again which may also be supported through funding contributions from other partners. 7.5 In terms of governance processes, following discussion at Programme Board, elected members are asked to note and agree that: Page 72 of 226
Page 77
• The Programme is formally closed with all necessary actions undertaken to complete this process in terms of governance/budget management. • Any projects with projected spend for 2025/26 will be subject to final monitoring and reporting through the Fairer Renfrewshire programme. • This excludes the delivery element of the Stigma/Language Matters project, which will now be incorporated into the making every contact count workstream of the Connected Communities Programme 8. Continuing the Legacy of this Programme 8.1 Renfrewshire, like the rest of Scotland, continues to have a complicated relationship with alcohol and drugs. Fully addressing this, and the lasting harms caused, is estimated by some experts to take generations. Data trends over the past five years, in Renfrewshire and across Scotland, highlight ongoing significant challenges relating to alcohol and drug use, and associated harms for individuals and families. 8.2 Reducing these harms will remain a priority for community planning partners across Renfrewshire, and we will continue to work together to address these complex challenges, working collaboratively with stakeholders, including those with lived experience, and their families. 8.3 Five years on from the work of the Alcohol and Drugs Commission, Renfrewshire ADP commissioned a Needs Assessment, to update our understanding of need and challenges experienced within Renfrewshire relating to alcohol and drug use. This included scoping existing services and resources, in order to support the identification of gaps in provision as well as assessing the demand and capacity needs. The study took place between June 2024 and February 2025, and will inform future commissioning decisions, and identify potential areas for service development and/or improvement. 8.4 The Needs Assessment was considered by the ADP Executive Group meeting in August 2025, and the ADP is now working with partners to develop a local delivery plan aligned to the findings of the needs assessment, and will organise a key stakeholder event to progress key actions. 8.5 In summary, there is much work that requires to be progressed locally, however as demonstrated in the evaluation report, the Change programme has played a key role in making sure services and partners work in different and improved ways with communities to support those impacted by alcohol and drug use. This legacy has been achieved by: • providing a unique opportunity for partners in Renfrewshire to test new ideas and ways of working - from completely new ideas, to enhancing existing service delivery, to co-producing partnership resources, and testing workforce development approaches. • supporting wider cultural change across the partnership, developing resources and capacity for the workforce to understand more, and Page 73 of 226
Page 78
adapt approaches, around trauma, stigma, and drug and alcohol use, and their impacts. The Programme also recognised the necessity of workforce support and development, particularly for those in emotionally demanding roles working with people in crisis. • the positive impact the projects have been able to achieve directly for people who use our services and their wider families, whose lives are affected by alcohol and drugs. • The further development and enhancement of the recovery community across Renfrewshire is also a key legacy, from supporting the staffing model within CIRCLE, to Connected and Caring Renfrewshire, to the continued expansion of training and capacity building for volunteers to expand the model into more localities. • The majority of projects and services developed and supported through the Change Programme are continuing beyond its lifecycle, with many of these being mainstreamed or adapted within current service delivery. 8.6 As partners in Renfrewshire ADP, we will continue to work in partnership, and use the learning from the Change Programme and this Final Report, together with the Needs Assessment, to inform the delivery plan and future work, ensuring continued support for people affected by alcohol and drug related harms in Renfrewshire. ___________________________________________________________________ Implications of the Report 1. Financial – the paper proposes the allocation of residual Programme funding to support the initiatives outlined at Section 7, totalling £282,000. 2. HR & Organisational Development – None 3. Community/Council Planning – the paper provides an overview of partnership activities progressed through the Alcohol and Drugs Change Programme, as well as future work planned through the Alcohol and Drugs Partnership. 4. Legal – the paper proposes the transfer of governance arrangements for projects continuing to draw down funding from the Programme detailed at Section 7. Subject to approval, governance arrangements for use of residual funding allocations is detailed at Section 7. 5. Property/Assets – the paper proposes funding to support improvement works to the Back Sneddon Street Centre building. 6. Information Technology – none 7. Equality & Human Rights - the paper provides an overview of partnership activities progressed through the Alcohol and Drugs Change Programme, and is for noting. For the proposals relating to Page 74 of 226
Page 79
allocating residual funding, consideration of the impact of these changes for protected characteristics will be included as part of the service planning arrangements. 8. Health & Safety – none 9. Procurement – none 10. Risk – none 11. Privacy Impact – none 12. Cosla Policy Position – none. 13. Children’s Rights – none 14. Climate Risk – none _________________________________________________________ Author: Laura McIntyre, Head of Policy and Partnerships ___________________________________________________________________ Page 75 of 226
Page 80
Appendix 1 1 Alcohol and Drugs Change Programme Final Report 2025 Page 76 of 226
Page 81
Alcohol and Drugs Change Programme 2025 2 Table of Contents 1. Executive Summary ........................................................................... 3 2. About the Alcohol and Drugs Change Programme ........................... 7 3. Projects and Actions ........................................................................ 16 4. Impact .............................................................................................. 51 5. Future ............................................................................................... 67 Page 77 of 226
Page 82
Alcohol and Drugs Change Programme 2025 3 1. Executive Summary The Alcohol and Drugs Change Programme was established following the publication of the Renfrewshire Alcohol and Drugs Commission final report in December 2020. Renfrewshire Council agreed to allocate £2m to support piloting new ways of working across the community planning partnership, with the opportunity to use this learning to transform current and future services and support in Renfrewshire for those affected by alcohol and drug related harms. The Change Programme supported a range of projects and actions, led by services and organisations across the partnership, including Renfrewshire Council, Renfrewshire HSCP, Renfrewshire ADP, with others commissioned through third sector partners such as I Am Me Scotland, RAMH, Turning Point Scotland, and the Scottish Recovery Consortium. Many of these projects were initiated prior to national programmes and related funded being put into place, including those linked to the National Mission on Drugs. The Programme also aligns with, and forms part of, the wider ongoing work taking place across Renfrewshire by partners to progress reducing alcohol and drug related harms through Renfrewshire ADP. This report draws together the breadth of activity carried out by funded projects, highlighting areas of good practice and learning, as well as the difference these projects have made for service users and staff. Following overviews of each project, the paper considers the Programme-wide outcomes, as well as the challenges experienced in delivering the projects and actions within the Programme. The final section looks towards the future of how Renfrewshire will strengthen and continue to work in partnership through the ADP to reduce alcohol and drug related harms. Key points • The Programme has supported innovative projects, services, and initiatives, providing investment and stability to test new ideas and ways of working, and transition to mainstream provision, or business as usual. The continuation of these is a key legacy of the Programme. • Support for services to further value and embed lived and living experience in the design and delivery of support has led to positive outcomes and experiences for service users. Page 78 of 226
Page 83
Alcohol and Drugs Change Programme 2025 4 • A number of projects adopted a whole system approach, focusing on people experiencing significantly complex and challenging needs, who may have already had a number of previous unsuccessful interventions. Smaller caseloads, skilled and supported practitioners, and strengthened partnership working, enabled these projects to wrap support around each individual and their needs, providing consistent support, and building trusting relationships. • Using a trauma informed approach to working has led to more positive relationships and engagement from people, who may have experienced difficulties in maintaining consistent engagement before. • Across the projects, a key strength was the skilled, knowledgeable, and compassionate workforce, with personal qualities of many of the staff highlighted as a key factor in success. • Support for the workforce is crucial, with projects undertaking measures to address staff support and their wellbeing, particularly for those supporting people experiencing significant and complex challenges. A number of resources were developed to support workforce development, knowledge, and awareness, particularly around trauma and its impact through the Trauma Informed and Responsive Renfrewshire Programme, as well as Alcohol and Substance Awareness Education Resources, delivered in schools across Renfrewshire, and winner of a COSLA Excellence Award in the Tackling Inequalities and Improving Health and Wellbeing category, and a Scottish Public Service Award - The Campbell Christie Public Service Reform in 2023. • The Recovery Community in Renfrewshire has significantly expanded over the last five years, with staff and volunteers in CIRCLE working with wider recovery partners to drive this success, including the Recovery Walk Scotland, which took place in Paisley on 2 September 2022. Further growth across more areas in Renfrewshire is planned over the coming months and years, building up sustainably from the success already achieved. • Challenges were experienced across the Programme, which in some areas impacted projects being delivered as originally intended. Many projects were able to adapt to these challenges and deliver positive outcomes for service users and staff, and in some areas, decisions were made to step down or discontinue projects, where circumstances changed, or where uptake was not as anticipated. Page 79 of 226
Page 84
Alcohol and Drugs Change Programme 2025 5 • The funding landscape in relation to alcohol and drugs is complex. A number of different national funding streams were introduced over the lifecycle of the Programme, with multiple different funding sources, both national and local, being utilised for the delivery of a number of projects. • Measuring and evidencing impact, and being able to specifically attribute positive outcomes to individual projects or interventions is extremely challenging, with many individuals accessing multiple different services and supports. Qualitative data has been gathered from service users who discuss the positive impact of projects on their health and wellbeing, for example, however, being able to attribute wider reductions in alcohol and drug related harms to specific interventions is more challenging to demonstrate. Future Renfrewshire, like the rest of Scotland, continues to have a complicated relationship with alcohol and drugs. Fully addressing this, and the lasting harms caused, is likely to take generations. Data trends over the past five years, in Renfrewshire and across Scotland, highlight ongoing significant challenges relating to alcohol and drug use, and associated harms for individuals and families. The priority of Renfrewshire ADP remains to reduce these harms, and partnership working between key members such as Renfrewshire HSCP, Renfrewshire Council, Police Scotland, Scottish Prison Service, the local third sector, and Scottish Fire and Rescue Service, will continue strengthening efforts to address these complex challenges, working collaboratively with stakeholders, including those with lived experience, and their families. Five years on from the work of the Alcohol and Drugs Commission, Renfrewshire ADP commissioned a Needs Assessment, to update our understanding of need and challenges experienced within Renfrewshire relating to alcohol and drug use. The Needs Assessment was considered by the ADP Executive Group meeting in August 2025, and the ADP is now working with partners to develop a local delivery plan aligned to the findings of the Needs Assessment, and will organise a key stakeholder event to progress key actions. The Change Programme provided a unique opportunity for partners in Renfrewshire to test new ideas and ways of working. The projects and initiatives partners brought forward all had a focus on improving the lives of people affected by alcohol and drug Page 80 of 226
Page 85
Alcohol and Drugs Change Programme 2025 6 use, drawing on learning from the extensive engagement and information gathering of the Alcohol and Drugs Commission. These ranged from completely new ideas, to enhancing existing service delivery, to co-producing partnership resources, and testing workforce development approaches. The projects also addressed a continuum of need, from early intervention with children and young people, to those currently experiencing crisis and complex needs, to peer-led recovery-based activities and support. A key legacy of the Change Programme is the organisational change this Programme encouraged: a culture of testing, learning, and making evidence-based decisions on whether to continue or discontinue new ideas. The Programme support and funding allowed space for partners to try new ways of working, which would likely not have been possible within existing service budgets. Other services and organisations can benefit from the learning captured, to begin or scale up approaches tested throughout the Programme. Supporting wider cultural change across the partnership is also a key legacy, developing resources and capacity for the workforce to understand more, and adapt approaches, around trauma, stigma, and drug and alcohol use, and their impacts. The Programme also recognised the necessity of workforce support and development, particularly for those in emotionally demanding roles working with people in crisis. Another key legacy is the positive impact the projects have been able to achieve directly for people who use our services and their wider families, whose lives are affected by alcohol and drugs. Many people experiencing very complex and challenging needs were supported through whole system approaches adopted by projects, leading to positive engagement and outcomes, where they may not have previously sustained engagement with services. Other projects were able to enhance existing staffing models to ensure stability, and in some cases embed lived experience in service design and delivery, increasing the positive impact of projects. A number of resources were co- produced with people with lived experience, which will continue to be built on and used throughout the partnership, and beyond. The further development and enhancement of the recovery community across Renfrewshire is also a key legacy, from supporting the staffing model within CIRCLE, to Connected and Caring Renfrewshire, to the continued expansion of training and capacity building for volunteers to expand the model into more localities. Page 81 of 226
Page 86
Alcohol and Drugs Change Programme 2025 7 The majority of projects and services developed and supported through the Change Programme are continuing beyond its lifecycle, either in full, or in part, building on the positive environment for testing new approaches, and continuing to make a positive difference for service users and staff. The level of activities that have been mainstreamed is a key marker in gauging the success of the Change Programme, and ensures a positive legacy of the work partners have worked hard to achieve. The Change Programme leaves a legacy of organisational learning and cultural change, as well as the direct positive impact for people affected by alcohol and drug use. As partners in Renfrewshire ADP, we will continue to work in partnership, and use the learning from the Change Programme and this Final Report, together with the Needs Assessment, to inform the delivery plan and future work, ensuring continued support for people affected by alcohol and drug related harms in Renfrewshire. 2. About the Alcohol and Drugs Change Programme 2.1. Background In late 2018, Renfrewshire Community Planning Partnership Executive Group agreed to establish an independent Commission to consider the true impact of alcohol and drug use across Renfrewshire’s communities, and make recommendations on what partners can do together to support local people and communities. The Alcohol and Drugs Commission undertook a “listening approach”, with an extensive programme of engagement with over 330 people involved, including people directly affected by alcohol and drug use, whether their own or that of family members, staff, young people, and local and national groups and organisations. The emergence of the COVID-19 pandemic in early 2020 caused the Commission to pause its work, however this resumed in September 2020, with the Commission’s final report being published in December 2020. Page 82 of 226
Page 87
Alcohol and Drugs Change Programme 2025 8 The report set out the Commission’s main findings and provided 27 recommendations to guide the local response. The report and its recommendations were endorsed by Renfrewshire Council, Renfrewshire Integration Joint Board, and Renfrewshire Community Planning Partnership Executive Group, with full support gained to respond to these recommendations on a collective basis. Prior to the report’s publication, Council allocated £2m of funding in March 2020 to support the emerging recommendations of the Renfrewshire Alcohol and Drugs Commission. In December 2020, Council agreed initially to allocate £1.34m of the £2m allocated funding to support a range of projects aiming to pilot new ways of working across the community planning partnership, with the opportunity to use this learning to transform the way in which people receive support across Renfrewshire. Following further allocations to projects agreed at various Leadership Board meetings from December 2021 to February 2024, £1.975m was allocated to a range of projects. Key Findings • High levels of harm exist in Renfrewshire • Supporting people with complex needs is a priority • Mental health support is hard to access or not there at all • Alcohol and drugs surround people whether they want them to or not • There is strength in local communities to support recovery Recommendations –Themes • Risk of Harm • Mental Health • Prevention and Early Intervention • Young People and Families • Recovery, Relationships and Connections Page 83 of 226
Page 88
Alcohol and Drugs Change Programme 2025 9 2.2. Wider Developing Context The context in which the Change Programme was working within developed significantly over the last five years. Page 84 of 226
Page 89
Alcohol and Drugs Change Programme 2025 10 2.2.1. COVID-19 Pandemic Impact The final stages of Commission, and early stages of development of the Programme and projects within it, were during acute stages of the COVID-19 pandemic. This had an impact on the ability to develop and deliver projects and actions to respond to the Commission’s findings, with staff and resources being deployed to address areas related to directly responding to the pandemic, and restrictions altering the way services were delivered. As restrictions eased, the delivery of services was also impacted by supply chain and cost inflation issues linked to the war in Ukraine, and the wider cost of living crisis, in relation to food and fuel costs in particular. The pandemic fundamentally changed how the Council and partners work, and how many services are delivered, with some impacts continuing to be felt, particularly financial pressures, which are being experienced across the public sector. 2.2.2. Financial Challenges in Public Sector The Council and wider partners continue to face financial challenges to make significant savings after many years of already delivering substantial efficiencies, and reduction in spending. Alongside this, communities are experiencing a cost-of-living crisis, and the demand for services is higher than ever before. 2.2.3. National Policy Landscape The wider national policy and funding landscape has changed significantly over the duration of the Change Programme, with the National Mission being announced shortly after the Commission’s final report. National Mission The month following the publication of the Commission’s final report, the Scottish Government announced a new National Mission to reduce drug deaths and harms, supported by £250m funding between 2021-2026. Funding was allocated to areas such as: support to implement the Medication Assisted Treatment (MAT) standards; residential rehabilitation; whole family approach frameworks; stabilisation placements; increasing engagement with those with lived experience; as well as additional funding for Alcohol and Drug Partnerships. The Drug Deaths Taskforce published its final report Page 85 of 226
Page 90
Alcohol and Drugs Change Programme 2025 11 in 2022, with the Scottish Government outlining an action plan and new announcements to support addressing the findings, such as ring-fenced funding to support specific primary care drug treatment services, additional stabilisation and crisis care funding, and a Stigma Action Plan. National focus and funding support to help address alcohol and drug related harms has been welcome, and many of the areas identified at a national level have reflected local findings through the Commission and the Whole Systems review work carried out in Renfrewshire in 2018, such as the importance of having a trauma-informed workforce, and embedding lived experience in how services are developed and delivered. Part of the National Mission also included providing funding support to groups and organisations to deliver activities to support those affected by alcohol and drug use, administered through the Corra Foundation, which was also identified as a priority in Renfrewshire. The National Trauma Transformation Programme also further developed over the lifecycle of this Change Programme, with funding being made available to support the national Programme aims, and creating additional capacity to widen the original intentions for Renfrewshire’s approach. The changing landscape at a national level in relation to policy and funding availability in a number of areas, led to changes in how some projects within the Change Programme were originally anticipated to be delivered. Recognising this, projects have been able to adapt and test out new ideas and ways of working, benefiting from funding allocated by Council, as well as wider funding, and take learning from these going forward across the partnership. 2.2.4. Renfrewshire Alcohol and Drugs Partnership Review and Needs Assessment The landscape in terms of ongoing partnership working, reporting and governance arrangements around alcohol and drugs has been, and remains, fairly complex across the country. The main vehicle for partnership working in Renfrewshire is the Alcohol and Drugs Partnership (ADP). Renfrewshire ADP leads the development and delivery of a local comprehensive and evidence-based strategy to address alcohol and drug related harms, working collaboratively with key members, including individuals with lived and living experience, as well as families, and representatives from Renfrewshire HSCP, Renfrewshire Council, Police Scotland, Scottish Prison Service, the local third sector, Page 86 of 226
Page 91
Alcohol and Drugs Change Programme 2025 12 and Scottish Fire and Rescue Service. The ADP is responsible for commissioning and developing local plans to reduce the impact of problematic alcohol and drug use and promoting recovery, based on an assessment of local needs. In 2023, Renfrewshire ADP agreed to undertake a review of the role and membership of the ADP. An external consultant was commissioned to facilitate the review, resulting in a number of recommendations, including the appointment of an Independent Chair in August 2023. A key priority for the Independent Chair has been to review the local governance structures which supports the work of the ADP. In addition to this, a Needs Assessment was commissioned in April 2024, with the aim of mapping out current services for people affected by alcohol and other drug use, identifying any gaps, and highlighting where services could be improved or expanded. The Needs Assessment was presented to the August 2025 ADP Executive Group meeting, and the ADP is working with partners to develop a local delivery plan aligned to the findings of the needs assessment, and will organise a key stakeholder event to progress key actions. 2.3. Programme Development Alcohol and Drugs Commission Themes The Commission’s final report findings and recommendations are aligned under the below themes, with the overarching findings for each theme available here. • Risk of Harm • Mental Health • Prevention and Early Intervention • Young People and Families • Recovery, Relationships and Connections Actions and projects were developed to help address these findings and recommendations. Some projects involve, for example, commissioning research/service reviews to enhance local knowledge and understanding, developing partnership-wide initiatives and support, and others focus on developing a service on a Test of Change basis, to pilot new ideas and ways of working. Page 87 of 226
Page 92
Alcohol and Drugs Change Programme 2025 13 Projects Summary Risk of Harm Mental Health Prevention and Early Intervention Young People and Families Recovery, Relationships and Connections HaRRT MyLA Hidden Harm Building Based Services Trauma Informed and Responsive Renfrewshire First Crisis – Alcohol and Drugs Youth Health and Wellbeing Service Alcohol and Substance Awareness Education Resources Alcohol Policy Safeguarding Vulnerable Young People Prg Family Support Review CIRCLE Connected and Caring Renfrewshire Stigma/Language Matters Recovery Change Fund Note many projects have elements across multiple themes Aims of the Change Programme • develop projects and actions responding to the findings of the Commission’s report • maximise the opportunity to use available funding to test new and innovative approaches, and use the learning to inform current and future services and support Page 88 of 226
Page 93
Alcohol and Drugs Change Programme 2025 14 Programme Level Outcomes Programme outcomes were developed, based on recurring themes from the work of the Commission and the final report, as well as linking into ongoing ADP work across Renfrewshire: 1. Strengthen partnership working and adopt a whole system approach 2. Increase understanding of trauma and ensure it’s reflected in the way staff work across the partnership 3. Value and further involve those with lived and living experience 4. Increase understanding, and strengthen local data, and service insight available relating to alcohol and drugs Projects supported by the Change Programme have their own project aims, and, where possible, align to the Programme level outcomes above. Programme Board An Alcohol and Drugs Programme Board was established to drive the implementation of the partnership response to the Commission’s recommendations, meeting regularly, and chaired by the Council’s Chief Executive. The role of the Programme Board was to ensure oversight of the Change Programme projects, review and agree all activities and funding proposals, and ensure updates were provided on related activities through appropriate governance structures, with updates provided regularly to Leadership Board. Page 89 of 226
Page 94
Alcohol and Drugs Change Programme 2025 15 How was the funding used? £1.975m of the £2m was allocated to projects and actions, as well as support to deliver them. A number of underspends occurred throughout the duration of the Programme, for example due to maximising other sources of funding, or projects not progressing as originally intended. By taking a ‘tests of change’ approach and closely monitoring projects, timely decisions could be taken to cease activity if they were not meeting the outcomes as intended. Page 90 of 226
Page 95
Alcohol and Drugs Change Programme 2025 16 3. Projects and Actions This section summarises the projects and actions supported by the Programme. The first six projects covered within the report were identified by the Programme Board as requiring a decision about future funding or mainstreaming by services, following the test of change period funded by the Programme, and were prioritised for more detailed evaluation. To support this, an external partner was commissioned (The Lines Between) to facilitate qualitative data gathering for these projects, to help better understand the impact of their work, capture learning, and to provide a level of independence to findings. Support was co-designed and tailored to each project, with fieldwork taking place with relevant staff, service users, and staff from wider partner organisations and agencies. The below provides an overview of the projects, including information and data gathered by the project leads, as well as by The Lines Between. The structure provides an overview of the projects’ strengths, as well as the difference they have made for service users, staff, and services and organisations. Page 91 of 226
Page 96
Alcohol and Drugs Change Programme 2025 17 3.1. My Life Ahead (MyLA) MyLA is a housing-led project providing holistic wraparound support to households in Renfrewshire, regardless of tenure, whose life is being affected by alcohol and or drugs, and builds on the concept that in order to have good health, you need to have a good, settled home. The work of the Commission, and the Hard Edges report, explored the disadvantages that many people face, and the difficulties they have in accessing support in a joined up way, to help them manage these complex needs. It was noted that services such as Housing, often have to help people pick up the pieces in terms of crisis, and have been described as “carrying the can” for supporting those individuals with multiple and complex needs. MyLA enhances existing housing support available, and the approach taken is to focus on particularly complex and challenging cases, who may have had many previous unsuccessful interventions, and who can at times be hard to reach, and those in precarious housing situations. Launching in May 2022, and supporting around 90 service users, the MyLA service is managed and co-ordinated by Renfrewshire Council’s Housing Support team, in partnership with Turning Point Scotland. One member of staff is a peer worker with lived experience of substance use issues. A key aim of the project, MyLA has played a significant role in stabilising the housing situations of many service users. Practical assistance, such as helping to manage rent arrears, finances, utilities etc., alongside emotional support, and help to access other services and support, has helped service users maintain their tenancies, with evictions being significantly reduced and almost eliminated. Stabilising housing situations Strengths o Flexible, person-centred support, delivered in a trauma informed way o Staff with lived experience o Support for staff o Collaboration and partnership working What difference has it made? Page 92 of 226
Page 97
Alcohol and Drugs Change Programme 2025 18 Many of the individuals referred to MyLA are living in poor quality housing conditions, with significant problems related to the fabric and quality of their home and furnishings. MyLA staff support service users to address these issues, including helping service users to apply for funding to furnish their homes, and arranging deep cleans. While this has resulted in clear benefits for service users’ quality of life, improvements in living conditions have increased the sense of pride people have in their home, which makes them more committed to sustaining their tenancy. In addition, service users have been supported to maximise their income through grant and benefits entitlements, as well as support to access foodbanks. A significant number of those supported by MyLA have reported a reduction in their alcohol and drug use since being referred to the service. People are supported, often accompanied by staff to provide moral support, to take steps towards treatment and recovery, with referrals to wider support such as the Alcohol and Drug Recovery Service (ADRS), CIRCLE, Community Mental Health Teams, INVEST Renfrewshire, Impact Arts – Make it your Own, as well as rehabilitation facilities, leisure activities, counselling, and healthcare. Service users report a sense of feeling ‘looked after’ and emotionally supported by staff, with regular phone calls, text messages, and welfare checks. People interviewed by the external partner felt that MyLA provides a level of intensive, persistent, and assertive outreach support that other services don’t necessarily have the capacity or resource to provide. It was also considered unique in that it supports individuals who are not typically covered by generic council housing services, addressing a gap in support for people in private lets or housing associations as well as council tenants. Interviewees agreed that the frontline support and intervention work offered by MyLA helps to prevent the escalation of problems and subsequent involvement of other public services, including the NHS, police, social work, mental health services, and justice system. This can alleviate pressure on other services and saves time, resource, and money. Improving quality of life and living conditions Improving health, safety, and wellbeing Addressing gaps in support and relieving pressure on other services Page 93 of 226
Page 98
Alcohol and Drugs Change Programme 2025 19 A key strength of the project was the establishment of a Complex Cases working group, comprising partners from various services, meeting regularly to discuss the complex needs of service users. Stronger relationships between the services resulted in faster referrals, reduced delays in accessing support, and quicker interventions when service users are in crisis. Case Study example included on page 53. 3.2. Harm Reduction Response Team (HaRRT) The HaRRT service provides harm reduction services to individuals on an outreach, flexible, and accessible manner, to reduce the risk of overdose and other drug related harms, and proactively links individuals into treatment and support services. It is managed by ADRS, and delivered through a purpose-built van which is equipped with a small clinical treatment room and some medical supplies. Alcohol and Drugs Change Programme funding primarily supported the staffing model for the project, with funding being provided by other sources including Renfrewshire ADP, and the Drug Deaths Taskforce. The number of contacts made to the service has steadily increased throughout the duration of the project, with 596 contacts made from March 2024 to February 2025 (around 250 during period covering 2023/2024). Strengths o Skilled and compassionate practitioners o Flexible, mobile service delivery o Effective use of data o Discreet nature of the service “I know within myself if it wasn’t for the MyLA service I wouldn’t be where I am, my house would still be a riot, and I could literally be on the streets. The reason I’ve came off the drink and stayed off and got my flat sorted is due to the support from the guys at MyLA. Without support I would have done nothing and went back to the drink. I’m not killing myself anymore and I’m positive about my future for once.” MyLA Service User Page 94 of 226
Page 99
Alcohol and Drugs Change Programme 2025 20 Local data indicates that many people who die from drug related causes are not in contact with treatment services, highlighting the need for innovative ways to engage with those who may be hard to reach. Many people who use drugs can often face barriers to accessing mainstream services, for example due to fear of stigma, and lack of trust in public services. HaRRT plays a key role in supporting individuals who may not be in contact with other services, providing access to harm reduction advice, equipment, and services, to support their health, safety and wellbeing, including: • The provision and disposal of sterile injecting equipment • Dried blood spot testing, and support to access treatment if conditions are detected. • Naloxone1 provision and advice • Advice and education on safe injecting techniques and access to an AccuVein2 device. The service operates out of hours as well as weekends, and its proactive outreach approach offers convenience and comfort to service users, helping to build relationships, maximise buy in, and sustain engagement with the service. This has resulted in a significant number of service users who are not known to other services; for instance, within the past year, a third of contacts were made with individuals not open to ADRS. 1 Naloxone is a fast-acting drug used to temporarily reverse the effects of opioid overdoses 2 AccuVein is a handheld, non-contact vein illumination system Harm reduction What difference has it made? “It's somebody to talk to, not to judge… I've been in hospital, and I've felt really judged. Whereas when I've been with them, and I've never felt judged by any of them.” HaRRT Service user “I think it's a god send… I wouldn’t have found out I had Hepatitis if it wasn’t for them doing this work, so it's really good, it does work.” HaRRT Service user Page 95 of 226
Page 100
Alcohol and Drugs Change Programme 2025 21 The service also contributes to improvements in other aspects of service users’ health, including their personal safety and mental and physical wellbeing. For example, the team undertake regular welfare check ins on vulnerable service users, particularly those in volatile or crisis situations, such as those at risk of overdose, and those experiencing housing precarity or domestic violence. HaRRT also plays a key role in linking service users in with addictions and treatment services to help them address substance use issues. The team also help to build confidence and self-esteem among service users. A service user consulted described a recent conversation with a member of staff, who provided words of encouragement about her future. She reflected on her desire to help others struggling with addiction and said the staff helped to boost her motivation to stop using drugs. Scotland’s Medication Assisted Treatment (MAT) standards define what is needed for the consistent delivery of safe and accessible drug treatment and support in Scotland. The standards apply to all services and organisations responsible for the delivery of care in a recovery orientated system. HaRRT significantly contributes to Renfrewshire ADRS’s compliance with the MAT standards. Given the nature of HaRRT’s work, many of these examples relate to MAT 4, which requires that people are offered evidence-based harm reduction at the point of MAT delivery. However, the service has also contributed to adherence with other MAT standards, such as MAT 1: ‘all people accessing services have the option to start MAT from the same day of presentation’, as the HaRRT’s out of hours and weekend provision, and close links with ADRS helps to facilitate same day prescribing Improving safety, health and wellbeing Contributing to MAT standards “I find with so many of our service users, they have such low self-esteem, and just instilling a little bit of trust and a little bit of self-esteem on them every day through motivation and praise, you see quite quickly what an effect it can have.” HaRRT Team member Page 96 of 226
Page 101
Alcohol and Drugs Change Programme 2025 22 HaRRT’s work in responding to non-fatal overdoses (NFODs) supports progress in relation to MAT 3, which requires that people at high risk of drug-related harm are proactively identified and offered support to commence or continue MAT. From March 2024 to February 2025, HaRRT responded to 64 Scottish Ambulance Service (SAS) referrals for NFODs. Following a deep dive exercise carried out by Renfrewshire ADP, it was found that during November 2024 to January 2025, all referrals had an attempted contact within 48 hours of HaRRT being aware of the referral. The HaRRT team interact with many other services and have developed strong working relationships with a range of agencies as a result. People interviewed by the external partner discussed effective collaboration, ongoing communication and referrals between HaRRT and other services including the SAS, GPs, addictions and treatment services, homelessness and housing services, community safety teams, third sector services, and advocacy teams. HaRRT's collaboration with other services helps to ensure that service users receive comprehensive, joined up care and support from multiple sources. A key strength of the project was the effective use of data to inform service delivery. The HaRRT team respond to trends in local data, such as common times and locations of incidents and groups of people who are most at risk. A Case Study example is provided at page 60. More joined up, integrated care Page 97 of 226
Page 102
Alcohol and Drugs Change Programme 2025 23 3.3. Safeguarding Vulnerable Young People Partnership Programme This project provides targeted support in a Renfrewshire school with pupils experiencing significant challenges, and are identified as at risk of missing out on education. A Principal Teacher (PT) has been recruited to provide enhanced pastoral support, to around 50 young people who may be experiencing issues relating to alcohol and/or drug use (own or parental), and poor mental health, with the aim to improve outcomes relating to attendance, exclusions, and health and wellbeing. The post provides a key person in the school (Gleniffer High School) for the young people, and supports an alternative pathways curriculum which is bespoke to them, and helps them to develop their skills and attributes, along with creating evidence which the school can use to ensure they are accredited for their work. People interviewed by the external partner noted the strength of the relationships that the PT has built with pupils, and the clear positive impact that this has had on their wellbeing, particularly self-esteem, a more positive demeanour, and greater levels of confidence and self-belief. Pupils generally described themselves as feeling happier, whether due to having a positive relationship with the PT; the impact of having a person to talk to; or through the sense of achievement and motivation they were gaining from their progress. Improved self-esteem, behaviour, and relationships within school has increased the sense of belonging of the pupils within the school. They no longer saw the school as a source of conflict, and some pupils even felt more motivated by school. What difference has it made? Improving wellbeing and behaviour Strengths o Principal Teacher’s qualities and approach o Connections with partners o Flexibility to shape the role o More time and a smaller caseload Page 98 of 226
Page 103
Alcohol and Drugs Change Programme 2025 24 People interviewed placed emphasis on the work the PT has done to build relationships with parents and families, and to re-engage them with both school staff and their children’s education. Some parents’ perceptions of school, which may have been shaped by their own perhaps negative experiences of education, have been changed by the PT, resulting in increased engagement and a positive impact on attendance. Overall, 56% of pupils involved showed an improvement in attendance, with one particular pupil, their attendance increased from 23% to 95%. Pupils mentioned how they had previously avoided class, sometimes through anxiety, and that working with the PT had encouraged them to re-engage with their education. Parents described how they did not think their child would be in school at all, without the support of the PT. Some pupils said that knowing they could visit the PT encouraged them to attend school. For 43 of the pupils, there has also been a reduction in exclusion incidents from 2022/23 to 2023/24, with the number of incidents reducing from 71 to 32 (55%). Many of the pupils showed increased levels of attainment, and were set to leave school with a much greater number of qualifications than anticipated. The school has already seen strong evidence of improvements in positive destinations achieved in the PT’s caseload of pupils, with teaching staff attributing this to the tailored support pupils have received. Increasing parent/carer engagement and involvement “I think the families needed that support, that one contact and that one go-to person. Because with [PT] having a smaller caseload she can work with the families more intensely and get that day-to-day feedback that sometimes we just don't have the capacity for. Because they need contact every single day.” Teaching Staff “There's a champion in the school that's got their back, that will hold them to account and hold them to high levels of accountability, but with appropriate support to be able to cope with that.” Teaching Staff Page 99 of 226
Page 104
Alcohol and Drugs Change Programme 2025 25 The project has also led to positive impacts for the wider school community, with an increased focus on de-escalation, conflict resolution, and emotional regulation for the pupils supported having the effect of improving behaviour among their wider peer groups. The project has also allowed for increased capacity for teachers to be able to support other school pupils more comprehensively. 3.4. CIRCLE CIRCLE is a Recovery Hub, delivered by Renfrewshire HSCP, for individuals affected by their mental health and/or alcohol and drug use, based on a peer-led model that involves people with lived and living experience in all aspects of service planning. Alcohol and Drugs Change Programme funding supported the expansion and development of the Peer Support Model within CIRCLE. The work of the Commission, and Whole Systems Review (2018), identified there was a gap in terms of Recovery Aftercare provision, that would allow individuals to leave treatment and care services and be supported in managing their own personal recovery aspirations. Feedback from the Commission’s engagement activity highlighted that local services could better recognise the strength of the recovery community, and that this type of support should be extended and expanded across Renfrewshire. Situated in Paisley, CIRCLE is a purposely adapted building, furnished and decorated based on service user feedback. The service is staffed by recovery workers and other skilled professionals who provide a holistic approach to recovery. Volunteers also play a vital role in the delivery of the service, providing support in various capacities, such as facilitating support groups, events, and drop-ins. The service supports around 250 people in Renfrewshire. Positive impact on wider school community Strengths o Safe, welcoming environment o Peer support model o Staff and volunteers with lived experience o Flexible, holistic support delivered in a trauma- informed way o Signposting to other services o The volunteer pathway Page 100 of 226
Page 105
Alcohol and Drugs Change Programme 2025 26 CIRCLE has been successful in creating a supportive, non-judgemental environment, where clients can engage with a community of peers and activities. Ultimately this has had a positive impact on the recovery process of service users. Service users interviewed by the external partner described a renewed sense of motivation and purpose, and mental health staff reported that previous patients were maintaining sobriety. Interviewees praised the positive effects of CIRCLE, particularly the experience and skills gained through the volunteer pathway, on service users' next destinations in their recovery journey. These included moving on to employment, training, or education. A recurring theme among those interviewed was the increased confidence and self- esteem built by service users. Some had demonstrated a dramatic change since starting to use the service, which was fundamental in helping them to move forward in their recovery. For some, they regained this confidence through taking part in activities that they found particularly meaningful or inspirational, such as music. For others, the peer network and role models had increased their confidence to take on opportunities like volunteering. Many service users have found that attending CIRCLE has helped them put in place positive new lifestyle habits that have helped them in their recovery. Having a routine and a sense of purpose was frequently mentioned as a positive impact. Some clients What difference has it made? Supporting successful recovery journeys Increasing confidence and self-esteem “I loved working with others creatively and sharing my skills and ideas and all the spark seemed to come back and gave me a purpose and drive to work on recovery and in the arts because of how critical it is to the recovery process.” CIRCLE Service User Improving lifestyle and habits Page 101 of 226
Page 106
Alcohol and Drugs Change Programme 2025 27 have also taken part in groups that are motivating them to look after their physical health too, such as a football group. The service has also helped service users build more positive social relationships, and helped them to feel less isolated, ultimately aiding in their recovery. As part of the holistic approach, CIRCLE utilises connections with other services to signpost clients to other services. Staff proactively maintain links with both mental health and other external support services, and have built a robust network. It is recognised that solving any practical issues experienced by service users is equally important to their recovery, linking in with assistance with rent arrears, employability services, benefit claims, housing, homeless services, and with organisations such as Moneywise, Invest, and First Advocacy. Those interviewed discussed how CIRCLE has allowed service users a route out of statutory services, having been successfully discharged and taken off the community mental health caseload. Staff compared this with a past reliance on recovery through “When I started in CIRCLE, I was doing it in a voluntary capacity. I had addiction issues myself and I've been able to come in, not just utilise the service as a job and as development, but embody what I've learned and what I can do to help other people.” CIRCLE Staff Strengthening the wider recovery network Relieving pressure on other services “After spending ten years being passed about between services and fighting to get help, I came here and I just felt accepted and understood and no pressure to be anything other than myself.” CIRCLE Service User Page 102 of 226
Page 107
Alcohol and Drugs Change Programme 2025 28 methadone as part of Renfrewshire Drug Service, which had created a bottleneck in statutory services. Engagement with CIRCLE has also reduced service user re-referrals back into statutory services. Interviewees agreed that the service offered by CIRCLE alleviates pressure on other services and saves time, resources and money. A key strength of the project was the involvement of those with lived experience as part of service design and delivery. A Case Study example is provided at page 59. Bothy Project at CIRCLE Page 103 of 226
Page 108
Alcohol and Drugs Change Programme 2025 29 3.5. First Crisis – Alcohol and Drugs First Crisis – Alcohol and Drugs launched in April 2022, providing intervention and support to individuals experiencing a mental health crisis in relation to, or alongside, their alcohol and/or drug use. Delivered by Recovery Across Mental Health (RAMH), the service built on the existing support available through the First Crisis service. The project aimed to enhance existing provision by recruiting specialist drug and alcohol practitioners, training and upskilling RAMH staff, and promoting the service to new service users. It operated a crisis intervention model, delivered predominantly through telephone support, with a helpline open 365 days a year, Monday-Friday 9am-8pm and Saturday-Sunday 9am-5pm. It ran for two years, with enhanced alcohol and drug support now embedded as part of main crisis support provision. The total number of contacts made to the service was 3,338, with 52% being made between 12 noon-6pm. One of the project’s key achievements was improving the support available for individuals in Renfrewshire experiencing distress or crisis in relation to alcohol and/or drug use. The additional out of hours provision offered to people experiencing an alcohol- or drug-related crisis has provided them with access to immediate support and intervention, preventing escalation of crisis and further distress or potential harm. By enhancing the service’s ability to support and respond to the needs of those facing crisis due to alcohol and drug use, a gap in support has been addressed. In addition, the What difference has it made? Strengths o Staff Development o Addressing a vital gap in support o Increased profile “First crisis saved me at my lowest point when I wasn't receiving proper support... really understood me and were able to calm me down and level me out when I was feeling suicidal. I can't thank the service enough I might not be here if it wasn't for you all. Thank you!’ Service User Addressing a gap in support Page 104 of 226
Page 109
Alcohol and Drugs Change Programme 2025 30 project was able to connect service users with other forms of support; throughout the test of change period, onward referrals were made to a large range of external agencies and third sector organisations, including RCA Trust, GPs, Social Work, and community links. The majority of onward referrals were made to Community Mental Health Team (19%), and ADRS/CIRCLE (18%). The project enabled the First Crisis team to pursue a range of training and skills development opportunities, including: • shadowing and learning activities with various partners, including Renfrewshire Council, Renfrewshire ADRS, social work, and third sector partners. • bespoke, multi-agency drug awareness training delivered by the Scottish Drugs Forum, which covered legislation, current drug trends, harm reduction, person-first language, and practical strategies for service delivery. Part of this work informed the development of RAMH’s Trauma informed Practice Development ‘Small Change BIG Impact’, contributing to the development and delivery of trauma-informed and responsive support across Renfrewshire. These opportunities were described as highly valuable, with interviewees commenting on the high quality of the training delivered. The training courses successfully enhanced the skills, awareness and knowledge of the staff, particularly in relation to working with individuals under the influence of drug and alcohol. This was described as one of the key legacies of the project, with the upskilled staff continuing to apply their acquired knowledge and skills to effectively support service users. An asset mapping exercise was carried out as part of this project, with specific focus on services/community assets which could support individuals experiencing a crisis in their alcohol and/or drug use in relation to their mental health. The development of the Renfrewshire Wellbeing Map with consultation and amendment from individuals with lived experience also proved an effective way to share information, not only to support service user’s recovery journeys and development of self-management skills, but also in relation to partnership involvement and service promotion. Upskilling the workforce Renfrewshire Wellbeing Map Page 105 of 226
Page 110
Alcohol and Drugs Change Programme 2025 31 3.6. Alcohol and Substance Awareness Education Resources Children’s Services, in partnership with I Am Me Scotland, have developed a digital, interactive, and progressive curricular programme in alcohol and substance use for early years to senior phase, aligned to the principles of Curriculum for Excellence, and reflecting the context of alcohol and drug use within Renfrewshire. The work of the Commission highlighted the importance of prevention and early intervention in supporting young people to make positive choices around alcohol and drugs. Young people and staff working in schools noted that the inputs received during Personal and Social Education (PSE) on alcohol and drugs needed to improve, particularly in S3 and above, and young people highlighted that they would like to hear from people with lived experience, and would also like to learn about how to keep themselves and their friends safe and well. The ‘Alcohol and Substance Awareness Education’ pack, including nursery, primary, and secondary resources, has been produced with Renfrewshire Children’s Services, Strengths o Influence of lived experience o Pre-planned lessons o Interactive nature of the resources o High quality, relatable and relevant content o Transparency Page 106 of 226
Page 111
Alcohol and Drugs Change Programme 2025 32 Teachers, Police Scotland, NHS, Renfrewshire HSCP and, most importantly, children, young people, and those who have lived experience of drug and alcohol use. The resources have been made available to schools, and training has also been provided for teachers. Since launching in August 2022, lessons within the programme have been accessed by over 1,800 people in organisations across Scotland including around 450 teachers actively using it in Renfrewshire schools. School staff reported that pupils engaged well with the resources and had retained knowledge about what they learned in the lessons. They agreed that the project has successfully increased knowledge and understanding of the potential harms of alcohol and substances among pupils. Pupils consulted during the data collection activity clearly demonstrated knowledge around relevant terminology and the risks of using alcohol and substances, both in terms of long-term health consequences (i.e. cancer, tooth decay) and more immediate dangers (e.g. overdose or drugs laced with contaminants). In addition, many shared examples of what they had learned about how to protect themselves from alcohol and substance use harm, such as strategies to resist peer pressure and when to escalate situations to a trusted adult. The educational materials available to teachers in Renfrewshire around alcohol and substances prior to the development of the new resources were noted as underused and in need of updating. Access to a local authority-wide shared resource has allowed schools across Renfrewshire to deliver alcohol and substance education in a consistent and coherent way. The consistency offered by having centralised, standardised materials has resulted in teachers feeling more confident about delivering alcohol and What difference has it made? Increasing knowledge and understanding More consistent teaching Page 107 of 226
Page 112
Alcohol and Drugs Change Programme 2025 33 substance use education to pupils. 100% of teachers/Early Years practitioners who participated in the launch training strongly agreed or agreed that the professional learning had met their needs with 100% providing improved post-training confidence ratings in being able to support young people in learning about alcohol and substance use. Teachers described how the resources had encouraged some pupils to open up about substance related issues they were facing, including concerns about friends using substances or issues with drugs and alcohol at home. In some cases, this has resulted in further action being taken or additional support being offered. Some teachers also said that discussions prompted by the resources have helped to challenge stigma about alcohol and substance use among young people. In September 2023, the project won the COSLA Excellence Award in the Tackling Inequalities and Improving Health and Wellbeing category, and in December 2023 was the winner of a Scottish Public Service Award - The Campbell Christie Public Service Reform More open dialogue and less stigma “It's not just the teacher saying it, it's somebody else talking. And I think what they like is that quite often the voices are young people. So the young people relate to that because it's not another adult telling us about don't vape, don't do this type thing, I think they react to it much better.” Secondary school teacher Page 108 of 226
Page 113
Alcohol and Drugs Change Programme 2025 34 3.7. Service Developments The work of the Commission identified the impact that poor mental health has on individuals, and that accessing appropriate mental health support and services is a significant barrier to people experiencing issues with alcohol and drug use. Young people identified mental health service provision as a priority and although school counselling and Child and Adolescent Mental Health Services are available, they felt that there still remained a gap in terms of low to moderate tiered support. This was also reflected during the engagement sessions with frontline staff. A Youth Health and Wellbeing Service was piloted from September 2022 to December 2023, and provided drop-in facilities for young people to access to both health and wellbeing support direct from health professionals, as well as offering access to a Circuit Class. Delivered once a week in the Paisley Lagoon Centre, the service complemented the wider health and wellbeing work taking place across Renfrewshire. The project was delivered once a week, in the evening, for 12–17-year-olds, or S1-S6, where they could seek and learn support mechanisms, as well as referrals to other services. Throughout the development and delivery of the project, engagement took place with Children’s Services, secondary teachers, headteachers, and young people in schools, and a variety of promotional materials were developed, including posters, a walkthrough video of the service, and weekly promotion through social media etc. Young people who attended the service during the period were provided with health advice, as well as any further signposting/referrals to other services, such as to Sandyford Sexual Health Clinic and The Exchange Counselling Service. Support has also included Child Protection interventions, with support being provided by School Nurses and Social Work Child Protection. During the delivery of the project attendances increased significantly at the start of 2023 (over 70 young people), though these were mainly accessing the circuit class on offer, with a small number attending for health and wellbeing support. The service paused over summer 2023 to undertake a review, including engagement with schools and Children’s Homes. Due to a pattern of lower levels of engagement than anticipated, it was decided to discontinue the service from December 2023, considering alternative ways to provide emotional health and wellbeing support within or outwith an educational setting. Youth Health and Wellbeing Service Page 109 of 226
Page 114
Alcohol and Drugs Change Programme 2025 35 3.8. Partnership Initiatives/Support Throughout the Alcohol and Drugs Commission's work, the impact of trauma and mental health was mentioned in every conversation with people using services, their families, and also amongst frontline staff. Trauma was often cited as being the biggest barrier to recovery, and in response, it was recommended that partners further establish the local approach to trauma informed and responsive practice, champion greater understanding of the impact of trauma, and ensure it is reflected in the way that staff work across services. The TIRR Programme aims to improve outcomes for individuals, families, and communities, by recognising the impact that trauma can have, and mitigating or removing the barriers that this can create in accessing services, and enhancing life opportunities. Whilst the Programme initially arose from the recommendations of the Alcohol and Drugs Commission, it was agreed that the Programme should be more wide-ranging, and have a focus on reducing inequalities caused by trauma. This wider approach aligns with Scottish Government and COSLA work in this area, through the National Trauma Transformation Programme (NTTP), led by NHS Education for Scotland (NES), to support a trauma informed and trauma responsive workforce and services across Scotland. Trauma informed practice has been developed across Renfrewshire over a number of years, including for example Renfrewshire’s Nurturing Relationships Approach, Early and Effective Intervention in Youth Justice, and throughout services within the HSCP. To support a co-ordinated approach, the TIRR programme is supported by a steering group with representation from all Council services and from the HSCP, chaired by the Head of Policy and Partnerships who is also the Council’s Trauma Champion. Our local TIRR Road Map was developed in 2023, and approved by Leadership Board in February 2024, identifying key actions under five strategic themes: leadership; policy; knowledge and skills of people in the workforce; care, support and wellbeing of people in the workforce; and, experts by lived and living experience. A number of priority actions in the Road Map have been progressed, including: a programme of engagement with council services, and with partners in the public and third sectors; specialised training for a number of front-facing Council teams to support Trauma Informed and Responsive Renfrewshire (TIRR) Page 110 of 226
Page 115
Alcohol and Drugs Change Programme 2025 36 them to be trauma-aware and/or trauma-skilled; completion of the Scottish Trauma- Informed Leadership Training (STILT) by the Council’s Corporate Management Team view of the importance of leadership to helping an organisation be trauma-informed; delivery of a development session on trauma to elected members. A key element of the Programme is increasing the knowledge and understanding of the workforce in relation to trauma, and how this can impact and manifest, not only when we work with people who use our services, but also how we work together as a workforce. One of the key messages in the TIRR is that trauma is everyone’s business, and not only relevant for those who work in roles more likely to support people who may have experienced trauma. The benefits of adopting a trauma informed approach include improved health and social outcomes for service users, and improved workforce morale and work satisfaction3. Training and support facilitated through the TIRR has focused on what trauma is; recognising its impact and how it can affect people; the principles of trauma informed care and practice and its relevance for how we work as organisations; and what we can do as services and colleagues to support service users, and those we work with. 3 Reviewed in Trauma-Informed Care and Practice Organisational Toolkit (TICPOT) 2018 After the (TIRR) learning, is there anything you will do differently in your role? “Behind every behaviour there is a communication. It’s important as … officers we don't judge, we try to reconnect and build up a trusting relationship… as we may be the only support they have. Knowing the back story, what things should I be aware of before supporting … to make them as comfortable as possible” ‘Using trauma informed approach not just with clients, but in 1-1s for supporting staff and recognising they may have their own trauma story, or be impacted by the trauma of the clients they are working with.” Page 111 of 226
Page 116
Alcohol and Drugs Change Programme 2025 37 Since 2022, around 300 members of staff have taken part in local in-person sessions, utilising training from NHS Education for Scotland resources. Feedback from these sessions has included staff being more aware of trauma in their role, having a greater understanding of why people may behave or disengage due to negative past experience, and how to use this understanding to better support people. Housing Support Services – Trauma Informed Approach The Council’s Housing Support Team have worked in a trauma informed way for a number of years, focusing on supporting people, often with multiple and complex challenges. Support from the TIRR enabled the team to recognise and review the good work taking place, and to carry out activities to support further developments and improvements. Over 2023 the team, supported by their senior leadership, undertook a number of actions, including STILT training, trauma skilled training for coordinators, having the TIRR as a recurring agenda item at senior meetings, carrying out a review of the service through a trauma-informed lens, and implementing improvements based on this review, including environmental improvements to physical spaces. Strengths for using this approach were noted by the teams, including sharing good news and examples of good practice; and supporting staff to review and reflect, using reflective journals. Staff highlight the impact of working in a trauma informed way for developing relationships with people, with this leading to more positive engagement. They note that in the past, some people they support might have had negative past experiences with the Council, and be wary of seeing officers in uniform, leading to challenges in engagement. “This was a small change, but has had a big impact with engagement from people” Learning taken forward that could be used in other service approaches include, reinforcing that this approach is everyone’s responsibility – from the first point of contact to the last; leadership support; empowerment of staff teams; and supporting staff professionally and personally. Page 112 of 226
Page 117
Alcohol and Drugs Change Programme 2025 38 Tree of Hope, Refugee Resettlement Team building. Painted by a Ukrainian Displaced Person, supported by the Team since arriving in Renfrewshire in 2022. Oleksandra Lotytyska was 17 when she painted the Tree of Hope, and is now studying art in college. Anyone using the building is invited to write a positive message on one of the leaves provided and attach it to the tree to inspire others. Page 113 of 226
Page 118
Alcohol and Drugs Change Programme 2025 39 The Scottish Recovery Consortium (SRC), working in partnership with CIRCLE, developed a programme of events and activities throughout 2022, with the ambition of building a strong recovery community in Renfrewshire, linking with the wider community through positively promoting recovery. A Host Group involving SRC, CIRCLE, and a number of local partners, co-produced and delivered a series of local events and activities, such as Barshaw Park Gala Day, Blend Event, Live it Up in Linwood, Connected and Caring Carnival, the Art of Recovery Festival, and the Recovery Walk Scotland, which took place in Paisley on 24 September 2022 during Scotland’s celebration of International Recovery. The Programme was joint funded by Renfrewshire ADP and the Alcohol and Drugs Change Programme. Around 1,300 people attended these events across Renfrewshire, with approximately 4,000 coming to the Recovery Walk in Paisley. In general, these events were a success and managed to raise awareness of addiction and recovery, encourage active citizenship from all that participated within the events, and planning and development of the events. Most events were attended by people within Renfrewshire, with some participants coming from areas close by like Inverclyde, Glasgow and Lanarkshire. All events also had local people in attendances without any direct connection to addiction but wanted to find out more, or wanted to attend a free family event. Connected and Caring Renfrewshire Page 114 of 226
Page 119
Alcohol and Drugs Change Programme 2025 40 As part of the Programme, and continuing the listening aspect of the Alcohol and Drugs Commission, a conversation café engagement event took place. The aim of the event was to have a further conversation with individuals and families who are impacted by alcohol and drugs in Renfrewshire, and provide an opportunity for services, and strategic leaders to hear directly from local people about what it is currently like in Renfrewshire, since the publication of the Commission’s findings, and discuss areas of focus going forward, as well as recovery, and opportunities to further involve those with lived experience. Facilitated by SRC, a group was set up to design and deliver the event as part of the Connected and Caring Renfrewshire Programme. Over 90 participants attended the event, including individuals with lived experience, local groups and organisations, staff in services across the partnership, strategic leaders, and elected members. The event began with a networking lunch and Wall Village showcasing local projects. The legacy of the Connected and Caring Renfrewshire Programme is embedded within the ADP structure as one of the subgroups. “I am in recovery myself. It is always great to attend events like these to highlight the importance of lived experience in recovery, and to help those without that lived experience better understand addiction and recovery.” Page 115 of 226
Page 120
Alcohol and Drugs Change Programme 2025 41 An HSCP Health Improvement Lead was recruited to facilitate sustainable cultural change across the community planning partners, focusing on issues such as alcohol availability, supply, and promotion, and also how employers across Renfrewshire can identify and respond to support people and their families who are affected by alcohol use. Alcohol Licensing The post holder took over as chair of Renfrewshire Licensing Forum, providing leadership to ensure the forum met regularly. Additionally, a consultation with all members took place which shaped an action plan for the Forum. Key actions included increasing the group’s knowledge around Licensing objectives, and gathering evidence of how alcohol licensing policy and practice is impacting on local communities. Alcohol harms have also been mapped within Renfrewshire at a neighbourhood level, to allow overprovision to be considered, as well as on other areas of concern including licensing hours, children’s and young person’s access to licensed premises, and best practice around alcohol deliveries. This included neighbourhood level data on alcohol related hospital admissions, alcohol related mental health admissions and alcohol specific deaths. This data was presented to Community Councils within Renfrewshire to empower them within their statutory role in the licensing process. Alcohol in the Workplace All community planning partners were offered bespoke support to update alcohol workplaces policies on evidence-based areas, including guidelines on corporate hospitality, education/information on the effects of alcohol, training/guidance for managers in implementing policy, support offered to employees around alcohol use, defined policy around relapse etc. A Focus Group was undertaken with CIRCLE Recovery Hub to gain feedback of those with lived experience on how workplace policies are viewed and experience of employer’s use of them. This specific post came to an end at the end of September 2023, with work to progress these aims continuing with the agreement between the ADP and HSCP to fund two posts within the Health Improvement team (Health Improvement Lead and Health Improvement Senior) with dedicated capacity to focus on both alcohol and drugs. Alcohol Policy Page 116 of 226
Page 121
Alcohol and Drugs Change Programme 2025 42 The aim of the Recovery Change Fund was to support the development of local groups and organisations which provide social connection and support recovery in Renfrewshire. The Fund was also intended to provide opportunities to support piloting new ideas and projects in relation to mental health, recovery, stigma, and social isolation. Funding was made available for groups and organisations to apply for (up to £10k), against specific criteria developed, with three funding rounds over the period July 2022 to February 2023. In total, seven projects were supported, summarised below: This project provided mental health and wellbeing support to around 15 children and young people in Renfrew whose parents have substance use issues. Working with a school, and using varying psychological theories and practices to best support young people in a group and one to one setting. The project reported that over a short period of time they saw the young people thrive, with a greater respect for the space, and have shown positive improvements in school. Parents noticed improvements with their children as well. • 100% of young people identified they felt a reduction in social isolation and loneliness due to accessing the group • 82% said they had reduced anxiety levels • 100% of young people learned various mental health and wellbeing technique to help support anxiety This project provided weekly group sessions for a group of 7 young people, and worked to improve the emotional wellbeing of young people and their families who are affected by alcohol/drug use, also working to reduce the stigma of substance use, and the impact to the mental health and wellbeing associated with this. The project supported and works with young people, families and partners to create social connections, reduce the impact of shame and stigma, and provide a safe and relational place to be. Indicators used to measure young people’s progress in a variety of areas linked to mental and emotional wellbeing were used, with 100 % of the young people showing improvements in areas identified which are critical in a young person’s wellbeing. Recovery Change Fund Renfrew YMCA – Our Mind Our Space Youth Interventions (now Youth Inspired) – YI Love Me Page 117 of 226
Page 122
Alcohol and Drugs Change Programme 2025 43 The overall purpose of this project was to provide consistent weekly support to those struggling with addiction in Renfrewshire, and to build trust within the community. The funding was to provide a female support worker to attend the Kilnside project in Paisley, and to increase the hours for the existing male support worker at the project. This enabled an addiction recovery group every Tuesday, with both a male and female support worker present, to offer support at the drop-in café every Wednesday with one support worker present, and increased the amount of time spent with participants in one-to-one general support and recovery key work. Positive impact includes significantly increasing the number of women attending Group Recovery Sessions and receiving General 1-2-1 Support, and improved Emotional Health and Recovery Awareness. The organisation reported a transformative journey of growth and positive change throughout the period, with significant increases in drop- ins, as well as consistent numbers attending regularly and building, indicating growing community impact. A number of positive case studies were noted, and strong links with local partners have been established, including the facilitation of rehabilitation referrals. The purpose of the project is for the senior football team to undertake mental health first aid qualifications, to educate about mental health, as well as the impact of alcohol, drugs, and other substances. The Club has been strengthening its approach to mental health awareness over the past few years, establishing a mental health first aider at each age group. By undertaking mental health first aid course with the Senior team, the project aims to provide information, awareness, guidance, and hopefully open up discussion with the players around the effects and repercussions of using substances, as well as learning about different wellbeing and coping strategies. The success of the course and follow up workshops prompted coaches and staff to explore how to provide education to earlier age groups within the Club. The Player Street Connect- Additional Addiction Support for Kilnside Road Glenvale AFC – Senior Club Wellness “I have made a lot of friends and before I found it hard to talk to new people” “The difference this has made to our whole family is amazing. We are communicating more and all living life we never thought we could” “I am now gaining self-worth within myself. This I have struggled with since my teens, and since coming to Street Connect, I am seeing my value” Page 118 of 226
Page 123
Alcohol and Drugs Change Programme 2025 44 Welfare Officer (PWO)noted the strategies being learned are working, and players can have open discussions about triggers, and support from the PWO is available. Feedback has also been received from players’ wider families, including a player’s mother who is very happy at the improvement in the mental health of her son, after he had been withdrawn and it had been causing concern for the family. The project provided a variety of support for families affected by imprisonment, through a regional coordinator supporting Renfrewshire area. The project involves different activities including helpline support, direct 1-to-1 sessional support in families’ own homes, and befriending and peer-support where people can come together and find shared solutions for problems along with others with lived experience. The services provided help to address the challenges a family member experiences in their journey through the justice system, from a loved one’s arrest, trial, imprisonment through to release. During the period, the project provided direct 1-1 support for around 28 cases in Renfrewshire, supporting family members ranging from pre-school age to adult. The majority of those supported were parents of a person in prison, followed by partner/ex- partner. Families supported by the organisation can sometimes feel isolated, with feelings of stigma preventing them from accessing support. Regular support has enabled families to have a safe, non-judgmental space to be listened to, explore emotions and concerns, as well as signposting to additional support to help better manage their circumstances. Additionality provided as part of the award of the funding through the Recovery Change Fund was the development of a Support and Participation element, although this was not able to progress as originally intended during the period. Families Outside Ltd - Supporting children and families affected by Imprisonment “I needed to hear that I am doing the right thing by my daughter, as I have never been in this situation before.” “Speaking to your organisation is the first positive thing that's happened since my brother has been in prison.” “Just having someone talking to us makes us feel less isolated.” Page 119 of 226
Page 124
Alcohol and Drugs Change Programme 2025 45 Recruit a peer recovery worker to support individuals experiencing a crisis in their mental health in relation to their drug and/or alcohol use to work within the FIRST Crisis service. In spite of extensive exercises to recruit to the peer worker post, it was not successful and RAMH were unable to utilise the funding awarded Renfrew Smart Connections was a recovery oriented, community-led project promoting recovery and community connections (social relationships and social connections) across Renfrewshire linked to SMART Recovery UK. The project supported and encouraged local people to access recovery and wellbeing services, removing barriers and creating pathways to networks and services. Sessions included a weekly meal, self-management and recovery group linked to SMART Recovery UK project run by Blue Triangle, hygiene takeaway packs, and reimbursement of travel fares etc.. Allocated time set for a care check in/ signpost session e.g. benefits, addictions, mental health, foodbank. Initially there was attendance at the sessions, with positive feedback received. However attendance thereafter was mixed, with some sessions varying between 0-3 people. Despite engagement and promotion activities with a number of partners, including the Turning Point overdose response team, HaRRT, CIRCLE, Drug death prevention group, INVEST Renfrewshire, and Homeless services, it was decided to wind down the project, and return any unspent balance of funding. The Recovery Change Fund undertook a review over summer 2023, following lower than anticipated engagement with the Fund. It was agreed by Programme Board to discontinue the Fund in this form and explore enhancing other funding streams supporting communities, with a portion of funding being allocated to enhance the Winter Connections Programme budget. RAMH – Peer Support Worker Blue Triangle – Smart Connections Page 120 of 226
Page 125
Alcohol and Drugs Change Programme 2025 46 The work of the Alcohol and Drugs Commission identified that partners should act robustly to eradicate stigma, and have positive recovery conversations with communities and the workforce, working with people with lived experience in Renfrewshire. Workforce training resources have been developed by I Am Me Scotland, aiming to improve the understanding, awareness, and confidence of the workforce in relation to stigmatising language around alcohol and drugs. The resources have been co-developed with the support of people with lived experience of drug and alcohol use, addiction, recovery, and the stigma associated with this. The interactive learning materials include a number of short films, including people’s personal experiences of stigma, and they encourage participants to challenge their own views, attitudes, behaviours, and language, as well as those of colleagues. Work to align the resources with current and emerging pieces of work, such as Making Every Contact Count, is currently progressing as part of the Connected Communities Programme. Reducing Stigma/Language Matters “It has been so good to be involved in the development, and feeling that we are being listened to, and our opinions and experiences are being used to help make a difference” Page 121 of 226
Page 126
Alcohol and Drugs Change Programme 2025 47 3.9. Research/Reviews Independent research was carried out by We are With You to better understand the level and nature of hidden harm in Renfrewshire from alcohol and drug use. Two surveys on social media, one focusing on drugs, the other on alcohol, took place over summer 2021. It should be noted that this exercise is not a prevalence study, but does provide insight into drug and alcohol use in Renfrewshire over this period, with the majority of respondents not in contact with services, or accessing support. Summary of Key Findings 894 responses to drug survey, highlighting: • Mostly men, employed, relatively young, (15% students) • Most common drugs used noted were Cannabis, Cocaine, and MDMA/Ecstasy • People who completed the survey in Renfrewshire, comparative to Scotland, were more likely to feel bad or guilty, had experienced medical problems as a result of their drug use, and felt unable to stop using drugs when they wanted • 87% of respondents had never accessed any type of support for their drug use • 39% have missed work/school/college/university as result of drug use • 42% would seek help from their employer/college/university if they thought their drug use and/or drinking causing them problems • A third of respondents would not know where to go (without having to check) if they needed help with their drug use Alcohol survey response Overview 1,536 completed surveys, highlighting: • Mostly women, employed, in relatively older age groups, have never accessed support (94%) • The screening identified 873 people who would benefit from at least brief intervention, with 115 of these potentially dependent drinkers • 35% drink more than four times a week • 43% had drunk more alcohol than usual during lockdown • On a typical day when drinking, 26% of respondents noted that they drink more than 10 units of alcohol Hidden Harm Page 122 of 226
Page 127
Alcohol and Drugs Change Programme 2025 48 • 23% said that a relative or friend, doctor or other health worker had been concerned about their drinking or suggested that they cut down The findings were presented to the Programme Board, and Renfrewshire ADP, as well as summary information being shared with partners, to help provide a better understanding of issues, as well as help to inform any policies and/or service design/delivery, including the mapping of alcohol related harms (page 41). An independent review of family support services in relation to alcohol and drugs services locally was carried out by Scottish Families Affected by Alcohol and Drugs (SFAD), to assess where possible gaps in provision exist, and to make recommendations on how these should be addressed. The work also included workforce development sessions, and a Family Recovery College course. The review engaged with three key groupings: family; community; and workforce, using a mixed methods approach combining desk research, a community survey, and one-to- one qualitative interviews with family members and practitioners. The fieldwork for the research took place in late 2021, with the report being finalised in September 2022. Key Findings - Summary SFAD Report Key Findings Summary Community Survey • 78 responses • Majority female (84%) • Majority of respondents between 45-64 years of age • Respondents from across Renfrewshire The Community survey identified a high level of lived experience and understanding of alcohol and drugs issues among respondents (96% of the community survey respondents said they knew someone who has, or previously had, an alcohol or drug concern, and 73% of respondents identified as a family member with experience of alcohol or drug use within their family). Judgement, stigma and negative attitudes were commonly experienced by respondents. Family Support Review Page 123 of 226
Page 128
Alcohol and Drugs Change Programme 2025 49 “Cold and Informed Search Exercises” The review identified challenges in finding out details about available family support in Renfrewshire for those not more involved “in the system”. For those more involved, the review identified good feedback on the range and quality of services for people using alcohol and drugs, including young people and adults. People were able to suggest a range of options in the context of scenarios used by SFAD, for the person using alcohol or drugs. This includes both formal services, recovery groups and local fellowships (such as Alcoholics Anonymous etc). Support for families impacted by others’ alcohol or drug use The review identified a more mixed picture in terms of support for families impacted by others’ alcohol or drug use, including finding Renfrewshire has: A good range of high quality, evidence-based support for children affected by parental substance use, in particular younger children; support for young people using substances; although more limited support for adult family members, and young people affected by someone else’s substance use. SFAD Recommended a number of improvements, themed under: Support for Babies and Children; Support for Young People; and Support for Family Members. Recommended improvements included, responding to gaps identified by the exercise, noting support for adult family members, and out of hours crisis support services, and improving access and information about available support. With regard to a number of improvements proposed by SFAD, work has already been undertaken by partners to address these (First Crisis Alcohol and Drugs providing out of hours crisis support, developing the knowledge, skills and confidence of school staff in relation to alcohol and drugs for example. A working group of relevant officers undertook a mapping exercise of the findings and recommendations to identify actions for further exploration. It was agreed by the Programme Board that the review and mapping work be incorporated into the Children Affected by Alcohol and Drug Use (CAPADU) structure of the ADP, to be taken forward, and to feed into existing work exploring current provision, opportunities to address gaps, and utilise available funding. Page 124 of 226
Page 129
Alcohol and Drugs Change Programme 2025 50 Back Sneddon Street hosts both the Alcohol and Drug Recovery Service (ADRS) and three Justice Social Work services. Various reviews, over a number of years, have identified a range of issues in relation to the delivery of services from this building, such as personal safety and stigma. The Commission identified: “Support should move away from a focus on a buildings-based model to one that is rooted within communities. Where services and support are accessed within a building —these must be provided in modern, safe, accessible and trauma informed facilities which support front line staff and service users to work together in the most person- centred way. Existing buildings such as those at Back Sneddon Street are not fit for purpose and must be improved urgently.” Whilst the Programme did not in its core phase allocate funding to proposals relating to Back Sneddon Street, improvements have been progressed by: • expanding use of space in other buildings across Renfrewshire, for example the Torley Unit (Dykebar Hospital), New Sneddon Street, Johnstone Health Centre and Renfrew Health and Social Work Centre to support a shift to a more community- based model • undertaking property reviews through a trauma-informed lens with service users • implementing minor improvement works, such as renovating and redecorating, which have generated improvements to the environments where people receive support Feedback in relation to the décor enhancements has been positive - “impressed with the recent changes to the waiting room”, “much better than a few years ago”, “it feels so different”, “nice bright, open, well lit”, “way better than expected”. However, some feedback received in relation to the building overall is that it’s “intimidating to walk up to this building”, “the fact it says addiction and criminal justice makes me feel like I’ve done something wrong before even getting into the building”. A funding proposal to make further improvements was being considered by the Programme Board as the Programme neared its conclusion, and is currently being progressed as part of the final legacy that the Programme has aimed to achieve. Building Based Services Page 125 of 226
Page 130
Alcohol and Drugs Change Programme 2025 51 4. Impact With the previous section highlighting specific projects and actions within the Programme, this section considers the contribution to the Programme Level Outcomes, as well as the challenges experienced, and learning over the course of the Programme to take forward into the future. This section uses content from The Lines Between qualitative work. A key legacy of the Programme will be the innovative projects, services, and initiatives, that have been transitioned to mainstream provision, or business as usual. The Programme enabled partners to test new approaches and ways of working, providing stability and opportunities to learn, and to use this learning to better support people who use our services, as well as our workforce. 4.1. Programme Outcomes During the work of the Commission, a whole system approach to supporting people who use drugs and alcohol was identified as hugely beneficial. It was recognised that there was a high level of complexity in the support that individuals and families need, with multiple different services, requiring different levels of support, at different times. The Commission heard that there was often a perception that services are not always flexible and at times can be difficult to access. Wrapping support around people as partners and communities in a radical and person-centred way, was viewed as one of the most important things that could be done to improve outcomes for people using drugs and alcohol, their families and communities overall. A number of projects within the Programme adopted a whole system approach, particularly MyLA and the Safeguarding Vulnerable Young People Programme, where capacity and resources were focused on those with experiencing significantly complex and challenging needs, who may have already had a number of previous unsuccessful interventions. Smaller caseloads, skilled and supported practitioners, and strengthened partnership working, enabled these projects to wrap support around each individual and their needs, providing consistent support, and building trusting relationships. Strengthen partnership working and adopt a whole system approach Page 126 of 226
Page 131
Alcohol and Drugs Change Programme 2025 52 This approach benefits individuals being supported, with individuals and families highlighting they feel cared for and looked after, as well as projects noting the wider benefits for other services and support, for MyLA staff felt the project relieved pressure on other housing and support services, and in the school project, having the PT enabled capacity for increased pastoral support for other pupils. All of the projects and actions within the Programme can show evidence of partnership working, with connections being built and strengthened with local services, partner agencies, third sector organisations, and community organisations. Making connections in order to signpost to other services was an important feature of several projects. Through CIRCLE and MyLA, service users were linked with external support for a range of issues, including housing, foodbanks, banking services, Naloxone, and advocacy. Many staff across projects cultivated relationships with mental health support services and other third sector organisations. These networks and examples of partnership “We will be persistent and go out of our way to try and engage the person. We will do home visits and go out with other support services if that is easier for the person to encourage them to engage.” MyLA staff “I think MyLA are quite good at troubleshooting these awkward issues. Having a support worker there to dig through the list of letters on their doorstep, work out which ones need to be responded to. Very often it’s electricity and gas.” Member of complex case working group (MyLA) “I think the families needed that support, that one contact and that one go-to person. Because with [PT] having a smaller caseload she can work with the families more intensely and get that day-to-day feedback that sometimes we just don't have the capacity for. Because they need contact every single day.” Teaching Staff (Safeguarding Vulnerable Young People Project) Page 127 of 226
Page 132
Alcohol and Drugs Change Programme 2025 53 working resulted in faster referrals, quicker interventions, and more effective, tailored support for service users. In the schools-based projects, a whole systems approach was cultivated by building closer relationships with parents and increasing their involvement in their children’s education. For the Alcohol and Substance Awareness Education Resources, an online portal was created for parents and carers, to allow transparency about learning materials. The Principal Teacher in the Safeguarding Vulnerable Young People project built trusting relationships with parents, opening lines of regular communication and information sharing. This collaborative approach with parents and carers had a positive impact on attendance. Further benefits of a more collaborative, partnership-based approach included sharing of learning and information, and relieving pressure on other services. Flexible, holistic support was a key feature of many of the service-based projects, which not only removed barriers to access, but also allowed support to be more tailored and effective. For HaRRT, this resulted in contact being made with a significant number of HIGHLIGHT – MyLA Complex Cases Working Group A Complex Case Working Group was established to support the delivery of the service. The group meets every six weeks, with representatives from housing, community mental health, ADRS, and social work teams, to discuss the needs of particularly vulnerable people with complex needs. Prior to this group being established, there was a lack of formal mechanisms and regular communication between various cross partnership services, leading to inefficiencies and gaps in support for service users. The introduction of the Complex Case Working Group was described as invaluable in addressing these issues, by bringing together various services to discuss and manage the most complex cases. Stronger relationships between services have resulted in faster referrals, reduced delays in accessing support, and quicker interventions when service users are in crisis. Page 128 of 226
Page 133
Alcohol and Drugs Change Programme 2025 54 individuals who were not known to services. In the Safeguarding Vulnerable Young People project, the Principal Teacher was described as having more time and flexibility to tailor approaches to the needs of individual pupils. Support for the autonomy of service users underpinned several of the projects. For CIRCLE, HaRRT and MyLA, clients were given control of how and when they engaged with the services. At CIRCLE, this meant that clients could pursue their own interests or passions in order to support their recovery journeys. However, challenges working in partnership were experienced across several projects, including areas where there was lack of consistent engagement, and difficulties aligning processes. For some projects there were challenges in setting up and maintaining engagement, for example, First Crisis – Alcohol and Drugs attempted to convene a steering group but were unsuccessful due to lack of consistent engagement. Collaborative working between statutory services and third sector partners also experienced challenges, with differences in processes for data collection, recording, reporting, and well as data protection and information sharing. There were also some challenges experienced with different ways of working between partners and service areas, and in some areas would have benefited from agreeing clearer roles, responsibilities, and capacity, from each partner from the outset of activity, for example with Connected and Caring Renfrewshire. “There's no one size fits all for somebody that's got mental health or addiction issues. The main thing about peer support is having a bigger view of what's going on for the individual and if that isn't working for them, utilise other support strategies and other people's knowledge to make sure that that's available for them.” CIRCLE Staff Page 129 of 226
Page 134
Alcohol and Drugs Change Programme 2025 55 The work of the Commission recognised trauma as being intrinsically linked with the use of alcohol and drugs, and that partners should go further and be more ambitious in terms of establishing the local approach to trauma informed practice. The TIRR Programme (page 35) has strengthened the local approach across the partnership, providing support and learning opportunities for services to better understand trauma, and adapt approaches and environments to better support service users, as well as to better support the workforce. Service based projects can demonstrate alignment with trauma-informed practice, including the shaping of each project environment, the behaviour of staff, approaches to support, and enhanced training and support for staff. A common strength across many projects was the personal qualities and approaches of the staff running each service, allowing them to build relationships with their service users and reduce stigma. For example, HaRRT staff were praised for their skillset and experience, combined with a non-judgmental and compassionate approach. Similarly, the Principal Teacher in the Safeguarding Vulnerable Young People project was highlighted as a strong fit for their role, showing resilience, empathy, and consistency in supporting pupils. Through MyLA, service users described strong relationships with the team, and felt both treated with dignity and supported to develop independence and resilience. Understanding of trauma was also reflected in service environments. For example, at CIRCLE, clients spoke of the centre as a welcoming, supportive, safe space where they felt comfortable and accepted. HaRRT was praised for the discretion and anonymity allowed to service users, which helped remove barriers related to shame and stigma, Increase understanding of trauma and ensure it’s reflected in the way staff work across the partnership “You need to have the right person for the role. So, there's no taking away from that and [PT] absolutely is the right person. So yes, patience, but there's also just a sort of doggedness that you need to have with it. They’ll reject you and push you away and you've got to keep coming back and [PT] absolutely does that in spades with them.” Teaching Staff (Safeguarding Vulnerable Young People Project) Page 130 of 226
Page 135
Alcohol and Drugs Change Programme 2025 56 along with respecting privacy and dignity. At MyLA home visits and outreach were used to build rapport and trust. Skill development and wellbeing support for staff also played a strong role in embedding trauma-informed practice in how they work across the projects. At MyLA, practitioners were given access to regular supervision and other measures to help promote their wellbeing in emotionally challenging roles. The First Crisis – Alcohol and Drugs team was also provided with a range of training and skills development opportunities, including bespoke multi-agency drug awareness training. Building trusting relationships with people, and recognising the barriers they may face to engaging with support is a key element of using a trauma informed approach. A number of projects highlight that some people’s negative past experiences with agencies and authority can have an impact on their ability to engage with support. Taking a trauma informed approach, projects were able to recognise this and adapt practices and approaches to make people, and their wider support network, more comfortable, and build positive relationships. “We understand that they have difficulty in attending appointments at specific times and locations, and we can cater the service a bit more to meet their needs HaRRT Staff “They come out to you, so you don't really need to go anywhere. Paisley's really hard to get exchange from so it just helps if they come right to your house. They come no matter where they are. Most people wouldn't be bothered and just use dirty needles. And they're always quite fast.” HaRRT Service user A lot of the parents have maybe had negative experiences themselves through education so it's taking [PT] to be able to build that trust, build those relationships with the parents to get them on board and on site to be able to support their young people. To recognise that school is a very different place to when they were here and been able to do that.” Teaching Staff (Safeguarding Vulnerable Young People) Page 131 of 226
Page 136
Alcohol and Drugs Change Programme 2025 57 A key part of the Commission’s listening approach, the findings recognised that lived experience can be the bridge between services and supporting people with their recovery. It highlighted that it would be beneficial to see more workers and volunteers with lived experience who can provide peer support. It was widely recognised that people with lived experience play an important role in promoting recovery, reducing stigma, and improving services, using personal experience to support others. Lived and living experience played a key role across the Programme, and was a valuable and effective feature of several projects. Many service users spoke of being able to open up to staff members due to similar past experiences. Teachers and pupils agreed that the involvement of people with lived and living experience of alcohol and substance use made a valuable contribution to the Alcohol and Substance Awareness Education Resources. This helped make them authentic, engaging, and relatable to pupils. Value and further involve those with lived and living experience “There are service users who can be difficult to engage with. You have to assertively outreach, go out in the street, chap doors, go to the chemist. You need to develop a relationship with them. You need to develop trust and get into people's lives because they may feel they have been let down by services their whole lives. Some may not have positive feelings towards the council. So, it's a challenge right from the outset. So, we get in there, we don't go out with our council uniforms on, we go out there with our trainers on. We get to know the service users. We speak with them at a level they are comfortable with.” Homeless and Housing Support Services Manager (MyLA) Page 132 of 226
Page 137
Alcohol and Drugs Change Programme 2025 58 At CIRCLE and MyLA, the involvement of staff and volunteers with lived experience helped foster connections with service users over shared experiences. It also ensured that staff were understanding and empathetic about the issues involved, and could provide positive, visible role models. Renfrewshire has a strong recovery community, and this has expanded significantly over the past five years. CIRCLE’s staff and volunteers play a vital role in driving this, with wider recovery partners. While the involvement of those with lived or living experience provided a valuable contribution to multiple services, it also posed difficulties in making sure they received adequate support themselves. This was a particularly acute issue at CIRCLE, where it was felt that there was a risk of staff with lived experience being re-traumatised by their interactions with service users, further explored in the next Section. In some areas the intention was to more fully embed lived experience, but some projects were unable to do this on a consistent basis, due to challenges around “The two of us, we get on well. She listens. I told her my life story. She’s chatted about her previous life and what she went through and all that. And that’s why I ended up opening up about what I went through.” MyLA Service user “It's such a clear pathway of entering. So once you get in, you get support from one of the recovery workers, you get one-to-ones, they help you figure out maybe what groups you'd like to join or if you're not ready for a group why is that, what can you do to kind of get ready. And then you can attend some groups, you meet the other people, you meet the volunteers, and you can volunteer, and it's such a nice smooth transition. And then before people know it, they're getting involved in all this stuff, they're helping organise things, they're taking ownership of tasks” CIRCLE Staff Page 133 of 226
Page 138
Alcohol and Drugs Change Programme 2025 59 recruitment and retention, for example for First Crisis – Alcohol and Drugs, further explored in the next Section. The Commission recognised there were gaps in local data, particularly relating to alcohol harms, and that increased data and insight would help to increase understanding and enhance information to direct services and support. Two specific local research pieces were commissioned during the Programme, looking at Hidden Harm relating to alcohol and drug use, as well as family support provision. The findings from these research pieces have been shared with partners to help increase understanding and local data available. The findings of the family support Increase understanding, and strengthen local data, and service insight available HIGHLIGHT – CIRCLE Lived and living experience is a key part of CIRCLE’s approach to how the service is developed and delivered, with a different look and feel to anything else in Renfrewshire, having been designed with input from a group of peers at every step of the way. Service users are not only supported by staff, but also by current service users, volunteers, and peers in recovery. This focus on lived experience helps to address and reduce stigma, which is often a barrier to people accessing help. CIRCLE has been successful in creating a supportive and non-judgmental environment, which helps service users overcome stigma and feel accepted and understood. The volunteer pathway is a key strength of CIRCLE, providing service users with a clear journey and opportunities for progression through the service. Service users choose to get involved with volunteering when they feel emotionally invested and that they want to contribute. This enhances the peer support available and the opportunity to take responsibility also gives clients a sense of ownership of the service. Page 134 of 226
Page 139
Alcohol and Drugs Change Programme 2025 60 review are being taken forward by the Children Affected by Parental Alcohol and Drug Use group, which is a sub-group of the ADP. Data collection for each project served different functions, from evidencing impact to informing service delivery. For the Safeguarding Vulnerable Young People project, data was collected to demonstrate the impact of the role on pupils, including attendance, exclusions, attainment levels, and impact has been evaluated against wellbeing scales. For MyLA, data was collected around service users’ housing status, alcohol and drug use, interactions with the justice system, access to benefits and grants etc. The mapping of alcohol harms, identified as a gap by the Commission, was carried out as part of the Alcohol Policy project, looking at data at a neighbourhood level, providing insight to help inform areas such as the licensing process. Renfrewshire ADP has continued to strengthen its approach to local data and insight, investing in capacity in the Health Improvement team, following on from the Alcohol Policy project, with specific posts focusing on both alcohol and drugs. HIGHLIGHT – HaRRT A key strength of the HaRRT project is its use of data to effectively inform service delivery. In this project, trends in local data, such as the times and locations of incidents and groups of at-risk people, were used to govern resource deployment, and ensure that the team could be best positioned to respond to incidents. Specific advantages include planning shift patterns according to when most incidents occur, and the use of heat maps to identify hotspot areas for drug-related incidents. Another important aspect of the service is timely response to non-fatal overdoses (NFODs), which are often a precursor to fatal overdoses. Renfrewshire ADP undertook a deep dive analysis of suspected NFODs in Renfrewshire over an annual period 2022/23, looking into the circumstances of those affected, and providing valuable insight, local context, and evidence to help inform local approaches to preventing harm. Page 135 of 226
Page 140
Alcohol and Drugs Change Programme 2025 61 4.2. Challenges This section explores challenges experienced across the Programme, which in some areas impacted projects to be delivered as originally intended. Many projects were able to adapt to these challenges and deliver positive outcomes for service users and staff, and in some areas, decisions were made to step down or discontinue projects, where circumstances changed, or where uptake was not as anticipated. Section 2 notes the wider challenges relating to the COVID-19 pandemic, financial challenges across the public sector, and the changing national picture in relation to the National Mission. This section will explore common challenges across projects during the delivery phase of the Programme, using content from The Lines Between qualitative work. Some projects did not progress as initially anticipated, for a number of reasons, including capacity issues, changes in national focus, and some external factors like structural changes in organisations etc. Some projects weren’t able to get the anticipated level of response, despite efforts to engage, and so were stepped down, or scaled back, with elements of learning being able to be incorporated into other workstreams, such as the Recovery Change Fund, and the Youth Health and Wellbeing Service. This resulted in a number of underspends from allocated budgets. A consistent challenge across projects was difficulties with staff recruitment and retention. In addition to wider recruitment challenges across the health and social care sector, the short-term nature of funding and in some cases, less appealing contract conditions (e.g. lower pay and unsociable working hours) made it difficult to recruit and retain staff. The short-term nature of the funding sometimes resulted in staff being recruited, and then leaving posts to move on to other opportunities mid-way through delivery, resulting in difficulties attracting new staff for short term roles. In a number of cases, other funding sources had to be identified to extend the job term, resulting in disruptions in service delivery. High levels of staff turnover within some projects, and periods where services were not operating at full staffing capacity, limited the stability and impact of projects. For example, gaps in staffing within the HaRRT service severely limited what the service was able to provide, and for MyLA, it is noted that high levels of turnover among delivery staff was detrimental to building relationships with service users. Recruitment and retention of staff Page 136 of 226
Page 141
Alcohol and Drugs Change Programme 2025 62 Across the projects, a key strength was the skilled, knowledgeable, and compassionate workforce, with personal qualities of many of the staff highlighted as a key factor in success. Supporting the workforce is crucial, and challenges were identified relating to staff support and wellbeing, particularly for those supporting people experiencing significant and complex challenges. Staff and volunteers in CIRCLE reflected on some of the challenges they face in delivering their day-to-day roles. Service users accessing CIRCLE are at a difficult and vulnerable period in their recovery, and many have complex needs, including experience of trauma, poor mental health and housing precarity. It is noted that providing front-line support to service users can sometimes be stressful, intense, and emotionally demanding. A few volunteers with lived experience of addiction described times when their interactions with service users had provoked an uncomfortable emotional response, intensified by their own past issues with substance use. Staff also discussed difficulties in compartmentalising their work, particularly when service users are in distress or crisis. For example, one said they sometimes found it challenging to uphold boundaries in place around communicating with service users outside of work hours. For MyLA, a number of measures have been put in place to support staff experiencing an emotionally demanding role, supporting service users through crisis. For example, “Sometimes you can find things are personally triggering for yourself, whether it be the way somebody talks or what they’re saying or, just even their vibes, the way they came in. If they look medicated, sometimes we can tell... Or if they’re actually on medication they’re supposed to be but that sometimes can be triggering.” CIRCLE Volunteer “One of my boundaries is that I don’t contact clients when I’m not here [at CIRCLE]. And that’s really hard for me when I’ve sat with someone, and I’ve known they’ve been upset, and I want to reach out to them later on just to say. “How are you doing? Are you alright?” But I know through our training that that’s something that we’ve not to do, and I find that very very hard.” CIRCLE Staff Page 137 of 226
Page 142
Alcohol and Drugs Change Programme 2025 63 caseloads are managed to ensure each practitioner works with a balance of service users across a spectrum of need. In addition, staff have access to regular supervision, quality assurance meetings, and peer meetings with fellow practitioners, which staff have noted have promoted a culture of open communication, building cohesion within the service. Skills development opportunities have also been provided to staff to build knowledge and learning across the team, and enhance the support available to service users. Examples include motivational interviewing courses, training to administer Naloxone, and enhanced-level trauma training. Ongoing financial challenges and resourcing pressures in the public sector were highlighted as a challenge for projects across the Programme. For example, the MyLA project reflected on some of the challenges in accessing support for alcohol use and mental health, which in some cases affected the effectiveness of the project’s work. The Principal Teacher leading the Safeguarding Vulnerable Young People project faced challenges accessing local external mental health support for pupils; particular issues raised were long waiting lists and strict referral criteria. Capacity pressures for services also presented challenges in terms of partnership working and sustained engagement, in some areas this resulted in delays to work being progressed, or having to be delivered in ways different to originally anticipated. Capacity pressures in the public sector “Nobody can have a full caseload of people who are currently at the higher level of need, there's got to be a bit of balance. A MyLA worker providing support to, say, 10 people, then perhaps six of them are in crisis and there's a lot going on, and maybe four of them it's a bit lower level and you're getting closer to achieve the agreed outcomes. Because it can be really tough on the staff.” Homeless and Housing Support Services Manager (MyLA) Page 138 of 226
Page 143
Alcohol and Drugs Change Programme 2025 64 A key strength identified by a number of projects was the potential impact that a more person-centred approach to support had on reducing pressures across different service areas, as well as more positive experiences for service users. Some projects highlighted their view that without some of these more focused supports, there would be a negative impact on other service areas due to demand and capacity pressures. “The knock-on effect of the person with addiction ignoring your bills and letting all your debts go unpaid, is that loads of money then gets spent by the various agencies affected, employing sheriff officers, debt collectors, chasing up letters, sending letters to an address where the person is no longer contactable. You know, the sense of waste across the whole system. I think MyLA are quite good at getting to the bottom of these situations and just preventing that from happening.” Member of Complex Cases working group (MyLA) “A lot of feedback we had from the workers within ADRS is that they have seen a bit of a decline in clients appearing there, because then the clients are contacting us and we’re able to assess. Taking pressure off ADRS, I feel MyLA has been very good at doing that.” MyLA staff “I was here before MyLA … if MyLA's not there, it affects other services, it's not just the MyLA service users who would be affected, it'd be housing support service users too. They would feel the effects of it as well because we now have the capacity to provide more housing support and emotional support, which we didn't previously have.” MyLA staff Page 139 of 226
Page 144
Alcohol and Drugs Change Programme 2025 65 Across multiple projects, there were challenges relating to measuring and evidencing impact. For example, the anonymous, discreet nature of the HaRRT service resulted in difficulties in collecting feedback and personal data from service users. Although positive outcomes have been collected as part of qualitative data gathering, it is more challenging to understand the overall impact of the health and wellbeing of service users, further referral and support information etc. The complexity of utilising multiple funding arrangements, which may have different reporting requirements, was also challenging, as well as being able to collect evidence about the longer-term impact of projects. Attributing positive outcomes for service users to specific projects or interventions is also challenging to demonstrate, as service users may be accessing a number of different services and supports. The nature of people’s recovery journeys is also challenging to measure or assess, as recovery is not a linear process, with external factors in people’s lives affecting their recovery journeys, i.e. a bereavement, relationship breakdown etc., which are unrelated to support and services they are accessing. During the Programme the possibility of adopting a cost/benefit analysis was explored, to be able to quantify the impact of some projects, in terms of savings for other services and partners. It was noted that there would be a number of challenges in adopting this approach, such as identifying which benefits to align to which interventions, large variation in costs and attributing them to specific indicators, and capacity and costs of commissioning external expertise to support this. There were also challenges in commissioning more general external evaluation support, as originally intended, leading to exploring alternative ways to support better understanding the impact of projects, resulting in the qualitative work undertaken with The Lines Between. Projects developed their own aims and outcomes specific to what they intended to deliver. This is helpful in understanding the impact of each project, although due to the varying nature of the scale, approach, and focus of each project, having consistency in Measuring and evidencing impact “Recovery, it's such a difficult thing to measure… if someone goes from using chaotically to using in a way that's more manageable, that's clearly recovery, but are they then able to engage in that sort of service? I don't think there's such an easy delineation between recovery and non-recovery.” CIRCLE Staff Page 140 of 226
Page 145
Alcohol and Drugs Change Programme 2025 66 approach across the Programme was challenging. To support this challenge, alongside each project’s aims, data was gathered around the four Programme level outcomes, to better understand these areas across the Programme. Although positive and significant progress has been made across many areas identified by the Commission, there are a number of areas where progress has been more limited. The Programme Board carried out an exercise in late 2022 looking at the unallocated budget, and areas of the Commission’s report where actions or projects had not been developed or aligned to them. As part of this exercise, it was identified that most of the findings and recommendations were being addressed, either through the Programme or through work taking place across the partnership through the HSCP and ADP, for example. However, there were a number of areas that had not advanced, for example, areas such as reviewing data and approaches around Foetal Alcohol Spectrum Disorder, undertaking a review on transitions between children’s and adult alcohol and drug services, and cohort studies of young people using the RADAR service. The Board discussed the breadth of work taking place around early intervention across the partnership, for example with REN 10, however it was also recognised that there was a more immediate need for those currently experiencing issues, both in terms of young people as well as staff. Following this, a proposal was developed and agreed for the Safeguarding Vulnerable Young People Partnership Programme to pilot a way of addressing this more immediate need in schools. There was recognition that circumstances around capacity, recovery from the pandemic, and prioritisation of other projects and work had taken place, and that, given significant financial challenges for the public sector ahead, consideration should be given to remaining funding being utilised towards transition arrangements with projects. As explored in the Projects section, there are a number of areas where projects did not progress as originally intended, or the level of response was not as anticipated. In these cases, officers undertook reviews, adopting a learning, ‘test of change’ approach, and alongside regular monitoring by the Alcohol and Drugs Programme Board, timely decisions could be taken to cease activity if outcomes were not being met as intended. National Mission, and other National programmes, policies, and sources of funding impacted policy at national, as well as local level. It is positive that national direction Limited progress Page 141 of 226
Page 146
Alcohol and Drugs Change Programme 2025 67 has aligned with findings from the Commission, and the response to this. However, in some areas this led to elements not progressing as originally intended, or underspending of allocated funding. Prioritisation of utilising funding available from the Scottish Government took place, for example with the National Trauma Transformation Programme. Other national programmes such as the availability for funding for local groups (Corra Foundation administered funding, and Community Mental Health and Wellbeing funding) may have impacted the uptake of the Recovery Change Fund, for example. As noted in section 3.9, a number of improvement works have been carried out to the building at Back Sneddon Street, although we recognise the ongoing challenges in relation to service user experience. Work is currently progressing on a partnership basis to develop proposals for further improvements, as part of the legacy that the Change Programme has aimed to achieve. 5. Future Renfrewshire, like the rest of Scotland, continues to have a complicated relationship with alcohol and drugs. Fully addressing this, and the lasting harms caused, is likely to take generations. Data trends over the past five years, in Renfrewshire and across Scotland, continue to show significant challenges relating to alcohol and drug use, and associated harms for individuals and families. In 2023, there were 44 drug-related deaths in Renfrewshire, a 34% decrease from 2020 (67), though it represents an increase of 13%, from 39 in the previous year. Renfrewshire had the seventh highest rate of deaths per 100,000 population (2019- 2023) at 27.5, and above the Scottish average of 23.6. In Renfrewshire, there were 52 alcohol-specific deaths in 2023, which represents an increase of 18% from 44 in 2020. The alcohol-specific deaths rate for Renfrewshire for 2019-2023 was 23.7, while the rate for Scotland for 2019-2023 was 21.5. At council area, in the last five years, Inverclyde, Glasgow City, North Lanarkshire, and Dundee City all had alcohol-specific death rates higher than the Scottish average. In 2023/24, the rate of wholly attributable alcohol hospital admissions was 711.6 per 100,000 population in Renfrewshire, a 15% decrease from 2019/20 (839.7), though higher than the rate for Scotland (594.5), and the eight highest in terms of local authorities in Scotland. Page 142 of 226
Page 147
Alcohol and Drugs Change Programme 2025 68 To better understand the current picture in Renfrewshire relating to alcohol and drugs, five years on from the work of the Alcohol and Drugs Commission, Renfrewshire ADP has commissioned a needs assessment, to provide a population based comprehensive understanding of need and challenges experienced within Renfrewshire relating to alcohol and drug use. This included scoping existing services and resources, in order to support the identification of gaps in provision as well as assessing the demand and capacity needs. The study took place between June 2024 and February 2025, and is intended to inform commissioning decisions, and identify potential areas for service development and/or improvement, as part of the wider commissioning process. The Needs Assessment was presented to the August 2025 ADP Executive Group meeting, and the ADP will work with partners to develop a local delivery plan aligned to the findings of the needs assessment, and will organise a key stakeholder event to progress key actions. Legacy The Change Programme provided a unique opportunity for partners in Renfrewshire to test new ideas and ways of working. The projects and initiatives partners brought forward all had a focus on improving the lives of people affected by alcohol and drug use, drawing on learning from the extensive engagement and information gathering of the Alcohol and Drugs Commission. These ranged from completely new ideas, to enhancing existing service delivery, to co-producing partnership resources, and testing workforce development approaches. The projects also addressed a continuum of need, from early intervention with children and young people, to those currently experiencing crisis and complex needs, to peer-led recovery-based activities and support. A key legacy of the Change Programme is the organisational change this Programme encouraged: a culture of testing, learning, and making evidence-based decisions on whether to continue or discontinue new ideas. The Programme support and funding allowed space for partners to try new ways of working, which would likely not have been possible within existing service budgets. Other services and organisations can benefit from the learning captured, to begin or scale up approaches tested throughout the Programme. Supporting wider cultural change across the partnership is also a key legacy, developing resources and capacity for the workforce to understand more, and adapt approaches, around trauma, stigma, and drug and alcohol use, and their impacts. The Programme also recognised the necessity of workforce support and Page 143 of 226
Page 148
Alcohol and Drugs Change Programme 2025 69 development, particularly for those in emotionally demanding roles working with people in crisis. Another key legacy is the positive impact the projects have been able to achieve directly for people who use our services and their wider families, whose lives are affected by alcohol and drugs. Many people experiencing very complex and challenging needs were supported through whole system approaches adopted by projects, leading to positive engagement and outcomes, where they may not have previously sustained engagement with services. Other projects were able to enhance existing staffing models to ensure stability, and in some cases embed lived experience in service design and delivery, increasing the positive impact of projects. A number of resources were co- produced with people with lived experience, which will continue to be built on and used throughout the partnership, and beyond. The further development and enhancement of the recovery community across Renfrewshire is also a key legacy, from supporting the staffing model within CIRCLE, to Connected and Caring Renfrewshire, to the continued expansion of training and capacity building for volunteers to expand the model into more localities. The majority of projects and services developed and supported through the Change Programme are continuing beyond its lifecycle, either in full, or in part, building on the positive environment for testing new approaches, and continuing to make a positive difference for service users and staff. The level of activities that have been mainstreamed is a key marker in gauging the success of the Change Programme, and ensures a positive legacy of the work partners have worked hard to achieve. The Change Programme leaves a legacy of organisational learning and cultural change, as well as the direct positive impact for people affected by alcohol and drug use. As partners in Renfrewshire ADP, we will continue to work in partnership, and use the learning from the Change Programme and this Final Report, together with the Needs Assessment, to inform the delivery plan and future work, ensuring continued support for people affected by alcohol and drug related harms in Renfrewshire. Thank you to all the partners, third sector organisations, community groups, volunteers, and staff involved in this Programme, as well as all service users, and those who provided feedback and took part in The Lines Between’s qualitative work Page 144 of 226
Page 149
Appendix 1 70 Alcohol and Drugs Change Programme Action Plan 01 Risk of Harm ADC Recommendation 01 Recommendation Proposed Actions Latest Update The Commission acknowledges the current work being undertaken to improve drug and alcohol services; however, changes must be made at greater pace and involve local service users and family members to a greater extent. The opportunity to take the review further and implement recommendations from both this Commission and the National Drugs Death Taskforce must not be missed. Alcohol and Drugs Partnership to undertake a review of the Commission’s recommendations against its existing work programme and national policy developments, to ensure that these are fully embedded within its approach. A key priority of ADRS and the ADP is to continue to progress with the identified improvements to service provision and delivery as timely and efficiently as possible. This will take into account all findings from the Whole-Systems Review, the Alcohol & Drug Commission and the National Drug Deaths Taskforce. A self-assessment has been carried out against the Drug Death Task Force Final Report: Changing Lives (2022), which lists a number of recommendations and evidence-based actions that will prevent drug-related harms and deaths. HSCP to review existing communication and engagement mechanisms with local service users and family members, and to explore options to strengthen and involve engagement within both ongoing programmes of work and new developments The ADP Communications post is currently vacant and will be advertised shortly for a further 18 months - Communication has been strengthened as a result of an ADP Strategy involving a number of campaigns including a focus on stigma and the development of a quarterly ADP Newsletter. The structure which supports the ADP has also been reviewed and has led to a number of new groups being set up which supports better communication with people with lived and living experience, key stakeholders and the wider community. Promotion of services has also ensured wider awareness of where to seek help and support, pathways to treatment and access to harm reduction interventions 01 Risk of Harm ADC Recommendation 02 Recommendation Proposed Actions Latest Update Humans are complex and the issues they face are not in isolation. Partners in Renfrewshire must respond to the views of local services users and their families and frontline staff, and adopt a whole system approach whereby Develop options for the possible implementation of a holistic model of service delivery involving all key partners that provide support to people experiencing issues with alcohol and drugs, with particular consideration of the partnership model being developed in Midlothian. Development of MyLA, a housing-led project providing holistic wraparound support, using many of the elements of Housing First approach. The project offers supports to households in Renfrewshire, regardless of tenure, whose life is being affected by alcohol/drugs, and builds on the concept that in order to have good health, you need to have a good, settled home. Page 145 of 226
Page 150
Appendix 1 71 Recommendation Proposed Actions Latest Update support is wrapped around those that need it. This includes mental health, housing, employability, and criminal justice services. HSCP to continue to progress the development of the Recovery Hub in Paisley, ensuring that the hub provides a programme of activities and support which involves partners across all sectors in Renfrewshire. CIRCLE (Continuing In Recovery Changes Lives Entirely) Recovery Hub opened its doors in 2021. CIRCLE provides a unique mental health and addiction service for people looking for a recovery focus, by providing a varied programme of activities aimed at encouraging, involving and supporting people in recovery. CIRCLE has a different look and feel to anything else in Renfrewshire, having been designed with input from a group of peers at every step of the way. CIRCLE operates an open referral system and continues to scale up their service provision. Deploy link worker to enhance pathways between drug and alcohol services and criminal justice colleagues, following successful bid for funding from the Corra foundation A successful funding application was made to the Corra Foundation resulting in a (fixed term) dedicated post to enhance pathways between drug and alcohol services and justice colleagues. This post has now come to an end. 01 Risk of Harm ADC Recommendation 03 Recommendation Proposed Actions Latest Update Support should move away from a focus on a buildings-based model to one that is rooted within communities. Where services and support are accessed within a building - these must be provided in modern, safe, accessible and trauma informed facilities which support front line staff and service users to work together in the most person-centred way. Existing buildings, such as those at Back Sneddon Street, are not fit for purpose and must be improved urgently. Review existing accommodation portfolio as a key priority, in order to identify the best way forward for delivering alcohol and drug recovery services in Renfrewshire. The review will include consideration of the urgent improvements to existing buildings, or alternative options within the community. Back Sneddon Street hosts both the Alcohol and Drug Recovery Service (ADRS) and three Justice Social Work services. Various reviews, over a number of years, have identified a range of issues in relation to the delivery of services from this building, such as personal safety and stigma. The Commission identified: “Support should move away from a focus on a buildings-based model to one that is rooted within communities. Where services and support are accessed within a building —these must be provided in modern, safe, accessible and trauma informed facilities which support front line staff and service users to work together in the most person-centred way. Existing buildings such as those at Back Sneddon Street are not fit for purpose and must be improved urgently.” Whilst the Programme did not in its core phase allocate funding to proposals relating to Back Sneddon Street, improvements have been progressed by: • expanding use of space in other buildings across Renfrewshire, for example the Torley Unit (Dykebar Hospital), New Sneddon Street, Johnstone Health Centre and Renfrew Health and Social Work Centre to support a shift to a more community-based model • undertaking property reviews through a trauma-informed lens with service users • implementing minor improvement works, such as renovating and redecorating, which have generated improvements to the environments where people receive support Feedback in relation to the décor enhancements has been positive - “impressed with the recent changes to the waiting room”, “much better than a few years ago”, “it feels so different”, “nice bright, open, well lit”, “way better than expected”. However, some feedback received in relation to the building overall is that it’s “intimidating to walk up to this building”, “the fact it says addiction and criminal justice makes me feel like I’ve done something wrong before even getting into the building”. Page 146 of 226
Page 151
Appendix 1 72 Recommendation Proposed Actions Latest Update A funding proposal to make further improvements was being considered by the Programme Board as the Programme neared its conclusion, and is currently being progressed as part of the final legacy that the Programme has aimed to achieve. 01 Risk of Harm ADC Recommendation 04 Recommendation Proposed Actions Latest Update The reach of local alcohol and drugs services needs to significantly increase, and partners must ensure that there is capacity across the whole system to support people experiencing all different levels of harm from their use of alcohol and drugs. Assertive outreach to those experiencing the highest level of harm should be a high priority for services. Develop assertive outreach programme to work holistically with people with complex needs that may be unlikely to engage with addiction services. Two temporary specialist outreach roles have been funded by the HSCP, with the additional funding being used to expand this programme more significantly to involve other services such as housing and third and voluntary sector groups over a 2 year period. The HaRRT service provides harm reduction services to individuals on an outreach, flexible, and accessible manner, to reduce the risk of overdose and other drug related harms, and to proactively link individuals into treatment and support services. It is delivered through a purpose-built van which is equipped with a small clinical treatment room and some medical supplies. 01 Risk of Harm ADC Recommendation 05 Recommendation Proposed Actions Latest Update Specific gaps in provision identified by service users, family members and frontline staff need to be addressed locally. Access to residential rehabilitation services and the availability of 24/7 crisis services were viewed as significant gaps in Renfrewshire, and with enhanced community provision, will ensure a Commission crisis-based mental health service as a test of change for a period of 18 months, with a view to considering opportunities to provide support through mainstream support services if issues such as barriers to access and stigma can be addressed successfully. First Crisis – Alcohol and Drugs, delivered from April 2022-April 2024, providing intervention and support to individuals experiencing a mental health crisis in relation to, or alongside, their alcohol and/or drug use. Delivered by Recovery Across Mental Health (RAMH), a charity based in Renfrewshire, the service built on the existing support available through the First Crisis service, by recruiting specialist drug and alcohol practitioners, training and upskilling RAMH staff, and promoting the service to new service users. Review available funding to support the commissioning of bed- based rehabilitation services. Scottish Government recently A recent development is the creation of the Residential Rehabilitation Oversight Group which serves as a governance and quality assurance group responsible for overseeing the delivery and Page 147 of 226
Page 152
Appendix 1 73 Recommendation Proposed Actions Latest Update continuum of support is available in Renfrewshire. announced potential funding for local partnerships to support increased use of these services, however the detail of this is not yet known. performance of ADP funded residential rehabilitation services. This will also include reviewing data on outcomes, referrals, waiting times and feedback from people who access residential rehab. A Review of the current residential rehabilitation pathway has been commissioned which will evaluate how effectively the current system supports individuals in accessing and benefiting from residential rehabilitation services including how well the pathway supports recovery outcomes. In recognition of the need to ensure that a continuum of support is available to support recovery across communities, a Recovery Change Fund will be established, sector organisations to access funding to support tests of change in relation to mental health, recovery, stigma and social isolation in particular. Relates To Action 13.1 01 Risk of Harm ADC Recommendation 06 Recommendation Proposed Actions Latest Update Local service providers must involve people with lived experience in the ongoing development of alcohol and drug and mental health services locally and listen to their views. There was a clear disconnect between what supports service users and families thought were available in Renfrewshire, and the views of services themselves. It was clear services do exist but that communication and signposting to these is not working. Explore options to establish a lived experience / living experience panel or forum in Renfrewshire, looking at best practice examples across other areas Nationally, £500,000 has been made available to support local lived and living experience forums, The ADP continues to recognise the important insight that people who use our services can give us. The Lived Experience Forum was established and continues to influence the development of policies and services, and is a subgroup of the ADP structure. Page 148 of 226
Page 153
Appendix 1 74 01 Risk of Harm ADC Recommendation 07 Recommendation Proposed Actions Latest Update There are potentially high numbers of people experiencing hidden harm from alcohol and drug use in Renfrewshire. Partners should undertake a robust joint assessment of the level and nature of harm and how this is changing over time. This should be undertaken on an annual basis in order to inform the development of services at a local level. Commission an independent research survey into hidden levels of drug and alcohol use in Renfrewshire to support a detailed needs assessment to be undertaken by partners in Summer 2021. It is important that partners across Renfrewshire better understand the level of hidden harm in Renfrewshire, recognising that local drug and alcohol services will not engage with all people experiencing issues with alcohol and drugs locally. This is important to understanding how services can better reach out to support people at an early stage. Independent research was commissioned, and completed by We are With You over summer 2021. We are With You presented the findings to the November Programme Board, as well as the February Alcohol and Drug Partnership meeting. Findings are being shared with partners and any further analysis on the data can be carried out if helpful. An overview summary paper has been developed and can be shared as well. 01 Risk of Harm ADC Recommendation 08 Recommendation Proposed Actions Latest Update Partners need to address gaps in the local data available on alcohol-related harm. This should be prioritised, and it is recommended that partners introduce an annual review of alcohol related deaths now, rather than waiting for this to become a national reporting requirement in the future. Options to be explored in terms of recruiting an Alcohol and Drugs data and research officer role on a Renfrewshire or partnership basis, with potential to link to academic institutions recognised for work in this area. An ADP Senior Information Analyst has been recruited Annual review of alcohol related deaths to be led by the Alcohol and Drugs Partnership, with the first review to take place in summer 2021. Renfrewshire ADP recognises that the number of alcohol specific death figures are concerning and have taken a forward-thinking approach by recruiting an Alcohol Specific Deaths Prevention Lead Officer. This is a funded post for 12 months and will provide a unique opportunity to examine data related to alcohol specific deaths and explore ways to reduce harm by carrying out thematic reviews to inform service delivery going forward. This post has been extended for a further 12 months and will carry out a comparison of 2022 and 2023 alcohol specific data. The ADP currently provides part funding for the Greater Glasgow and Clyde Drug Deaths Research Associate to assist in reviewing and monitoring drug related deaths in Renfrewshire. There are discussions underway to replicate this process for alcohol related deaths subject to accessing funding. Page 149 of 226
Page 154
Appendix 1 75 01 Risk of Harm ADC Recommendation 09 Recommendation Proposed Actions Latest Update Partners must provide leadership and introduce a programme of naloxone training across partners agencies, to ensure that local responders, service providers and communities are able to deliver life-saving interventions within local communities. Recruit peer support worker funded by the National Drugs Death Taskforce to increase the distribution of Naloxone across relevant partner organisations. An ADP funded post has been recruited by HSCP - Health Improvement to focus on this area. This has led to Renfrewshire ADP exceeding GGC targets for the distribution of Naloxone and training. Develop and ambitious training programme with national organisations which will aim to ensure all relevant staff and organisations across Renfrewshire are aware of naloxone and are supported to access life saving kits where appropriate within their organisations. A dedicated post to support the prevention of drug-related deaths in Renfrewshire was recruited to in September 2021. The ADP Drug Deaths Prevention Lead Officer has been working with all relevant partners to deliver local and national recommendations. This has led to the development of the Drug Deaths Prevention Group; the expansion of the provision of Naloxone throughout Renfrewshire, and the investigation of drug-related deaths to inform future preventative activities, as part of the Drug Deaths Review Group. A multiagency Naloxone Delivery Group has been established with the goal of expanding Naloxone availability throughout Renfrewshire. The Group has developed a work plan which focuses on reducing barriers to receiving Naloxone, addressing stigma, raising the profile of Naloxone and providing more learning opportunities for overdose awareness. The distribution of Naloxone continues to target those most at risk of overdose through supply by local services including ADRS, CIRCLE, HaRRT, the Overdose Response Team, pharmacies, and needle exchanges. This post has been extended to 2026. 01 Risk of Harm ADC Recommendation 10 Recommendation Proposed Actions Latest Update Services must strengthen work being done to protect those at highest risk of harm from blood borne viruses through drug use. This includes offering rapid testing for HIV and Hepatitis C and supporting those who receive a positive diagnosis to attend appointments and to sustain and follow medical guidance. Local drug and alcohol services have been selected to participate in a dry blood spot self- testing pilot, aiming to educate and normalise frequent testing across Renfrewshire. This is now complete, with a report available, including recommendations and next steps. Including a recommendation that all those in the care of alcohol and drug recovery services are tested at least annually. Page 150 of 226
Page 155
Appendix 1 76 01 Risk of Harm ADC Recommendation 11 Recommendation Proposed Actions Latest Update Partners should support the work of the National Drug Deaths Taskforce and maximise all opportunities to pilot or implement new and innovative approaches recommended by the Taskforce in Renfrewshire to reduce drug related harm. Opportunities for joint working are being explored with the national taskforce. The ADP already supports the work of the National Drug Deaths Taskforce and was successful in applying for funding to implement a suite of actions to reduce and prevent the number of drug related deaths in Renfrewshire. This includes the recruitment of a dedicated Drug Deaths Prevention Co-ordinator, a Peer Support Worker and enhanced treatment options. In addition to this, the ADP was also successful in receiving funding to implement a Test of Change. This will involve recruiting two Navigator posts who will be based at the RAH to connect and provide assertive outreach with individuals who are not in contact with treatment and care services. Funded by the Drug Deaths Taskforce, the Greater Glasgow and Clyde Overdose Response Team launched in Renfrewshire in September 2021. This contract has ended with Turning Point, and HaRRT carries out this function now The two navigator posts in RAH have been in place for a number of years, with a performance activity report available. These posts still exist within the RAH, but are not funded by the ADP. 02 Mental Health ADC Recommendation 12 Recommendation Proposed Actions Latest Update Partners should go further and be more ambitious in terms of establishing the local approach to trauma informed practice. Leaders must champion greater understanding of the impact of trauma and ensure that this is reflected in the way that staff work across all frontline services. Develop and implement a new Trauma Informed Renfrewshire programme, working with national organisations to ensure that all partners, services and frontline staff respond effectively to the impact of trauma on local people and communities. This is likely to include an extensive multi agency training programme and targeted work to develop trauma informed working practices and service environments across all sectors. Trauma Informed and Responsive Renfrewshire (TIRR) - The TIRR roadmap was approved by Leadership Board in February 2024. Training has been delivered to a range of teams across the Council, and there has been engagement with our partner organisations One Ren and Renfrewshire Health and Social Care Partnership. Officers continue to engage in regional and national trauma networks, as well as with partner organisations including the Improvement Service and NHS Education Scotland. Work will now progress on a partnership basis. Page 151 of 226
Page 156
Appendix 1 77 02 Mental Health ADC Recommendation 13 Recommendation Proposed Actions Latest Update Services must take action to improve access to and information about the services and supports which are available to people experiencing mental health issues in Renfrewshire. This must extend beyond formal health care services, with investment made in lower level support services that people can access informally at a community level when they need them. Establish a Recovery Change Fund in Renfrewshire, providing an opportunity for community and voluntary sector organisations to access funding to support tests of change in relation to mental health, recovery, stigma and social isolation in particular. These tests of change will be used to inform the future design of services in Renfrewshire. The aim of the Recovery Change Fund was to support the development of local groups and organisations which provide social connection and support recovery in Renfrewshire. The Fund was also intended to provide opportunities to support piloting new ideas and projects in relation to mental health, recovery, stigma, and social isolation. Funding was made available for groups and organisations to apply for, against specific criteria developed, with three funding rounds over the period July 2022 to February 2023. The Recovery Change Fund undertook a review over summer 2023, following lower than anticipated engagement with the Fund. It was agreed by Programme Board to discontinue the Fund in this form and explore enhancing other funding streams supporting communities, with a portion of funding being allocated to enhance the Winter Connections Programme budget. 03 Prevention and Early Intervention ADC Recommendation 14 Recommendation Proposed Actions Latest Update Community Planning Partners must demonstrate leadership in terms of alcohol provision and availability. This should include but is not limited to: • creating safe spaces within buildings by removing the sale or provision of alcohol • promoting alcohol free policies and culture within the workplace, including in school and leisure facilities • supporting staff impacted by the use of alcohol Undertake a targeted programme of work with community planning partners, gaining commitment from each partners to demonstrate leadership and to introduce revised policies and practices which recognise the impact of alcohol promotion and supply across communities and workplaces. A Health Improvement Lead partnership officer was recruited to drive policy change across Renfrewshire, focusing on issues such as alcohol availability, supply and promotion and also how employers across Renfrewshire can identify and respond to support people and their families who are affected by alcohol use. In terms of activities, Workplace Alcohol Policy reviews are continuing to progress with Renfrewshire Council and West College Scotland. The Health Improvement Lead took on the role as Chair of Renfrewshire Licensing Forum, (further detail below) Police Scotland run an annual Proxy Purchase campaign nationally that is implemented within Renfrewshire, this involves a social media campaign and Police visits to licensed premises. In order to increase awareness of this campaign and messages, the Health Improvement Lead worked with the ADP to establish a multiagency group to support and strengthen future campaigns. Work took place to build partnerships locally to promote alcohol free policies and culture within the workplaces and community facilities, including with Renfrewshire Council Children’s Services and OneRen to review how this recommendation can be implemented in schools and sports centres. Work took place with Engage to look at how alcohol is often used within the Third Sector in fundraising and how to support Council and HSCP to work collaboratively to deliver health improvement activities in relation to alcohol use, with funding allocated to support the recruitment of a health improvement lead Page 152 of 226
Page 157
Appendix 1 78 Recommendation Proposed Actions Latest Update • promoting awareness of alcohol harm across the workforce • committing to end alcohol-related advertising on or within partner buildings or sites. that will work with partners and communities to identify and support opportunities for changes in behaviour and practice. organisations to move away from this model in Renfrewshire. The Health Improvement Lead worked in partnership with Public Health Scotland to produce alcohol harms data at neighbourhood level in Renfrewshire. This included neighbourhood level data on alcohol related hospital admissions, alcohol related mental health admissions and alcohol specific deaths. This information was shared with relevant stakeholders including Community Councils to empower them in their role within the licensing process. 03 Prevention and Early Intervention ADC Recommendation 15 Recommendation Proposed Actions Latest Update Renfrewshire Licensing Board should continue to use all of its available powers to limit alcohol related harm in Renfrewshire, and Renfrewshire Council should lobby Scottish Government to ensure that the licensing board can further strengthen its role in terms of improving health and wellbeing. Engage with the Licensing Board on the Commission’s findings and identify opportunities to provide further local data and information from the alcohol needs assessment that will be undertaken during Summer 2021/ The Health Improvement Lead took on the role as Chair of Renfrewshire Licensing Forum. The role of this Forum is to review the activity of the Licensing Board and give the Board feedback, advice and recommendations. After consultation with Forum members, a workplan has been developed which will look to strengthen its role in Renfrewshire. Key priorities are to increase member’s knowledge around the 5 licensing objectives and to recruit local young people to the Forum. To support the Licensing Board provide greater information is provided to better inform decision- making, including local alcohol harms data and updates from local services around the impact of alcohol in Renfrewshire. The Health Improvement Lead, in partnership with the Licensing Forum, also proposed a multi partner information event for Licensing Board members, to provide local intelligence and service feedback on how best to tackle alcohol related issues with a view to preventing crime and disorder, securing public safety, preventing public nuisance, protecting and improving public health and protecting children from harm. This will strengthen and complement the mandatory Licensing Board training delivered by Alcohol Focus Scotland. Page 153 of 226
Page 158
Appendix 1 79 03 Prevention and Early Intervention ADC Recommendation 16 Recommendation Proposed Actions Latest Update Statutory services must continue to ensure that Sheriffs are aware of the range of drug, alcohol and mental health services available in Renfrewshire, eligibility for these and how these can be best utilised to provide support and interventions within sentencing. Partnership review of existing mechanisms to be undertaken with more detailed exploration of key priorities going forward. We have worked with Community Justice Scotland to develop a refreshed online directory of community justice support available throughout Renfrewshire. Published in September 2024, the Community Interventions and Support Directory presents sheriffs, defence lawyers, prosecution and social workers with options relating to the alcohol, drug, and mental health needs of presenting individuals. This instils greater confidence in judicial decision making and encourages greater use of community-based recovery and rehabilitation, where it is safe to do so. We know that recovery and rehabilitation is an individual journey, and this is why we have taken time to identify innovative and creative ways of learning from justice clients who do and would benefit from support services. Our community justice and alcohol and drug services work closely to share and reflect on insight relating to clients’ experience and impact of such services. This collaboration helps us adapt and refine our provision for this population. Sharing this insight with a broad range of partners has helped us take a strategic approach to commissioning, ensuring services addressing other needs, such as employability, are able to take clients through specialist pathways that are sensitive to their broader circumstances. We continue to make progress in integrating and complementing local alcohol, drug and mental health supports with other justice measures such as diversion, structured deferred sentences, bail supervision and voluntary support upon release from short sentences. One key aspect of this is training, with justice staff having completed Alcohol Brief Intervention training and scheduled to receive justice-specific mental health training from Penumbra through NHS GGC. 03 Prevention and Early Intervention ADC Recommendation 17 Recommendation Proposed Actions Latest Update Review local level data on, and approaches to, addressing Foetal Alcohol Spectrum Disorder (FASD) in Renfrewshire to consider how best to reduce the number of children impacted by alcohol prior to birth. HSCP and Children’s services to undertake review of current local data and practices in relation to FASD, with potential to explore this issue in partnership with other neighbouring local authorities and academic institutions to assess the impact of FASD in Renfrewshire. Considered at the October 2022 Alcohol and Drugs Programme Board, with agreement not to progress at this time. Page 154 of 226
Page 159
Appendix 1 80 04 Young People and Families ADC Recommendation 18 Recommendation Proposed Actions Latest Update The work that young people in Renfrewshire are leading to improve Personal and Social Education in schools on issues such as drugs and alcohol and mental health, needs to be implemented as a priority by Renfrewshire Council. Provide enhanced education and training in relation to alcohol and drugs issues across Renfrewshire's learning establishments. This will closely align to the work young people have been leading in terms of personal and social education on these issues. Children’s Services, in partnership with I Am Me Scotland, have developed a digital, interactive, and progressive curricular programme in substance use for early years to senior phase, aligned to the principles of Curriculum for Excellence, and reflecting the context of alcohol and drug use within Renfrewshire. The ‘Alcohol and Substance Awareness Education’ pack, including nursery, primary, and secondary resources, has been produced with Renfrewshire Children’s Services, Teachers, Police Scotland, NHS, Renfrewshire HSCP and, most importantly, children, young people, and those who have lived experience of drug and alcohol use. The resources have been made available to schools, and training has also been provided for teachers. 04 Young People and Families ADC Recommendation 19 Recommendation Proposed Actions Latest Update Young people should not be anxious about transferring from their existing service into an adult focused alcohol and drug service. Targeted consultation should be undertaken on this issue and should focus on the beneficial relationships that young people need to address their needs, rather than what age they are. Undertake a review of transitions between children’s and adult alcohol and drugs service in partnership with young people using the service, and staff across the HSCP and Children’s Services to understand the journey for young people as they transition through service and the impact that this has on their life outcomes. Considered at the October 2022 Alcohol and Drugs Programme Board, with agreement not to progress at this time. Undertake a cohort study of young people using the RADAR service over the past 5 years, in order to assess ongoing need for support throughout early adulthood. Considered at the October 2022 Alcohol and Drugs Programme Board, with agreement not to progress at this time. Page 155 of 226
Page 160
Appendix 1 81 04 Young People and Families ADC Recommendation 20 Recommendation Proposed Actions Latest Update Recognising the at times distressing evidence that the Commission heard on the impact of alcohol and drug use for families, partners should undertake a review of existing family support provision. Particular focus must be on the support that is available to children and young people who are impacted by parental drug or alcohol use. In addition, as Renfrewshire considers its response to the Independent Care Review it should explore how the family support model developed reflects fully the principles of The Promise. Commission a whole family review of support services in Renfrewshire, which support people and family members that are or have been impacted by alcohol and drug use, with a key aim of identifying potential gaps in provision and opportunities for engaging with community and third sector organisations to develop these further. An independent review of family support services in relation to alcohol and drugs services locally was carried out by Scottish Families Affected by Alcohol and Drugs (SFAD), to assess where possible gaps in provision exist, and to make recommendations on how these should be addressed. The work also included workforce development sessions, and a Family Recovery College course. A working group comprising relevant services met to discuss the findings, map them against existing activity, and to identify actions for further exploration. During this work it was identified that there were opportunities to explore additionality/addressing gaps noted in the Review report. However, with recent work taking place to review current provision within Children’s Services and ADRS in this area, with a recent report provided to CAPADU, the group identified the opportunity for the Family Support Review to be embedded into this established programme of work. It was agreed that the review and the mapping work should be incorporated into the CAPADU structure, to be taken forward, and to feed into existing work exploring current provision, opportunities to address gaps, utilise available funding etc. 04 Young People and Families ADC Recommendation 21 Recommendation Proposed Actions Latest Update Children and young people need to be able to access the right type of support for any mental health issues including lower levels anxiety and stress. Partners should review current mental health provision for young people and ensure that this meets all levels of need. Develop an intensive mental health support programme for children and young people who may be experiencing difficulties in relation to alcohol and drug use and mental health. This will be informed by a recent multiagency mapping exercise of local provision, with further engagement also required with young people, families and frontline staff. A Youth Health and Wellbeing Service was piloted from September 2022 to December 2023, and provided drop-in facilities for young people to access to both health and wellbeing support direct from health professionals, as well as offering access to a Circuit Class. Delivered once a week in the Paisley Lagoon Centre, the Service complemented the wider health and wellbeing work taking place across Renfrewshire. Page 156 of 226
Page 161
Appendix 1 82 04 Young People and Families ADC Recommendation 22 Recommendation Proposed Actions Latest Update Partners should work with local retailers and communities to effectively target proxy purchase of alcohol in communities. Develop and implement partnership campaign with local stakeholders and businesses to reduce the prevalence of the proxy purchase of alcohol in Renfrewshire. Police Scotland run an annual Proxy Purchase campaign nationally that is implemented within Renfrewshire, this involves a social media campaign and Police visits to licensed premises. In order to increase awareness of this campaign and messages, the Health Improvement Lead is working with the ADP to establish a multiagency group to support and strengthen future campaigns. The ADP structure has been reviewed and will continue to progress this as part of the ADP Prevention and Education Group. 05 Recovery ADC Recommendation 23 Recommendation Proposed Actions Latest Update Lived experience needs to be the beating heart of the approach to recovery in Renfrewshire. This needs to be a strong and meaningful partnership for all, with lived experience being fully embedded into everything that happens - from employment to training to service development and design. Linked to actions 6.1, 26.2, 27.2 This action is linked to actions 6.1, 26.2, 27.2, and one of the Programme Outcomes is "valuing lived and living experience", with projects being asked to demonstrate and provide evidence towards this Page 157 of 226
Page 162
Appendix 1 83 05 Recovery ADC Recommendation 24 Recommendation Proposed Actions Latest Update Alcohol and Drug Services should pilot Recovery Advocacy / Rights in Recovery in partnership with the Scottish Recovery Consortium and Reach Advocacy to strengthen Renfrewshire's rights-based approach to recovery. Explore options with the Scottish Recovery Consortium and local advocacy services to discuss the possibility of developing a pilot in Renfrewshire of Advocacy Rights in Recovery. In considering evidence for MAT Standard 8 'All people have access to independent advocacy and support for housing, welfare and income needs', it was observed that people affected by alcohol and drugs were not readily accessing Renfrewshire's existing advocacy service, You First Advocacy. To support more people to engage, the ADP has funded a dedicated Alcohol and Drugs Advocacy Worker post to be part of the Team within You First Advocacy. This role will increase the number of people attending for advocacy who have been affected by alcohol or drugs, establishing referral pathways and building relationships between ADP partners and You First Advocacy. The role will also increase capacity within organisations to understand the role of advocacy for people affected by alcohol and drugs, and the stigma which can impede access to advocacy and advice services. Currently reviewing the impact of the post to inform the future of the service. 06 Relationships and Connections ADC Recommendation 25 Recommendation Proposed Actions Latest Update Recognising the value of lived experience and social connections, local alcohol and drug services should employ link workers and develop a peer support network to assist individuals and families to navigate services, support and activities. Investment must also be made to support the development of local groups and organisations which provide social connection and support recovery. Significantly expand and develop a peer support model in Renfrewshire, recognising the value of lived experience and the importance of positive relationships to support local people in their recovery journey. This will build on recent work to recruit two specialist outreach nurse posts who will be based at the RAH. These posts will connect with individuals within their own homes and communities to provide relevant treatment and support. The Commission heard that often people who use drugs and alcohol would benefit from peer support as they worked towards recovery. A Peer Coordinator and two peer workers have been recruited, and are actively promoting recovery within CIRCLE and within wider communities. CIRCLE (Continuing in Recovery Changes Lives Entirely) is a Recovery Hub in Renfrewshire for individuals affected by mental health and/or alcohol and drugs, based on a peer-led model that involves people with lived and living experience in all aspects of service planning. The model delivers a core programme of activities and is developing links for future implementation. Current service provision includes activities such as a book group, gardening group, focus group, football, drama etc. These posts will also be complemented by the recruitment of two Navigator posts which will also be funded by the Drug Deaths Task Force. These posts will also aim to connect with individuals affected by alcohol/drugs and This action is linked to Action 01.11 Page 158 of 226
Page 163
Appendix 1 84 06 Relationships and Connections ADC Recommendation 26 Recommendation Proposed Actions Latest Update It is more critical than ever given COVID-19, that barriers to recovery such as loneliness and isolation and stigma are prioritised by partners. Partners should designate 2021 as Renfrewshire's year of connection, and plan a year of action with all partners and communities involved in some way. Develop plan of action to support greater communication and engagement across the whole of Renfrewshire on recovery, with the ambition of Renfrewshire to be regarded as the first local authority of recovery for alcohol/drugs and mental health. See below Connected and Caring Renfrewshire programme. Consider opportunities to develop a year of connection programme, the timescales for which may be impacted by the ongoing COVID pandemic The Scottish Recovery Consortium (SRC), working in partnership with CIRCLE, developed a programme of events and activities throughout 2022, with the ambition of building a strong recovery community in Renfrewshire, linking with the wider community through positively promoting recovery. A Host Group involving SRC, CIRCLE, and a number of local partners, co-produced and delivered a series of local events and activities, such as Barshaw Park Gala Day, Blend Event, Live it Up in Linwood, Connected and Caring Carnival, the Art of Recovery Festival, and the Recovery Walk Scotland, which took place in Paisley on 24 September 2022 during Scotland’s celebration of International Recovery. The Programme was joint funded by Renfrewshire ADP and the Alcohol and Drugs Change Programme. Recommendation Proposed Actions Latest Update engage them with treatment and support services The ADP provides funding to the long established and successful Sunshine Recovery Café; that is a valuable resource in Renfrewshire to connect with individuals affected by alcohol/drugs and or mental health Sunshine Recovery has now disbanded, with many of the staff now employed in CIRCLE. There will be scope in the future to develop a new resource, with the ADP potentially creating a planning post looking at this. Recovery opportunities continue to be enhanced with the further development of a hub and spoke model in Renfrewshire. Page 159 of 226
Page 164
Appendix 1 85 06 Relationships and Connections ADC Recommendation 27 Recommendation Proposed Actions Latest Update Partners must act robustly to eradicate stigma and have positive recovery conversations with communities and the workforce, including through engagement with local media. People with lived experience in Renfrewshire must play a leading role in the planning, development and delivery of this work. Develop multiagency training and communications materials which aim to eliminate stigma and change the conversation locally around alcohol and drug use and the aim of recovery. Workforce training resources have been developed by I Am Me Scotland, aiming to improve the understanding, awareness, and confidence of the workforce in relation to stigmatising language around alcohol and drugs. The resources have been co-developed with the support of people with lived experience of drug and alcohol use, addiction, recovery, and the stigma associated with this. The interactive learning materials include a number of short films, including people’s personal experiences of stigma, and they encourage participants to challenge their own views, attitudes, behaviours, and language, as well as those of colleagues. Work to align the resources with current and emerging pieces of work, such as Making Every Contact Count is currently progressing, as part of the Connected Communities Programme. Linked to actions above, there is a requirement to consider options for developing a lived experience panel or community voices type forum which would ensure meaningful engagement with people impacted most by stigma. Linked to Action 6.1 Page 160 of 226
Page 165
Appendix 1 86 Page 161 of 226
Page 166
Page 162 of 226
Page 167
___________________________________________________________________ To: Leadership Board On: 17 September 2025 ___________________________________________________________________ Report by: Chief Executive ___________________________________________________________________ Heading: Best Value – Corporate Improvement Plan ___________________________________________________________________ 1. Summary 1.1 The duty of Best Value applies to all public bodies in Scotland and requires organisations to ensure that there is good governance and effective management of resources, whilst also ensuring activities focus on improvement and deliver the best possible outcomes for the public. 1.2 This paper provides an update to elected members on the ongoing activities within the organisation to support the delivery of Best Value through our continuous improvement focus. 1.3 A range of high-level actions are grouped together in a Corporate Improvement Plan (CIP), which was previously reported to the Leadership Board in February 2025. The CIP has been updated to reflect activity and progress and now has a number of new actions included following the publication of the Controller of Audit Best Value report for Renfrewshire Council, as reported to Council in June 2025. 1.4 Alongside the ‘watching brief’ areas from the Controller of Audit report, the CIP includes recommendations from previous Annual Audit Reports by the Council’s external auditors, Azets, and actions from self-assessment activity, primarily the Corporate Self-Assessment and the Council’s Cultural Assurance Model. 1.5 The full Corporate Improvement Plan is attached to this report as Appendix 1 and is also published on the Council’s website. A progress report will be presented to Leadership Board in February 2026. ___________________________________________________________________ Item 7 LB170925 Page 163 of 226
Page 168
2. Recommendations 2.1 Members are requested to: • note the progress of the Corporate Improvement Plan as outlined in the appendix. ___________________________________________________________________ 3. Background 3.1 A core value of Renfrewshire Council is ‘We Value Learning’ and the Council has established an ongoing programme of self-assessment to learn and improve. This helps to ensure that all elements of Best Value are being delivered and to drive forward corporate improvement activities in line with our commitment to continuous improvement as an organisation. 3.2 Within the new Best Value approach, our first phase of self-evaluation focused on a Corporate Self-Assessment which was rolled out in 2022/23 and 2023/24 and resulted in the development of Corporate Improvement Plan (CIP). This CIP has been enhanced with additional areas for improvement identified via the ongoing external audit processes, including our Annual Audit Report and the Best Value thematic reviews. 3.3 The original CIP was reported to Leadership Board in February 2025, noting that the vast majority of existing actions were completed or nearing completion and represented a significant programme of work across the range of Best Value themes. 3.4 As anticipated at that time, a range of new improvement actions have since been identified through the second phase of self-assessment - our Cultural Assurance Model - and also through the Controller of Audit Best Value report of Renfrewshire Council. 3.5 As reported to Council in June 2025, there were no formal recommendations from the Controller of Audit Best Value Report, however areas of interest were highlighted by the Accounts Commission. These broadly align with areas already identified as part of the preparation for the Best Value process or the self-assessment activity which has underpinned it. Eight actions have been added to the CIP and are noted at the start of the appendix, under the prefix BV. 3.6 An additional action has been added from the recommendation contained within the Interim Follow Up Report as reported to Audit, Risk and Scrutiny Board in April 2025. This relates to the use of options appraisals and is noted with the prefix IF. 3.7 There are five actions which have been developed using the Council’s Cultural Assurance Model, reflecting the areas for improvement identified by Council colleagues across services. These are identified in the CIP with the prefix CAM. Page 164 of 226
Page 169
3.8 The remaining actions in the CIP have all been previously reported to Leadership Board and the majority are now complete but are still included for completeness. In future progress updates to the Leadership Board, completed actions which have already been reported to Board as complete will drop off the action plan. 3.9 The Best Value thematic work on transformation is being finalised by the Council’s external auditors and is due to be reported to the Audit, Risk and Scrutiny Board later this month. Any recommendations arising from that report will be added to the Corporate Improvement Plan. 3.10 While the ongoing audit process continues, with the Annual Audit Report and the annual Best Value thematic reviews, for Renfrewshire Council the particularly intensive audit period experienced in preparation for the Controller of Audit Best Value report has now ended. The focus for the organisation has shifted to continuous improvement – reflected both in the Corporate Improvement Plan approach, but also wider activity, such as the establishment of the officer Performance Board and the Consultation and Engagement Oversight Group. Any specific improvement actions flowing from these groups will also be captured in the CIP. 3.11 As previously noted, the CIP is a dynamic document, and the completed actions will make way for new actions to be taken forward. In addition, progress on the recommendations from our external auditors will continue to be reported to the Audit, Risk and Scrutiny Board as part of the ongoing reporting arrangements in relation to Best Value. ___________________________________________________________________ Implications of the Report 1. Financial – none 2. HR & Organisational Development – none 3. Community/Council Planning – our commitment to Best Value and the delivery of many of the activities (including self-assessment) is clearly established within our Council Plan, particularly through the Living Our Values strategic priority. 4. Legal - none 5. Property/Assets – none 6. Information Technology - none 7. Equality and Human Rights – there are no negative impacts on equality groups or potential for infringement of individuals’ human rights arising from the recommendations contained in the report, as the report is for noting only. Page 165 of 226
Page 170
There is an action in relation to equalities and our refreshed approach to impact assessments in the appended Corporate Improvement Plan. 8. Health and Safety - none 9. Procurement – none 10. Risk – none 11. Privacy Impact – none 12. COSLA Policy Position – none 13. Climate Risk – none 14. Children’s Rights - none Author: Pauline Moss, Strategy, Policy and Insight Manager Page 166 of 226
Page 171
Renfrewshire Council - Corporate Improvement Plan References: BV prefix - Best Value Audit Report, June 2025 LF prefix - Thematic Review: Leadership, 2022/23 IF prefix - Interim Follow Up Report, April 2025 CAM prefix - Cultural Assurance Model, 2024/25 AAR prefix - Annual Audit Report, 2023/24 SA prefix - Corporate Self-Assessment, 2023 WFI prefix - Thematic review: Workforce Innovation, 2023/24 Ref Action/recommendation Update Timescales Status BV.1 Embed Cultural Assurance Model approach into cycle of continuous improvement 5 priority actions identified from the Cultural Assurance Model (CAM) have been included in this Corporate Improvement Plan and where relevant have been included in Service Improvement Plans. Further work is planned to reflect further on this work and the findings from the Employee Engagement Survey, aligning and building on these insights. Cultural Assurance Model actions progress is noted below with the actions prefixed CAM. A timeline for future phases of the CAM is currently being developed, alongside colleagues in People and OD, to best align with future phases of the Employee Engagement Survey. 31 March 2027 Ongoing Page 167 of 226
Page 172
BV.2 Share Cultural Assurance Model with others Renfrewshire Council continues to work closely with the Improvement Service as we share our experience of developing the model and the benefits of undertaking this work. A workshop with a national professional group took place in June 2025 which was well received, and a number of local authorities have expressed an interest in the model. As this work is mainstreamed into the Improvement Service’s PSIF offer for all member organisations, Renfrewshire Council officers will continue to make themselves available to champion this work. The Improvement Service have now launched the Cultural Assurance Model, branded the ‘Culture Checklist’ as part of their PSIF package – this is available online. The lead officer on this work has also been invited to present to the Improvement Service’s Annual PSIF Learning event due to take place in November this year. 31 March 2026 Ongoing BV.3 Highlight costs associated with Thistle Primary School and extension to Park Mains High School Capital costs for both projects are reported to the Education and Children’s Services Policy Board every reporting cycle, on an individual basis giving Elected Members and the public full information on both cost and progress with the works and both projects are fully funded and included within existing financial plans. A revised medium term financial plan will be provided to Council in September which will incorporate the forecast operating costs of the expanded schools’ provision. Capital costs remain in line with agreed budgets at present. 30 September 2025 Ongoing BV.4 Evidence community engagement within The Consultation and Engagement policy was approved at Leadership Board in February 2025, which sets out standards and 31 March 2027 Ongoing Page 168 of 226
Page 173
decision making, policy development and service planning guidance for planning, conducting and learning from public engagement. It is intended to support greater consistency in the approach to public engagement, to promote data-sharing across the Council, and to help build trust with communities and other stakeholders. A Consultation and Engagement Co-ordination Group is being established to provide strategic oversight and guidance, and drive improvement activity. Updates will be provided to the Leadership Board on a six-monthly basis as part of Council Plan updates. The findings from the recent Residents Survey will also support decision making and service planning, acting as a baseline for future engagement and priority setting. A new Senior Policy Officer to support this workstream has now been appointed and is in post. Work is underway to carry out a ‘rapid review’ and triage upcoming consultations and surveys and to work closely with Digital Experience colleagues for how the new website can best support the approach. A toolkit is also being developed. BV.5 Monitor, assess and report on any delivery issues in relation to capital programme Officers recognise the challenges in delivering Renfrewshire’s capital programme - the programme is ambitious, diverse and complex. Officers continue to closely monitor projects progress through a number of officer boards such as the Learning Estate Strategy Board. Regular updates on key projects are also provided to Elected Members through Board reports such as learning estate updates to the Education and Children’s Services Policy Board; and cultural and City Deal projects to the Economy and Regeneration Policy Board. The Audit Risk and Scrutiny Board has also agreed to maintain a wider overview in respect of the learning estate incorporating both capital project progress and strategic planning. 31 December 2025 Ongoing Page 169 of 226
Page 174
BV.6 Encourage all Elected Members to undertake training The Council uses a combination of an intensive induction programme following each Local Government election and a targeted annual development programme for Elected Members. This is supplemented by bespoke training opportunities throughout the year. This approach is regularly reviewed to keep pace with the changing context and key areas of interest identified by Elected Members. Training opportunities are also offered in different formats – in person, hybrid, online and as a recorded training seminar available at a time to suit. A suite of training materials is also provided to enhance the content, and opportunities for training and development through organisations such as the Improvement Service are also shared and promoted. Feedback is sought from the annual Members Development Week and the programme adjusted to reflect this. Plans are already in development for the Members Induction Programme following the 2027 local government elections. A range of training options continue to be utilised by Members, including Board-specific training, such as for the Audit, Risk and Scrutiny Board. The annual Members Development Week has been scheduled for the week commencing 6 October 2025. Members were asked for areas they wished covered, and the responses were considered. Similarly, the CMT’s views were sought. The programme has been set and members advised of the programme content and timetable. 31 December 2025 Ongoing BV.7 Continue to monitor performance and the impact of decisions on service performance and wider community outcomes A programme of work strengthening the Council’s approach to performance scrutiny has already been commenced. This includes the establishment of an officer performance group to drive improved performance across Council Plan strategic outcomes, explore the LGBF and other benchmarking in more depth and undertake ‘deep dives’ on Council-wide performance, with a 31 December 2026 Ongoing Page 170 of 226
Page 175
particular focus on outcomes and the golden thread between performance and priorities. The new officer Performance Board has been established and has been meeting on a four-weekly basis. A programme of work has been agreed and includes deep dives into the following areas – planning and building control, absence, complaints and enquiries, justice social work and waste and recycling. Reporting on LGBF indicators to the Audit Risk and Scrutiny Board has been increased to six-monthly. Work is also underway to review the approach to Service Improvement and Council Plan reporting, with a view to strengthening the ‘golden thread’. BV.8 Financial Reporting of Savings Officers will continue to consider where improvements in financial reporting could be made, recognising our commitment to transparency. Currently, where Council agrees a saving, this is baselined within opening departmental budgets, therefore any non-delivery will result in a reportable overspend to the relevant Policy Board. Further, additional reporting of savings delivery arising from the Reshaping Renfrewshire Programme will be built into the major financial strategy reports brought forward twice a year by the Director of Finance and Resources. The financial plan report to Council in September will outline target areas for savings linked to agreed transformation themes and also provide an update on achievement of departmental savings achieved to date. 30 September 2025 Ongoing IF.1 Consider how options are presented to Elected Members to improve decision making The Council already makes extensive use of options appraisal and business case development as part of major investment projects and has an established business case and options appraisal process as part of its corporate project management framework to 31 March 2026 Ongoing Page 171 of 226
Page 176
effectiveness and openness support the development and delivery of projects across the Council. Officers are undertaking a review of the existing corporate guidance, board reporting arrangements and will benchmark with approaches adopted by other Scottish local authorities to identify specific areas of best practice and recommended improvement actions to be adopted into existing arrangements. AAR.1 Update performance information on the Council’s website The Council regularly updates its performance information on the website. The small number of documents which had not yet been updated to the latest approved on the website have since been updated and a specific ‘Best Value’ page has been created. No timescale set - this was actioned immediately Complete WFI.1 Implement clear productivity measures in relation to efficiencies and impact on productivity As a direct result of the 2023/24 Audit recommendations, the 2025/26 Service Improvement Plans (SIPs) include a new suite of performance indicators. These include: • Percentage of new Council staff completing corporate induction within 30 days of start date • Percentage of Council staff who have completed all mandatory training • Percentage of Council staff who have participated in a Personal Development 1-2-1 discussion within the last year These measure the overall performance for the Council workforce. In additional, services also have these specific measures within their SIPs. These indicators will continue to evolve as we measure progress and the impact of the People Strategy. These measures were agreed at the Chief Executive’s Scrutiny Meetings with Services and have also been agreed by Corporate Management Team. 30 June 2025 Complete Page 172 of 226
Page 177
In February 2025, a Board report went to Finance, Resources and Customer Services Policy Board, entitled People Strategy 2021-26: Council Workforce Demographics and People Metrics. This report provides an overview of the current workforce profile and highlights the importance of utilising people metrics for effective evidence-based decision-making within the Council. A clear understanding of our workforce is crucial for workforce planning and future operational service delivery. A further report providing year end people metrics for 2024/25 was also presented to Elected Members of the Finance, Resources and Customer Services Policy Board in June 2025. The next report is scheduled for November 2025, ensuring Elected Members have complete oversight and scrutiny of the Council’s performance. WFI.2 Track the impact of the skills and development measures with a set of performance indicators As above, a suite of performance indicators is now included in all Service Improvement Plans from 2025/26, and we are also measuring overall Council-wide performance. New actions have also been included in the SIPs to reflect the recommendations from the Audit, including • Deliver a refreshed approach to workforce planning and workforce innovation as part of the review of the Council’s People Strategy, supporting future Financial Sustainability This workstream also links with the performance overview for the CMT, with new people metrics being embedded in the regular reporting. This will be further developed and continue to be built into updates to Policy Board as outlined above. 30 June 2025 Complete WFI.3 Improve the quality of the reporting presented to the relevant Board and Members (in relation to Regular updates on the People Strategy are reported to the Policy Board, for example in addition to the February report referenced above, an earlier report went to Policy Board in November 2024, which detailed the organisation’s progress against the People 30 June 2025 Complete Page 173 of 226
Page 178
people strategy monitoring). This includes considering reporting within service level in SIPs. Strategy priorities. This reported an 80% completion of the plan, alongside a very detailed appendix of performance. In addition, officers have developed an approach to strengthen and mainstream updates through the SIP process as follows. There will continue to be workforce innovation as a dedicated section within SIPs. As noted above, for 2025/26 there has also been a dedicated section on workforce innovation progress which will also be reported back in the mid-year and outturn reports. While workforce innovation has always featured prominently in the actual SIP, incorporating actions and performance indicators will strengthen reporting within the progress reports. Each service has added a dedicated action committing to progressing the priorities within the People Strategy. Linking to the above action, further development of people metrics has been carried out and a new suite included in the 2025/26 SIPs. This work will continue to flow through to the regular Policy Board reporting on the people strategy. Workforce planning/innovation will continue to be a key element within the Chief Executive’s Scrutiny Sessions. As reported to Policy Board in April 2025, a review of the Council’s People Strategy is already underway and aligns to recent service redesign within the People and OD team, as follows: ‘The new strategy will have a stronger focus on financial sustainability and will set out our vision for the workforce, ensuring that we continue to attract, develop, and retain the right people with the right skills to meet the needs of our communities. To successfully deliver this strategy, it is essential that the People and OD team are structured effectively, with the right talented Page 174 of 226
Page 179
resources in place. The review of the People and OD function is therefore a crucial step in ensuring the team is in the best shape to lead and support this transformation.’ A report was presented to Elected Members of the Finance, Resources & Customer Services Policy Board on 12 June 2025, outlining proposals to modernise the Council’s terms and conditions of employment for local government employees. These proposals are part of the Council’s ongoing commitment to workforce development under the People Strategy and aim to improve flexibility, fairness, and sustainability across the organisation. Key areas include converting public holidays into flexible annual leave, enhancing leave entitlements, recognising NHS service for recruitment, revising festive closure arrangements, and updating flexible working and redeployment policies. Following initial rejection of the original offer by Trade Unions, the Council have undertaken further analysis and reshaped the proposal to address concerns. A revised offer has now been presented, including a restructured compensation package and broader leave improvements. Discussions with Trade Unions remain ongoing, and the Council continues to engage constructively to reach agreement. Subject to approval, implementation is planned on a phased basis from January 2026. A further update will be provided to Members at the September Policy Board. LD1 To consider further priority setting to allow effective delivery of the Council’s key outcomes. From February 2024 onwards, CMT undertook a number of sessions to refine the Council Plan priority actions, and this approach was pulled through to the Service Improvement Planning process, with SIP priorities presented to the CMT by Directors before Board. 31 July 2024 Complete LD2 The Council set a clear performance framework Page 175 of 226
Page 180
and service tracking of Council Plan objectives; the Council might want to revisit the way it tracks Plan objectives progress to ensure reporting is accurate Following this, a refreshed Council Plan was presented to Leadership Board in June 2024, with significantly reduced and refined priorities, actions and indicators. A new overview dashboard of progress towards the Strategic Outcomes was also included in the 6-month performance update, also presented to the June 2024 Leadership Board. CAM.1 Involving employees in reviewing and improving the organisation – produce a single ‘plan on a page’ for each Service Improvement Plan (SIP), for managers to use in team and individual meetings, using clear language and relevant to a wide range of colleagues. Service Improvement Plans for 2025/26 were approved at the relevant Policy Boards during the May/June cycle. Following that, a template for the plan on the page has been developed and the service content is currently being populated. 31 December 2025 Ongoing CAM.2 Review approaches for employees to raise concerns with a workshop at future OLF on whistleblowing, learning lessons, and training managers to have ‘raising concerns’ conversations and incorporate into their regular team and individual meetings. Plus, opportunity to build into action for action CAM.4 to include a question specifically A date for the OLF session is being scheduled and the workshop is currently being designed 31 December 2025 Ongoing Page 176 of 226
Page 181
about any concerns within PDP process. CAM.3 All senior officer Boards, groups and meetings to include final agenda item on comms needed to other groups and to broader workforce This has been adopted across senior officer meetings and Boards. Work is underway with the Marketing and Comms team to develop more information for staff on the website on these meetings (links to CAM.5). 30 June 2025 Complete CAM.4 Updated template for PDPs to be developed (including links to SIPs, question regarding raising concerns) and expectations set across management teams about completing these at least once a year. This should be fed back at DMT level. The Council has approved a new People, Performance and Wellbeing Policy, which strengthens our approach to supporting staff and improving service delivery. This policy replaces the previous People, Performance and Talent framework and reflects our commitment to a values-led, trauma-informed culture. The policy introduces a structured cycle: Evaluate, Meet, Support, Review, to guide performance conversations and development planning. Managers are expected to hold at least one meaningful one-to-one conversation annually, ensuring staff feel heard, supported, and clear on expectations. Wellbeing is now formally recognised as a key driver of performance, with the policy encouraging open conversations around health and trauma. This ensures that support is not only available but embedded in how we manage and develop our workforce. By aligning with the Council’s strategic aims, the policy promotes fairness, inclusion, and continuous improvement. It also helps identify skills gaps and underperformance early, enabling targeted investment in workforce development and better outcomes for our communities. 31 March 2026 Ongoing Page 177 of 226
Page 182
Guidance and associated training for Managers and Staff will be rolled out towards the end of 2025. The Council has implemented a mandatory training programme for all employees, reinforcing our commitment to learning as a core organisational value. This programme is a key strand of the People Strategy and supports a collaborative, values-led learning culture. Mandatory training helps ensure consistency, compliance, and quality across services, while also enhancing employee performance, satisfaction, and retention. It contributes directly to risk mitigation, innovation, and the Council’s reputation as a responsible and forward-thinking employer. A renewed corporate focus has been placed on progressing mandatory training across all services, with regular performance reporting to the Corporate Management Team. The five mandatory courses for all employees are: Equality, Diversity and Inclusion Awareness, Information Governance Annual Refresher, Introduction to Data Protection, Introduction to Freedom of Information, and Living Our Values. For networked employees, additional mandatory courses include Display Screen Equipment Awareness, Information Security Awareness, and Cyber Security. Targeted initiatives, such as protected, time for teachers, toolbox talks for frontline staff, automated reminders, and expanded induction content, are helping improve completion rates and ensure all staff are equipped to deliver best value outcomes for Renfrewshire’s communities. Progress on mandatory training is reported as part of the Council’s Workforce Planning and People Metrics Report presented to Page 178 of 226
Page 183
elected members of the Finance, Resources and Customer Services Policy Board. CAM.5 Develop transformation page on website, with clear definition of what this means for Renfrewshire, links to Reshaping Renfrewshire report and summary comms and introducing the new Transformation Board approach. A communications plan for the Transformation programme (Reshaping Renfrewshire) is been developed and will be rolled out following approval. As noted at CAM.3, work is underway on broader comms about officer groups. 31 December 2025 Ongoing SA1.1 Council plan prioritisation Agreed by Leadership Board on 19 June 2024 and the information on Council website updated. See LD1 and LD2. 31 July 2024 Complete SA1.2 Carry out staff survey, with feedback and follow up plan In February 2025, a report was presented to Elected Members of the Finance, Resources and Customer Services Policy Board showing findings from Renfrewshire Council’s recent employee engagement survey, “Improving our Workplace,” which ran for four weeks in September 2024. The survey, a key initiative under the Council’s People Strategy, was supported by Trade Unions and Services and received responses from 22.9% of the workforce (1,956 employees). Feedback was gathered from across all Council Services, with response rates in line with benchmarking data from other Scottish councils. The results were broadly positive and highlight areas for improvement. To support continuous improvement. The next Council-wide survey is scheduled for 2027 and will continue on a three-year cycle thereafter. An update on progress will be presented to Members early 2026. This provides a temperature check on a number of the other improvement actions. 31 December 2024 Complete Page 179 of 226
Page 184
Workshops also took place with Our Leaders Forum in December 2024 and findings were explored with Staff Forums and service SMTs. SA1.3 Promote visibility of Directors within their services This was baselined through the staff survey and explored through workshops as part of the self-evaluation process. 31 December 2024 Complete – mainstreamed to BAU SA1.4 Continuous improvement – develop new ongoing programme of corporate self-assessment A new self-evaluation model, the Cultural Assurance Model, has been developed in partnership with the Improvement Service as a pilot. Survey element was launched in December 2024, workshops took place in February 2025 and a full report prepared in March 2025. Evaluation of model also took place and the CAM has now been made available by the Improvement Service as part of their suite of self-evaluation tools. New actions in relation to this is noted at BV1 and BV2, following the Controller of Audit Best Value Report and the Accounts Commission’s findings. 31 March 2025 Complete SA2.1 Self-assessment of the Audit Risk and Scrutiny Board and scrutiny arrangements Note update report to Council in May 2024. Remaining outstanding action was to agree training and development programme which has now been agreed. 31 July 2024 Complete SA2.2 Roll out of Leadership development programme to cohort 2 and 3 A report came to CMT on the evaluation of cohort 1 and changes to the programme made as a result. Workshop with the Chief Officer Team in September 2024 to also reflect on the programme. Evaluation of cohort 2 and 3 experience has been completed. A new leadership development approach, spanning from frontline supervisors to the Chief Executive, will be presented to CMT for approval in late summer. This refreshed framework is designed to build leadership capability at every level, ensuring consistency, resilience, and alignment with the Council’s values and strategic priorities. 31 December 2024 Complete Page 180 of 226
Page 185
The approach will support succession planning, strengthen decision-making, and foster a culture of confident, compassionate leadership. By investing in leadership development across the organisation, the Council aims to enhance service delivery, improve staff engagement, and ensure our leaders are equipped to meet future challenges. SA2.3 Explore the incorporation of ‘lessons learned’ process with visibility at the appropriate level Approach has been developed to build into regular updates to CMT in a more visible way. This work is now being taken forward as part of the updated approach to transformation updates and through the work of the Transformation Board and the Performance Board 31 December 2024 Complete SA2.4 Establish new service scrutiny process Phase 1 completed in 2024. Evaluation was carried out and reported to the Chief Executive in December 2024. Adjustments were made for phase 2 and new programme of service scrutiny meetings took place in March 2025. Mid-term sessions will take place in October 2025 and link to the new Performance Board. 31 March 2025 Complete SA3.1 Establish new Asset Management Board and associated governance and reporting arrangements Led through the Strategic Property Review workstream. Board is now well-established as part of the overall senior officer governance structure 31 December 2024 Complete SA3.2 Develop proposal for corporate/service level data model Strategy framework agreed and Data Advisory Group (DAG) established. Work completed to ensure meaningful service- relevant actions and update were reported in new SIPs in the May cycle. DAG one-to-ones with each service are undertaken regularly with a focus on delivering the actions within the SIPs so this action is now ongoing as part of BAU. This work aligns to the operational Data Review, which focuses on the corporate staffing resource. In terms of the data review, immediate focus has been on the successful renewal of the ESRI contract. This element of the work is now complete, subject to Board approval. This next phase of work continues to be taken 30 June 2025 Complete now picked up as BAU and reported through SIPs. Page 181 of 226
Page 186
forward as part of BAU within the CE service, also with a corresponding action in the CE SIP. SA3.3 Review and refresh performance management approach for Corporate Management Team A detailed presentation was taken to CMT, refreshing on the current performance management framework, restating roles and responsibilities and outlining a refreshed approach for CMT performance arrangements, including the development of a dashboard by Council Plan theme, the embedding of people metrics, and the development of a new Performance Board to support CMT. This was agreed by CMT, the thematic dashboard has been completed and the work to support the development of the new Performance Board has been undertaken and is also reflected in the action updates at BV.7. 31 July 2025 Complete SA4.1 Collaborative working – review of current CMT and other senior leadership meeting arrangements, including mapping and review of existing officer groups and Boards Additional officer groups have been established to support CMT – the Transformation Board and the Performance Board, these are now meeting regularly. The effectiveness of the new arrangements will be reviewed in early 2026. 31 December 2024 Complete – BAU SA5.1 Review and refresh of Council’s approach to community consultation and engagement, including development of toolkit. A progress update on this work was presented to the Leadership Board in February 2025, alongside the new policy for agreement. A further piece of work – a Resident Perception Survey – has also been progressed and work is ongoing on the analysis and next steps with this. Following the Controller of Audit Best Value Report and the ‘watching brief’ areas identified by the Accounts Commission, a new action in relation to ‘phase two’ of this work has been added – see action BV.4. 31 March 2025 Complete – new action added under BV4 SA6.1 Develop an Integrated Impact Assessment process, roll out appropriate training and See note on CIP7.1 below. This work will be taken forward as part of the wider refresh of the Council’s approach to impact assessment. 31 March 2026 Ongoing Page 182 of 226
Page 187
agree roles and responsibilities at a service level. This should also include climate impact assessment process (linked to climate budget work) SA7.1 Refresh of EQIA approach and process, including CMT training on leadership role This action has acted as phase 1, to ensure basics are in place with leadership buy in and support. CIP6.2 will be phase 2 and will be mainstreamed into business as usual. This action has been completed – CMT training has been delivered and further training and engagement, not captured in the initial action, has also been rolled out across service DMTs. The rapid review has been undertaken across services, supported by the Policy and Partnerships Service. An Equalities Development Officer has been recruited for and is now established in post. 31 July 2025 Complete * Please note, there were no formal recommendations made as part of Renfrewshire Council’s Controller of Audit Best Value Report or the Accounts Commissions findings. Within the Accounts Commissions findings, a number of areas of ‘watching briefs’ were identified and these are captured in the action plan above, in the first section with the prefix BV. Page 183 of 226
Page 188
Page 184 of 226
Page 189
_____________________________________________________________________ To: Leadership Board On: 17 September 2025 _____________________________________________________________________ Report by: Chief Executive _____________________________________________________________________ Heading: National Visitor Levy Scheme _____________________________________________________________________ 1 Summary 1.1 This report provides an overview of Scotland’s Visitor Levy Scheme. It summarises the key elements of legislation, guidance available to local authorities and the approaches being developed both within the Glasgow City Region and across the country. _____________________________________________________________________ 2 Recommendations 2.1 It is recommended that the Board: (i) Notes the work undertaken and progress to date; (ii) Authorises the Head of Economy and Development and the Head of Finance and Procurement to begin formal stakeholder consultation and develop a visitor levy proposition for Renfrewshire, as set out in section 7 of this report; (iii) Notes that further progress on the development of a visitor levy proposition will be reported to the Board as appropriate. _____________________________________________________________________ 3. Background 3.1 The Visitor Levy (Scotland) Act 2024 was passed by the Scottish Parliament in May 2024 and received Royal Assent on 5 July 2024. The Act empowers local authorities in Scotland to introduce a visitor levy, charged as a percentage rate on overnight accommodation purchases, to support the enhancement or Item 8 LB170925 Page 185 of 226
Page 190
introduction of facilities and services used by visitors to the scheme area, whether this be for leisure or business purposes. 3.2 The Act provides for each local authority to determine whether a visitor levy scheme is appropriate for their area and to set the percentage rate, following a period of consultation. Outline timelines can be found in the official guidance (https://www.visitscotland.org/tourism-events-industry/visitor-levy#guidance) and in Appendix 1 to this report. The levy applies only to the accommodation part of any overnight stay and applies to all guests, including residents of Scotland, with certain exemptions, such as individuals in receipt of disability allowance. _____________________________________________________________________ 4 National Context – guidance to date 4.1 A national advisory group, chaired by VisitScotland and including COSLA, the Scottish Tourism Alliance, and other public and private sector industry representatives has produced guidance on the approach to the development of a visitor levy. The guidance outlines the processes that should be undertaken and has a heavy emphasis on stakeholder engagement. A working group of representatives from local authorities, COSLA and other public sector bodies also meet on a regular basis to consider approaches and share best practice. 4.2 Several key issues have been identified through these discussions:- • Forecasting potential revenues can be a challenge, as no national model or single data source currently exists; • Implementation of a visitor levy will incur costs for local authorities. The Act allows for administrative costs to be covered from monies raised. • The Scottish Tourism Alliance and UK Hospitality have both indicated that implementing the levy is likely to impose costs on businesses; _____________________________________________________________________ 5 Early Implementation and Benchmarking 5.1 At a national level, an ‘early adopters’ group of local authorities is leading on the development and implementation of a levy. Guidance issued by VisitScotland suggests that the process of implementing a levy scheme would take approximately 2 years (https://www.visitscotland.org/tourism-events- industry/visitor-levy#guidance). The first three Councils to formally adopt a levy have been City of Edinburgh, Glasgow City and Aberdeen City. 5.2 Argyll and Bute Council will be publishing a final report on consultation responses during September 2025. Highland Council have concluded the consultation and have not yet set a date for any decision to be made. 5.3 A range of annual levy income estimates from £45 million in City of Edinburgh to £9 million in Argyll and Bute. 5.4 VisitScotland have set up a webpage with updates on all proposals by authorities who are at formal consultation or implementation stage; https://www.visitscotland.org/tourism-events-industry/visitor-levy#proposed Page 186 of 226
Page 191
5.5 City of Edinburgh Council were the first authority to have approved a visitor levy, with this expected to be applied to accommodation bookings from July 2026. Bookings made on/after 1 October 2025 for stays on/after 24 July 2026 are liable for the levy. (https://www.edinburgh.gov.uk/business/visitor-levy-edinburgh) 5.6 At City Region level, Glasgow City Council’s Visitor Levy Scheme was approved at the Council City Administration Committee on 19 June 2025 and will be implemented from 25 January 2027 (https://www.glasgow.gov.uk/visitorlevy). This proposes a levy of 5%, providing estimate annual revenue of £16.9 million. 5.7 West Dunbartonshire Council are proposing a Visitor Levy Scheme of 5%, with their second stage formal consultation running until 21st October 2025. _____________________________________________________________________ 6 Renfrewshire and a visitor levy 6.1 Renfrewshire’s Tourism Plan 2024–2027 was approved by the Leadership Board in December 2023. The Plan sets out a framework to grow Renfrewshire’s tourist sector and improve the visitor experience by strengthening partnerships between the public and private sector, developing rural tourism, leveraging Paisley’s strengths as a gateway destination, and expanding business tourism via conferences and events. An independently chaired Tourism Leadership Group guides delivery of the plan. 6.2 There has been no external stakeholder engagement to date regarding the potential for a visitor levy scheme, although this would be a critical aspect moving forwards. 6.3 To inform a potential approach to a visitor levy within Renfrewshire in this context officers have been involved in a range of tasks. This has included attendance at national and local seminars / events led by VisitScotland and the Scottish Local Authorities Economic Development (SLAED) Tourism Group in respect of guidance and implementation of a levy. Early discussions have also taken place with the Glasgow City Region Intelligence Hub and University of Edinburgh Data Lab to explore available data and forecasting models. 6.4 Forecasting potential revenues from the visitor levy for Renfrewshire is a challenge, as no national model or single data source currently exists. Feedback from the GCR Intelligence Hub (using CoStar data for commercial property) estimated that £2 million of revenue could be raised in Renfrewshire per year based on the application of a 5% levy. This could increase to approx. £2.6 million per annum when accounting for increases in the average price of accommodation, based on previous trends. However, it should be noted that this does not account for set up or ongoing operational costs and the data requires significant further analysis to provide clarity. 6.5 It should also be noted that, as the guidance indicates, any funds raised should develop, support and sustain facilities and services for or used by visitors to a local authority area for leisure or business purposes. _____________________________________________________________________ Page 187 of 226
Page 192
7 Next Steps 7.1 In view of the above and progress made by ‘early adopter’ local authorities, it is proposed that Council officers develop a formal Renfrewshire visitor levy proposition for members to consider. This will require development of a business case with a more detailed focus on anticipated revenue, operational costs and resource implications. 7.2 The proposition will also focus on anticipated benefits from levy income and where this would support an enhanced tourism offer for Renfrewshire, identifying broad areas or a framework for allocation of funds raised. 7.3 In this context it is anticipated officers will progress the following workstreams over the next period:- • Establish a working group to support development of a visitor levy proposition. This will include public and private sector representatives of the Tourism Leadership Group, VisitScotland and senior Council officers from appropriate Services; • Evaluate data collection methods and refine forecasting tools to establish a robust basis for revenue forecasts; • Monitor progress and lessons learned from early adopters; • Undertake formal engagement and seek views from the industry, public and wider stakeholders. 7.4 Outcomes from these workstreams will inform the development of a formal visitor levy proposition and will be reported to the Board as appropriate. ________________________________________________________________ Implications of the Report 1. Financial – A visitor levy scheme provides an opportunity for revenue generation, offset by cost and resource implications. Both potential income and costs will be investigated further as part of a detailed proposition. 2. HR & Organisational Development – None known at present 3. Community/Council Planning – • Reshaping our place, our economy and our future – The visitor levy revenue generation could be used to invest in infrastructure, events, destination marketing etc which could help enhance Renfrewshire as a visitor destination. 4. Legal – None 5. Property/Assets – None 6. Information Technology – None Page 188 of 226
Page 193
7. Equality & Human Rights - There is no EHR impact from this recommendation to develop a proposal, any EHR impacts will be assessed during the business case development. If required following implementation, the actual impact of the recommendations and the mitigating actions will be reviewed and monitored, and the results of the assessment will be published on the Council’s website. 8. Health & Safety – None 9. Procurement – None 10. Risk – None 11. Privacy Impact – None 12. Climate Risk – None 13. Children’s Rights – None 14. Cosla Policy Position – None _______________________________________________________ List of Background Papers • Renfrewshire Tourism Plan 2024 - 2027. Leadership Board, 6 December 2023 __________________________________________________________________ Author: Euan Shearer; Regeneration and Place Manager Email: euan.shearer@renfrewshire.gov.uk Page 189 of 226
Page 194
Appendix 1 Page 190 of 226
Page 195
_____________________________________________________________________ To: Leadership Board On: 17 September 2025 _____________________________________________________________________ Report by: Chief Executive _____________________________________________________________________ Heading: Investment Zone - Update Report ____________________________________________________________________ 1 Summary 1.1 The purpose of this report is to inform Board on the progress of the Glasgow City Region Investment Zone (GCR IZ) and Renfrewshire’s participation in it. It seeks approval of the proposed tax site boundary within Renfrewshire, including an overview of the associated fiscal incentives, along with approval of the proposed non-domestic rates retention (NDRR) site, allowing rates collected within Renfrewshire to be reinvested in Renfrewshire and across the wider IZ area. _____________________________________________________________________ 2 Recommendations 2.1 It is recommended that the Board: (i) Notes the timescales for the development of the GCR Investment Zone proposal and for its submission to UK and Scottish Governments; (ii) Approves the proposed boundary of the GCR IZ Tax Site located in Renfrewshire, subject to final confirmation from the UK and Scottish Governments; (iii) Approves the designation of the same land area as a Non-Domestic Rates Retention (NDRR) site, subject to final confirmation from the UK and Scottish Governments; (iv) Notes that Renfrewshire Council will continue to be responsible for the collection of non-domestic (business) rates within the NDRR site boundary; Item 9 LB170925 Page 191 of 226
Page 196
(v) Agrees that a legal agreement should be prepared, for Board approval, between Renfrewshire Council and the GCR member authorities detailing the arrangements for non-domestic rates collection and reinvestment within the NDRR site boundary; (vi) Agrees to any non-domestic rates growth retained as a result of the NDRR site being pooled at a GCR level and re-invested into the IZ programme in line with its overall objectives and note that similar arrangements are to be put in place for the two other proposed NDRR sites located across areas within Glasgow City Council, South Lanarkshire Council and North Lanarkshire Council. _____________________________________________________________________ 3 Background 3.1. In June 2023, the UK and Scottish Governments jointly announced the designation of Glasgow City Region (GCR) as one of Scotland’s first two Investment Zones (IZs), alongside the North-East of Scotland. The GCR IZ is backed by a £160 million funding envelope over 10 years, comprising both capital and revenue funding, and includes optional fiscal incentives such as tax reliefs and the potential for non-domestic rates retention (NDRR). 3.2. The GCR IZ aims to accelerate economic growth, attract inward investment, and create high-value jobs by focusing on strategic employment sectors where the region has existing strengths and growth potential. 3.3. A report to the Economy and Regeneration Board on the 21st of January 2025 sets out in detail the expression of interest and call for sites phases of the IZ programme development (see background papers). 3.4. In summary the GCR IZ bidding process consisted of: Phase 1: Expression of Interest (Sep–Nov 2023) • Over 90 EOIs received from public/private/academic sectors. Phase 2: Open Call (Jan–Jun 2024) • 41 bids submitted totalling £1.88bn, with £640m requested from IZ and £1.24bn match/private investment. • Evaluation included quantitative scoring, sectoral feedback, and strategic assessment. Phase 3: Assessment Outcome (Aug–Dec 2024) • Focus area: advanced manufacturing & precision engineering. • Six priority projects and tax site location short listed (further detail below). 3.5. Under the overarching goal of driving growth in advanced manufacturing and precision engineering, the IZ programme will focus on strategic investments in critical technologies. It will leverage existing regional strengths in semiconductors, space, life sciences, and maritime to build a world-class innovation ecosystem. Page 192 of 226
Page 197
3.6. To support these ambitions, six projects across the city-region have been shortlisted for capital investment. Two space-related projects include Project PRISM, led by the University of Strathclyde, which aims to advance innovation and manufacturing in small satellite technology—reinforcing GCR’s role in the UK space sector. Also Skyrora’s Spacecraft Manufacturing and Testing Centre will focus on advanced and additive manufacturing, equipment rental, and industry applications to strengthen space and aerospace capabilities. 3.7. In the semiconductor sub-sector, three projects have been shortlisted. The University of Glasgow’s Laser Supply Chain and Advanced Packaging project will establish a centre for prototyping and commercialising semiconductor lasers. The National Centre for Advanced Semiconductor Packaging (NCASP), led by the University of Strathclyde, will scale up manufacturing of advanced semiconductor devices and foster local supply chains. Neuranics’ project will develop magnetic sensing semiconductor technologies to support cluster growth. 3.8. Additionally, one maritime project—the Maritime Supply Chain Innovation Centre by Malin—will support decarbonisation among maritime SMEs through shared facilities and resources, enhancing supply chain resilience and economic impact. 3.9. In addition to these six projects, one proposed tax site is planned, located in Renfrewshire (further details below). The tax site aims to drive growth by leveraging key assets such as AMIDS, NMIS, MMIC, and Glasgow Airport. With a focus on strategic land development, the site will be developed in partnership with the two principal landowners - Renfrewshire Council and Glasgow Airport. 3.10. Through the IZ, there is also an opportunity to designate a NDRR site within Renfrewshire (further details below), using essentially the same boundary as the tax site, as well as two other locations across the GCR. This designation allows any additional non-domestic rates received from new development to be pooled and used exclusively to support further development of the key IZ sectoral cluster (advanced manufacturing and precision engineering). Given the strengths offered by AMIDS and other key locations in this sector, Renfrewshire is expected to be well positioned to attract a significant proportion of these re- invested resources. 3.11. The IZ Programme is structured around a series of Gateway submissions to both the UK and Scottish Governments. Gateways 1 and 2 have already been approved. Gateway 3 and 4 submissions, currently in development, will provide detailed proposals covering governance arrangements, planned interventions, and site designations. _____________________________________________________________________ 4 Tax Site Proposal 4.1. The proposed tax site in Renfrewshire spans 140.5 hectares and includes four parcels of land [see Figure 1 below]: 1. AMIDS (Netherton Campus), 2. Abbotsinch, Page 193 of 226
Page 198
3. Airside North, and 4. Campsie Drive These sites are strategically located near Glasgow Airport and include existing innovation assets such as the National Manufacturing Institute Scotland (NMIS) and the Medicines Manufacturing Innovation Centre (MMIC). Figure 1: Proposed tax site map 4.2. The sites need to meet the Government’s 'underdeveloped' criteria, which includes brownfield land, under-utilised land with some construction, and vacant premises. As a result, existing occupied buildings within the site areas will be excluded. The designation is intended to stimulate new economic activity and development. 4.3. Businesses operating within the designated tax site will be eligible for a suite of fiscal incentives for up to 10 years from the point of designation. Two of these taxes are devolved to the Scottish Government; • Land and Buildings Transaction Tax (LBTT) relief: Full relief for land and buildings bought for commercial use or development. • Non-Domestic Rates relief: 100% relief for up to 5 years on newly occupied business premises and certain expanding businesses. 4.4. Three others are reserved by the UK Government • Enhanced Capital Allowance: 100% first-year allowance for qualifying expenditure on plant and machinery. • Enhanced Structures and Buildings Allowance: Accelerated relief of 10% per year over 10 years for qualifying non-residential investment. Page 194 of 226
Page 199
• Employer National Insurance Contributions relief: Zero-rate Employer NICs for new employees working at least 60% of their time in the Tax Site, on earnings up to £25,000, for up to 36 months. 4.5. The tax site proposal has been developed in partnership with Renfrewshire Council and Glasgow Airport, the principal landowners. The site boundaries have been refined following feedback from government, with (for example) Westway removed due to eligibility concerns. A governance agreement will be required between the Council and the Airport in terms of how the tax incentives will be administered. This agreement will be presented to a future Council board. 4.6. Approximately £25 million is allocated for tax incentives from the overall IZ programme [part of the overall £160m funding envelope]. The tax site is forecast to deliver significant economic benefits, including: • £539 million in private sector investment; • 166,000 square metres of new employment space; • 2,300 high-value jobs; 4.7. The designation of the tax site is aligned with the GCR IZ’s strategic focus on advanced manufacturing and precision engineering. The site is expected to attract inward investment, support innovation, and create a hub for high-value employment in Renfrewshire. 4.8. The final designation of the tax site is subject to approval by both the UK and Scottish Governments as part of the Gateway 4 submission process. The Council has sought assurances from both governments regarding responsibility for covering any tax incentives claimed beyond the £25 million indicative allocation in the overall IZ budget, ensuring that no financial risk lies with the Council. 4.9. Responsibility for two of the tax incentives—Land and Buildings Transaction Tax (LBTT) and Non-Domestic Rates Relief (NDR)—is devolved to the Scottish Government. Confirmation has been received that LBTT funding will not be capped, with any additional claims received to be covered by the Scottish Government. 4.10. As the business rates collection authority, the Council will have the ability to cap NDR relief and will be required to develop a local policy for IZ-related NDR which reflects this cap. This would limit any financial exposure the Council might face should the fund be oversubscribed by companies applying for business rates relief. 4.11. The remaining tax incentives available to investing companies fall under the responsibility of the UK Government. A signed memorandum of understanding with HM Treasury confirms that, should the actual cost of reserved tax reliefs exceed estimates, the UK Government will cover those costs outside of the IZ funding envelope. 4.12. The estimated cost of each of the tax incentives will continue to be reviewed as part of the assessment of the final Gateway 4 proposals, but the total estimated cost will not exceed £25m. Page 195 of 226
Page 200
_____________________________________________________________________ 5 NDR Retention Site Proposal 5.1. The GCR IZ proposal includes the designation of a NDRR site within Renfrewshire, aligned with the proposed tax site boundary (Figure 1 above). 5.2. Governance arrangements for NDRR sites require close collaboration between the IZ Accountable Body (which is the GCR) and the lead local authority (Renfrewshire Council), as the business rates authority. Renfrewshire Council, as the billing authority, is required to consent to the designation and collection of rates within the proposed NDRR site. Without formal consent from the local authority, the NDRR site(s) cannot proceed to Gateway 4. 5.3. Renfrewshire Council is one of 4 local authorities in GCR (3 sites) identified as a potential location for a NDRR site. Sites are also being proposed within the boundaries of Glasgow City, North Lanarkshire, and South Lanarkshire Councils. Each of these proposals will be subject to approval by their respective Council boards before proceeding. 5.4. The IZ Accountable Body will be responsible for ensuring that any growth in non-domestic rates above an agreed baseline is collectively pooled from the 4 Councils and used exclusively to support the growth of the sectoral cluster identified in the Investment Zone. This will be guided by a clear reinvestment strategy, which must be transparent and enable the Accountable Body to remain accountable to the Governments for delivery. 5.5. Renfrewshire Council will be responsible for establishing the NDR baseline, collecting business rates, and submitting annual returns to the Scottish Government. These returns will include data on baseline income, additional IZ NDR income, and total NDR income. The Council must also demonstrate that new developments (contributing to the retained business rates) meet the 'but- for' test, confirming that investment would not occur without the IZ designation and that the project aligns with programme objectives. 5.6. Administrative costs incurred by Renfrewshire Council in managing the NDRR programme can be reimbursed from retained NDR funds, subject to agreement with the Accountable Body. This ensures that the rating authority is adequately resourced to fulfil its obligations. 5.7. The reinvestment strategy will be developed jointly by GCR, the city region member authorities and other partners, such as Scottish Enterprise and Skills Development Scotland (SDS), and approval being given from the City Region Cabinet. 5.8. Decisions will be made through a robust governance structure that ensures public-private oversight and democratic accountability. The strategy will prioritise infrastructure, skills, innovation, and support for the advanced manufacturing and precision engineering sectors across the GCR. Page 196 of 226
Page 201
5.9. Officers have already compiled a list of potential AMIDS investment related proposals which the retained rates could be used to fund and which, otherwise, would require to be funded by the Council. These include future site preparation works; new roads, paths, paving and surfaces; soft landscaping; public transport provision and extension of the existing AMIDS district heating network. 5.10. Subject to approval from Board, officers will continue to engage with GCR and government partners to finalise the NDRR proposal and reinvestment strategy for submission at Gateway 4. _____________________________________________________________________ 6 Next Steps 6.1. Subject to this Board’s approval of both the tax and NDRR sites in Renfrewshire, these will be incorporated into the Gateway 3 and 4 submissions. The GCR plans to submit these gateways for final approval on 30th September 2025. 6.2. Officers will continue to provide updates and submit any required requests for approvals to future Boards. Overall, it is hoped that the IZ will act as a catalyst for growth, stimulating economic activity, job creation and reinvestment in Renfrewshire. ___________________________________________________________ Implications of the Report 1. Financial – Significant as the Council will potentially have access to retained business rates income which can be reinvested in Renfrewshire to meet the aims of our Economic Strategy. There will also be revenue costs associated with the administration and monitoring of the tax site and NDRR site. These costs are expected to be covered from either the IZ programme allocation or through retained non-domestic business rates. 2. HR & Organisational Development – None at present 3. Community/Council Planning – • Our Renfrewshire is thriving / Reshaping our place, our economy and our future – The project supports significant investment in Renfrewshire, which will support job creation, business development and GVA and overall economic growth. 4. Legal – None at present, although secondary legislation will follow with the formal designation of the IZ and the tax and NDRR sites 5. Property/Assets – None other than those already raised in relation to the AMIDS development strategy 6. Information Technology – None Page 197 of 226
Page 202
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 – If the NDR relief allowance of £9.8m was exceeded. 11. Privacy Impact – None 12. Climate Risk – None 13. Children’s Rights – None 14. Cosla Policy Position – None _____________________________________________________________________ List of Background Papers (a) Update on Glasgow City Region Investment Zone. Economy and Regeneration Board, 21 January 2025 _____________________________________________________________________ Author: Euan Shearer; Regeneration and Place Manager Email: euan.shearer@renfrewshire.gov.uk Page 198 of 226
Page 203
___________________________________________________________________ To: Leadership Board On: 17 September 2025 ___________________________________________________________________ Report by: Chief Executive & Director of Environment Housing and Infrastructure Service ___________________________________________________________________ Heading: Barshaw Park - Paisley Alive Festival ___________________________________________________________________ 1. Summary 1.1 This report provides members with an overview of a proposed large scale, one day, wellness, cultural and music festival proposed to take place in Barshaw Park in 2026. 1.2 The proposed festival is a private commercial venture and will be produced and managed by a local promotor Scott MacFarlane Director of PA (Paisley) Events Ltd. The Council will work with the promoter and multi-agency partners to facilitate the event but will not be responsible for the delivery, management or funding of the festival. However, there are implications for Council services highlighted in this report. 1.3 The report seeks delegated authority from the board to council officers to progress negotiation and arrangements with the promoter agree and conclude a licence to occupy Barshaw Park for the duration of the festival setup, live event, takedown and clean-up. 1.4 The licence to occupy is a separate agreement to the requirement for the promotor to apply for and secure relevant licences to legally hold the festival including Public Entertainment, Occasional, Market Operators or any licences applicable to the running of the festival. A licence to occupy will provide the promoter with permission to use Barshaw Park for the festival subject to those such licences being granted. Item 10 LB170925 Page 199 of 226
Page 204
___________________________________________________________________ 2. Recommendations 2.1 Consider the outline plans provided by the promoter and; 2.2 Grants authority to the Head of Operations and Service Development in consultation with the Managing Solicitor (Contracts & Conveyancing) to conclude a licence to occupy Barshaw Park for the purpose of delivering Paisley Alive festival in 2026.” _________________________________________________________ 3. Background 3.1 Local promoter and businessman, Scott McFarlane, approached Renfrewshire Council in November 2023 to discuss a proposal they had to develop and deliver a new commercial, family friendly music festival in Barshaw Park. 3.2 The proposal was presented as an annual music festival to take place in Barshaw Park with plans for it to grow and develop over a period of ten years with the ultimate aim of regenerating the bandstand within the park creating a multi-purpose year-round venue for live performances. 3.3 Throughout the first half of 2024 various exploratory discussions between officers in Environment, Housing and Infrastructure and the Events Team took place with the promoter. 3.4 These discussions stopped in June 2024 whilst the promoter negotiated with headline artists for the festival and developed a funding model. 3.5 In May 2025 the promoter re-established contact with the Council requesting permission to film a short promotional video in Barshaw Park. A public promotion campaign launched shortly after which to date has attracted interest of over 10k local people for the festival. 4.0 Paisley Alive 4.1 The festival proposed is a one-day festival taking place in Barshaw Park during 2026 and would involve defined areas of the park being taken over by the promoter for a period of 9 days in advance of the festival and up to 7 days after the festival. 4.2 Appendix 1 provides a broad overview of the promoter’s plan and approach to delivery of the festival. The festival is described as a large- scale, one day, wellness, cultural and music festival, The aim of Paisley Alive is to celebrate Paisley’s vibrancy through a blend of Scottish and international artists, immersive daytime experiences, and to create a Page 200 of 226
Page 205
family-friendly, inclusive environment. The festival will be Scotland’s first ever wellness and music festival, combining the energy of live music with the joy of fitness and movement. 4.3 The festival, in its first year, would have a capacity of 10,000 ticket holders featuring high profile fitness and wellness personalities during a morning and afternoon programme transitioning to live music acts late afternoon into the evening. The programme would feature a grass roots stage, food and drink vendors, chill out areas and a family and kids’ area. 4.4 The plans set out in Appendix 2 show the scale of the use of the park with a red line noting the areas which would become out of bounds for general public use during the setup and delivery of the festival. It should be noted that the takeover of space would be carried out in a phased manner to limit the time the full event site would be publicly unavailable. The plans highlight the playpark and pond area would remain free to access for members of the public throughout. It is worth highlighting that the public car park would also be taken over as part of the festival and is likely to be out of use for a period of up to five days including the live event day. 4.5 The promoter’s approach to community engagement is set out in Appendix 1 (page 10/13) detailing how residents and key local stakeholders would be engaged and kept up to date with plans for the festival including information and drop-in sessions, dedicated stakeholder newsletters and opt-in information updates, the approach detailed includes community liaison for residents and businesses for the duration of the build and live event period. 5.0 Renfrewshire Council Events Strategy 5.1 The current events strategy approved in February 2025 sets out a vision “to deliver and enable high-quality events that offer positive and memorable experiences for residents and visitors and contribute positively to the lives of local people and the local economy; positioning Renfrewshire as a great place to visit, work, learn and live.” 5.2 The proposal put forward by the promoter demonstrates a positive opportunity to enable a high-quality festival to be delivered entirely independent to the programme offered by the council whilst showcasing the strengths of Renfrewshire as a host town to other potential promoters. 5.3 The success of this proposal may lead to other well established event promoters looking to Renfrewshire to host events and festivals. This would support the vision of the Events Strategy strengthening the cultural capacity and reputation of the area providing potential growth opportunities for local businesses and suppliers and opportunities for local artists and groups. Page 201 of 226
Page 206
6.0 Implications of hosting the festival 6.1 Whilst the festival would be managed, delivered and funded entirely independently of the Council there are implications mainly for Environment, Housing and Infrastructure services, a preliminary assessment of the potential issues and risks are outlined below • Park Damage - High footfall, particularly in adverse weather conditions, may result in damage to park surfaces. This could require temporary restrictions to public access while repair and reinstatement works are carried out for a longer period than anticipated. • Community Impact - Access to Barshaw Park will be restricted for before and after the event to facilitate the setup and removal of infrastructure. This will affect regular park users and may disrupt activities of local community groups. • Waste Management - The event is expected to generate increased volumes of litter and waste within the park and surrounding areas, requiring additional cleansing resources. • Noise levels – High noise levels could cause time limited disturbance to nearby residents. • Antisocial behaviour – at any major gathering or event there is a potential for increased consumption of alcohol, this could impact on nearby residents when audiences are leaving the festival. Areas of the park will remain open to the general public which could encourage large gatherings and increasing the potential for disruptive behaviour. • Transport and Road Closures - The event will require the temporary closure of nearby roads and increased reliance on public transport, which could impact local traffic flow and accessibility for a time limited period. 6.3 The promoter has submitted a draft Event Management Pack detailing their approach to managing the festival and have confirmed they are responsible for and have contractors in place to address the risks highlighted above this includes: • Security professionals who will manage both the park and an agreed external boundary • Event Safety Advisor responsible for overseeing and implementing all health, safety and welfare aspects and licensing compliance of the festival. • Traffic Management who will apply for relevant TTRO’s and implement traffic management plans • Production company – who will be responsible for all aspects of site and event management. Page 202 of 226
Page 207
• Noise management consultants – appointed to manage PA and noise levels for duration of the festival to minimise impact to residents and ensure licensing compliance. • Medical Provider responsible for carrying out medical risk assessment and ensuring adequate coverage. • Waste Management – will be responsible for all aspect of waste within the park and agreed boundary outside of the park • Ground care contractor – responsible for undertaking agreed reinstatement works within the park. 6.4 While the promoter has confirmed they will assume responsibility for managing all of these risks and covering associated costs a bond held by the council will form part of the agreement to provide additional financial protection. 7.0 Next Steps 7.1 Subject to Board approval to facilitate the use of Barshaw Park to host Paisley Alive 2026 officers from Environment, Housing and Infrastructure and the council Events Team will work together with legal services to develop the terms of the Licence to Occupy which will include coverage of all of the risks highlighted above and requirements for the promoter to secure all necessary legal consents, licences and permissions. 7.2 The promoter has indicated they plan to launch and begin the sale of tickets from end of October 2025. The timeline for developing and agreeing terms of the licence to occupy has the potential to extend beyond October 2025 and may present a risk to the promoter’s own timeline. 7.3 A short life working group of officers from the Events Team, Neighbourhood Services, Waste, Roads, Building Standards, Environmental Health, Licensing, Health and Safety and Risk will convene to ensure all council services are informed on the development of the festival and any implications or risks highlighted are appropriate considered and managed. 7.4 Subject to approval update progress reports will be brought back to the board on progress of the promoter to deliver the festival in 2026. ___________________________________________________________________ Implications of the Report 1. Financial – Whilst the Promoter will be liable for all costs associated with delivery of the festival including waste, security, traffic management, event infrastructure and reinstatement of the park there is a risk if the promoter was unable to meet these costs for any unforeseen reason the council would require to cover these Page 203 of 226
Page 208
2. HR & Organisational Development – None 3. Community/Council Planning - Reshaping our place, our economy and our future – The Recommendations provided within the report set out options to deliver against the Council Plan and continue to position Renfrewshire is a great place to grow up, it's a place of opportunity for those that live and work here, and it's a brilliant place for a day out 4. Legal – A Licence to Occupy will be produced for use of the park detailing the responsibility of the promoter in managing the festival. Separate licence applications will be required to allow the festival to take place. 5. Property/Assets - high footfall and wet weather could potentially damage the surface within the park and restrict access to the public whilst repair and reinstatement works are carried out. 6. Information Technology - None 7. Equality & 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. The proposed festival does not represent barriers to participation or disadvantage any protected groups from participation. 8. Health & Safety - This report supports and demonstrates the Council’s commitment to ensuring effective Event health and safety management. 9. Procurement - None 10. Risk – Key risks are highlighted in section 6.1 whilst they have been highlighted they have all been referenced and included within draft plans submitted by the promoter who accept they have full responsibility and accountability for these. 11. Privacy Impact - None. 12. Climate Risk – The festival will generate increased volumes of waste and littering within the park and surrounding areas. Waste will be managed within the festival site and an agreed external boundary by the promoter and their waste contractor. Page 204 of 226
Page 209
13. Children’s Rights - This report demonstrates compliance with Article 6 (life, survival and development) and Article 24 (health, water, food, environment) of the United Nations Convention on the Rights of the Child. 14. Cosla Policy Position – None. _______________________________________________________ List of Background Papers (a) Background Paper 1 - Appendix 1 Paisley Alive ___________________________________________________________________ Author: Pauline Allan – pauline.allan@renfrewhshire.gov.uk Lindsey Hepburn – lindsey.hepburn@renfrewshire.gov.uk Page 205 of 226
Page 210
Bringingpeopletogetherthrough music,movement,family,and wellness-andtochannelthe energy,thejoy,andtheprofitright backintotheplacewecallhome. PaisleyAliveisforthepeople.By thepeople.Givingbacktothe people. www.paisleyalivefestival.com PA EVENTS (PAISLEY) LTD Page 206 of 226
Page 211
Paisley Alive is producing a large-scale, 1x day cultural and music festival. We aim to celebrate Paisley’s vibrancy through a blend of Scottish and international artists, immersive daytime experiences, and a family-friendly, inclusive environment. KeyFeatures: Daytime wellness, fitness & family programming Nighttime live music Premium hospitality and ticket tiers Community reinvestment: Barshaw Park Bandstand, High Street regeneration, and Renfrewshire local community councils Page 207 of 226
Page 212
Mission Paisley Alive is committed to building a platform that uplifts local people, supports local businesses, and strengthens community ties. We strive to hire and collaborate with local talent, creators, and suppliers at every level, ensuring that the festival’s economic and cultural impact stays within the region. Our vision for Paisley Alive is to unite the people of Paisley and Renfrewshire through a vibrant celebration of local talent, wellness, and family life - right in the heart of our town. Paisley Alive is more than just a festival; it’s a community movement designed to reconnect neighbours, inspire healthier lifestyles, and showcase the rich cultural heritage of our area. But our ambitions go beyond the festival weekend. As part of our long-term vision, we are committed to the restoration of the historic Barshaw Park bandstand, transforming it into a multipurpose, year-round venue for live performance, community gatherings, fitness, and arts programming. This legacy project will serve as a permanent cultural hub in Paisley, open and accessible to all. We also plan to reinvest a percentage of profits back into local communities and councils. Vision Page 208 of 226
Page 213
LEGACY - REGENERATION - CULTURE Page 209 of 226
Page 214
Paisley Alive Festival Founder Scott McFarlane is a local entrepreneur and community advocate based on Glasgow Road, directly across from Barshaw Park. As an active member of the Ralston Community Council, he is deeply invested in the wellbeing and development of the area. After spending several years living in the Southside of Glasgow, he returned to his Renfrewshire roots to establish two thriving businesses: Cafe 77 in Paisley and Bangin Pizza in Johnstone. Alongside his ventures in hospitality, he brings over a decade of experience in the events and entertainment industry. He is best known as the founder of Platform 18, a pioneering music festival that ran in Glasgow for ten years. Under his leadership, the event grew into a major cultural fixture, raising vital funds for the Scottish Association for Mental Health (SAMH) and working closely with Glasgow City Council and Police Scotland to deliver one of the city’s most forward-thinking festivals. Having recently sold Platform 18, he is now focused on developing a new, more personal festival project that reflects his current stage in life and his passion for community-focused events. Page 210 of 226
Page 215
MeetTheCrew Page 211 of 226
Page 216
Meet The Crew Nick Green Booking Manager Steven Carr Accounting) Emily McFarlane Sponsorship & Funding Ashleigh Pieraccini Ashleigh Elliot Event Manager Wavemakers Live Accountant (Carr Stragetic Manager Event Production, Licencing & Logistics Page 212 of 226
Page 217
PaisleyAlivetransformsBarshaw Parkintoan immersive, purpose-ledfestivalvillage-designedasafull-day journeyfrommovementtomusic(Music&Motion) 1.The Main Stage: Movement by Day, Music by Night The beating heart of the festival, the Main Stage now starts the day with high-impact, mass-participation fitness and wellness sessions, before shifting into a live music programme from mid-afternoon onwards. 9am–2pm: High-profile fitness and wellness talent lead crowd workouts, yoga, and feel-good panels. 3pm–10pm: The stage transitions into the live music zone, hosting Scottish and international artists into the night. 2–3pm is used for sound checks, stage reset, and crowd transition - supported by ambient soundscapes and food/vendor exploration. 2.The Wellness Village Tucked among the trees, the Wellness Village offers a calm, nourishing retreat throughout the day. From 9am–5pm, the Wellness Tents hosts yoga, breathwork, sound healing, massage, nutrition demos, and more - a sanctuary of mindful programming. After 5pm, the zone transforms into an open-air House & Disco garden, with DJs spinning uplifting, soulful, and classic dance sets into the evening. Lit with festoon lights and softened with woodland decor this becomes a secondary nightlife space for people who want to dance, connect, and unwind. 3.The Bungalow Tent + Bandstand Exhibition Located beside the Old Bandstand, this cultural crossover zone brings together emerging music and community regeneration. The Bungalow Tent is a grassroots space for local bands, collectives, and musicians. The Bandstand itself becomes an open exhibition space showcasing future regeneration plans through visual displays and digital storytelling. 4.Food Vendor Village A central hub of curated street food with options for all diets, including vegan, vegetarian, BBQ, world cuisine, and kid-friendly meals. Includes picnic areas, refillable water points, and eco-conscious dining. 5.Chill-Out Lawn A soft, shaded zone for rest and reflection - with mats, bean bags, and a low-sensory environment. Ideal for decompressing between fitness and music phases. 6.Family & Kids Area A safe and vibrant mini-festival designed for families and younger children. The Kids’ Tent offers science activities, storytellers, and mini discos. Activity tents provide arts and crafts, soft play, and sensory workshops. Adjacent is a Fun Fair with rides and amusements that are visually stimulating but acoustically isolated from wellness areas. Child safety is a priority, with fencing, a lost-child point, and volunteer stewards in place. Page 213 of 226
Page 218
Support& Signups Sign ups to date 28th July 2025 To make sure we were creating a festival the local community truly wanted, we needed to know the interest was there. So in May, we launched the Paisley Alive Campaign with a goal of reaching 10,000 sign- ups by the end of July - and every single one came from Paisley. That level of local interest is incredible. Campaign Video (275k Instagram Views) - https://www.instagram.com/p/DJ9w2QztDdr/ 10,300 Page 214 of 226
Page 219
PaisleyAlive–CommunityEngagementCommitments We would like to outline the steps we will be taking to ensure strong and positive engagement with the local community in the lead-up to, and during, the festival. 1.Residents’TicketBallot We will run a dedicated ballot for local residents, providing free and heavily discounted tickets to the festival. This ensures fair access and encourages local participation. 2.Free&DiscountedAllocations Blocks of free tickets will be distributed through schools, youth groups, and community organisations. Discounted tickets will also be made available to local residents via community channels. 3.CommunityDrop-InSessionsandQ&AEvents We will host a series of open meetings across Paisley, giving residents the opportunity to ask questions, raise concerns, and share ideas directly with the festival team. 4.Residents’InformationGuide&Updates A clear and accessible “Paisley Alive Community Guide” will be distributed to households and made available online. This will be supported by an opt-in email or SMS service to keep residents informed of key updates, traffic and transport notices, and opportunities to get involved. CommunityEngagement PaisleyAlive–CommunityEngagementCommitments We would like to outline the steps we will be taking to ensure strong and positive engagement with the local community in the lead-up to, and during, the festival. 1.Residents’TicketBallot We will run a dedicated ballot for local residents, providing free and heavily discounted tickets to the festival. This ensures fair access and encourages local participation. 2.Free&DiscountedAllocations Blocks of free tickets will be distributed through schools, youth groups, and community organisations. Discounted tickets will also be made available to local residents via community channels. 3.CommunityDrop-InSessionsandQ&AEvents We will host a series of open meetings across Paisley, giving residents the opportunity to ask questions, raise concerns, and share ideas directly with the festival team. 4.Residents’InformationGuide&Updates A clear and accessible “Paisley Alive Community Guide” will be distributed to households and made available online. This will be supported by an opt-in email or SMS service to keep residents informed of key updates, traffic and transport notices, and opportunities to get involved. Page 215 of 226
Page 220
CommunityEngagement 5.VolunteerandEngagementOpportunities A “Get Involved” portal will be launched to allow residents to sign up for volunteering, receive early news, and participate in festival activities. 6.SustainabilityandLocalValues We are committed to minimising disruption and ensuring sustainability. Initiatives such as eco-volunteering and waste reduction will be supported, with local organisations invited to contribute. 7.CommunityLeadership The festival is being led by Scott McFarlane, Director of Paisley Alive and an active member of Ralston Community Council, which underlines the strong existing links between the festival and the local community. 5.VolunteerandEngagementOpportunities A “Get Involved” portal will be launched to allow residents to sign up for volunteering, receive early news, and participate in festival activities. 6.SustainabilityandLocalValues We are committed to minimising disruption and ensuring sustainability. Initiatives such as eco-volunteering and waste reduction will be supported, with local organisations invited to contribute. 7.CommunityLeadership The festival is being led by Scott McFarlane, Director of Paisley Alive and an active member of Ralston Community Council, which underlines the strong existing links between the festival and the local community. Page 216 of 226
Page 221
Stake Holder Summary: Delivering a successful 10,000-capacity festival in Paisley requires early, transparent, and ongoing engagement with all key stakeholders to build trust, align objectives, and minimise risk. Our approach is based on collaboration, communication, and compliance: 1.Stakeholder Mapping & Prioritisation Identify all relevant stakeholders: Local Authorities & Public Services: Renfrewshire Council, Police Scotland, Scottish Fire & Rescue Service, Licensing Boards. Community Stakeholders: Local residents, businesses, town centre representatives, cultural groups, and community councils. Operational Partners: Contractors, suppliers, transport providers, event staff, and volunteers. Sponsors & Funders: Public funding bodies, brand partners, local enterprise organisations. Attendees: Ticket buyers, local audiences, and visitors. Prioritise by influence and impact to tailor communication and involvement. 2. Early Engagement & Co-Design Initiate discussions with Renfrewshire Council and safety partners (SAG – Safety Advisory Group) at least 9–12 months in advance. Host community information sessions and drop-ins for local residents and businesses to provide input and address concerns (e.g., noise, traffic, waste). Work with local cultural groups and Paisley-based organisations to ensure the festival reflects the town’s heritage and identity. 3.Transparent Communication Channels Dedicated stakeholder newsletter and updates. Clear, accessible website and social channels with FAQs, travel, and safety information. A single point of contact (Stakeholder Engagement Manager) for queries and escalation. Steakholders Engagement Stake Holder Summary: Delivering a successful 10,000-capacity festival in Paisley requires early, transparent, and ongoing engagement with all key stakeholders to build trust, align objectives, and minimise risk. Our approach is based on collaboration, communication, and compliance: 1.Stakeholder Mapping & Prioritisation Identify all relevant stakeholders: Local Authorities & Public Services: Renfrewshire Council, Police Scotland, Scottish Fire & Rescue Service, Licensing Boards. Community Stakeholders: Local residents, businesses, town centre representatives, cultural groups, and community councils. Operational Partners:Contractors, suppliers, transport providers, event staff, and volunteers. Sponsors & Funders: Public funding bodies, brand partners, local enterprise organisations. Attendees: Ticket buyers, local audiences, and visitors. Prioritise by influence and impact to tailor communication and involvement. 2. Early Engagement & Co-Design Initiate discussions with Renfrewshire Council and safety partners (SAG – Safety Advisory Group) at least 9–12 months in advance. Host community information sessions and drop-ins for local residents and businesses to provide input and address concerns (e.g., noise, traffic, waste). Work with local cultural groups and Paisley-based organisations to ensure the festival reflects the town’s heritage and identity. 3.Transparent Communication Channels Dedicated stakeholder newsletter and updates. Clear, accessible website and social channels with FAQs, travel, and safety information. A single point of contact (Stakeholder Engagement Manager) for queries and escalation. Page 217 of 226
Page 222
StakeHolderSummary: 4.CollaborativePlanningFramework Regular planning meetings with statutory bodies (Police, Fire, NHS, Licensing, Transport Scotland). Development of robust Event Management Plans (EMP), Traffic Management Plans, and Noise Management Plans, shared with stakeholders for review. Integration of sustainability and accessibility commitments, aligned with Renfrewshire’s cultural and environmental strategies. 5.DuringEvent–On-the-GroundEngagement Command and Control structure with multi-agency representation (Gold, Silver, Bronze model). Real-time communication between organisers, emergency services, and council officers. Community liaison point for residents and businesses. 6.Post-EventReview&Legacy Debrief with SAG and statutory partners. Community feedback sessions to gather insights and strengthen future relationships. Reporting on economic impact, community benefits, and sustainability outcomes. StakeholderEngagementPlan Timeline (High-Level): 12monthsout: Stakeholder mapping, early council/police engagement. 8monthsout: SAG introduction, licensing discussions, initial community meetings. 6monthsout: Draft EMPs circulated, transport and noise planning, business engagement sessions. 3monthsout: Public communications campaign, local resident updates, operational readiness checks. 1monthout:Final sign-offs, resident letters, transport and access comms. Eventdelivery:Real-time stakeholder coordination, live monitoring. Post-event(within4weeks): Debriefs, impact reporting, lessons learned. SteakholdersEngagement StakeHolderSummary: 4.CollaborativePlanningFramework Regular planning meetings with statutory bodies (Police, Fire, NHS, Licensing, Transport Scotland). Development of robust Event Management Plans (EMP), Traffic Management Plans, and Noise Management Plans, shared with stakeholders for review. Integration of sustainability and accessibility commitments, aligned with Renfrewshire’s cultural and environmental strategies. 5.DuringEvent–On-the-GroundEngagement Command and Control structure with multi-agency representation (Gold, Silver, Bronze model). Real-time communication between organisers, emergency services, and council officers. Community liaison point for residents and businesses. 6.Post-EventReview&Legacy Debrief with SAG and statutory partners. Community feedback sessions to gather insights and strengthen future relationships. Reporting on economic impact, community benefits, and sustainability outcomes. StakeholderEngagementPlan Timeline (High-Level): 12monthsout: Stakeholder mapping, early council/police engagement. 8monthsout: SAG introduction, licensing discussions, initial community meetings. 6monthsout: Draft EMPs circulated, transport and noise planning, business engagement sessions. 3monthsout: Public communications campaign, local resident updates, operational readiness checks. 1monthout:Final sign-offs, resident letters, transport and access comms. Eventdelivery:Real-time stakeholder coordination, live monitoring. Post-event(within4weeks): Debriefs, impact reporting, lessons learned. Page 218 of 226
Page 223
Thank You! Page 219 of 226
Page 224
Trees Trees El Sub Sta PC 152 Post14.0m 156 Shelter War Meml Sports Pavilion 20' 20' 0403 05 05 11 08 06 01 07 14 09 02 10 15 13 125KVa 125KVa 16 DWG No: PROJECT: CLIENT: VENUE: TITLE: SCALE: DRG DATE: ORIGINAL SIZE: DRAWN: REV:03/09/2025 REVISION NOTES: GENERAL UPDATES PAISLEY FESTIVAL 2025 PAISLEY FESTIVAL 2025 BARSHAW PARK / PAISLEY / UK 1:600 A3 IL 001_001 D ENTRANCE AREA PLANSCALE 1:600 0 0 10M 20M 30M 40M 50M 60M 50' 100' 150' 200' GENERATOR COMPOUND - 1 5m x 5m PAISLEY FESTIVAL 2025 ENTRANCE AREA PLAN 28 x PORTABLE TOILETS BAR 3 20FT CONTAINER TRAILER WITH 18 x URINALS BANDSTAND EXHIBITION 9m x 6m CLEARSPAN TENT MERCHANDISE CLEARSPAN TENT 9m x 6m MAIN ENTRANCE BOX OFFICE CABIN 16FT GATE 6m PARKING AREA PARKING AREA BUNGALOW TENT BIG TOP 2 POLE 35m x 24mMEDIC CABIN 20FT SECURITYCABIN 20FT ENTRANCE TENT3m x 15m 2 x SECURITY SEARCH TENTS 3m x 3m HERAS FENCE (497 Lm) SITE LEGEND: SITE FENCE (1,755 Lm) Page 220 of 226
Page 225
146 Cycle Racing Facility 144 148 Trees El Sub Sta PC GLASGOW ROAD 152 Post14.0m 17.4m 156 164 Shelter Sports Pavilion 150 0403 05 05 11 06 01 27 02 125KVa 125KVa DWG No: PROJECT: CLIENT: VENUE: TITLE: SCALE: DRG DATE: ORIGINAL SIZE: DRAWN: REV:03/09/2025 REVISION NOTES: GENERAL UPDATES PAISLEY FESTIVAL 2025 PAISLEY FESTIVAL 2025 BARSHAW PARK / PAISLEY / UK 1:500 A3 IL 001_001 D PARKING AREA PLANSCALE 1:500 0 0 10M 50' 20M 30M 40M 50M 100' 150' PAISLEY FESTIVAL 2025 PARKING AREA PLAN HERAS FENCE (497 Lm) SITE LEGEND: SITE FENCE (1,755 Lm) PARKING AREA PARKING AREA MAIN ENTRANCE BOX OFFICE CABIN 16FT GATE 6m MEDIC CABIN 20FT SECURITYCABIN 20FT ENTRANCE TENT3m x 15m 2 x SECURITY SEARCH TENTS 3m x 3m GLASGOW ROAD Page 221 of 226
Page 226
Trees Trees GLASGOW ROAD 17.4m 20' 11 14 13 DWG No: PROJECT: CLIENT: VENUE: TITLE: SCALE: DRG DATE: ORIGINAL SIZE: DRAWN: REV:03/09/2025 REVISION NOTES: GENERAL UPDATES PAISLEY FESTIVAL 2025 PAISLEY FESTIVAL 2025 BARSHAW PARK / PAISLEY / UK 1:300 A3 IL 001_001 D FOOD VILLAGE AREA PLANSCALE 1:300 0 0 5M 10M 15M 20M 25M 30M 10' 20' 30' 40' 50' 60' 70' 80' 90' 100' PAISLEY FESTIVAL 2025 FOOD VILLAGE AREA PLAN FOOD VILLAGE 10 x FOOD VANS 3m x 3m FOOD VILLAGE TENT BEIGE STRETCH TENT 21m x 15m 20 x PICNIC TABLES BAR 4 CONTAINER 20FT HERAS FENCE (497 Lm) SITE LEGEND: SITE FENCE (1,755 Lm) Page 222 of 226
Page 227
Cycle Racing Facility Play Area Shelter 14.0m 21 26 27 24 23 25 25 125KVa 125KVa 28 22 DWG No: PROJECT: CLIENT: VENUE: TITLE: SCALE: DRG DATE: ORIGINAL SIZE: DRAWN: REV:03/09/2025 REVISION NOTES: GENERAL UPDATES PAISLEY FESTIVAL 2025 PAISLEY FESTIVAL 2025 BARSHAW PARK / PAISLEY / UK 1:500 A3 IL 001_001 D KIDS AREA PLANSCALE 1:500 0 0 10M 50' 20M 30M 40M 50M 100' 150' 10 x PICNIC BENCHES PAISLEY FESTIVAL 2025 KIDS AREA PLAN KIDS RIDE - 2 SIZE AND TYPE TBC KIDS TENT - 2 CLEARSPAN 9m x 6m CAN BAR - 5 TRAILER 3m x 3m KIDS RIDE - 1 SIZE AND TYPE TBC GENERATOR COMPOUND - 2 5m x 5mKIDS TENT - 1 2 POLE TENT 260m2 20m x 13m KIDS TENT - 3 CLEARSPAN 9m x 6m HERAS FENCE (497 Lm) SITE LEGEND: SITE FENCE (1,755 Lm) KIDS RIDE - 3 SIZE AND TYPE TBC Page 223 of 226
Page 228
ParkBarshaw War Meml Trees Club House FB Pond 55 56 31 343434 34 34 34 41 42 42 30 32 33 30 35 50 54 51 51 52 53 125KVa 125KVa 43 DWG No: PROJECT: CLIENT: VENUE: TITLE: SCALE: DRG DATE: ORIGINAL SIZE: DRAWN: REV:03/09/2025 REVISION NOTES: GENERAL UPDATES PAISLEY FESTIVAL 2025 PAISLEY FESTIVAL 2025 BARSHAW PARK / PAISLEY / UK 1:600 A3 IL 001_001 D MAIN STAGE AREA PLANSCALE 1:600 0 0 10M 20M 30M 40M 50M 60M 50' 100' 150' 200' PAISLEY FESTIVAL 2025 MAIN STAGE AREA PLAN SIZE TBC MAIN STAGE AREA STAGE ARTIST VILLAGE AVP FOH BAR 2 BAR 1 PUBLIC VIP AREA PRODUCTION AREA TOILET AREA 2 SPONSOR VIP AREA PUBLIC VIP TOILETS WELNESS AREA BAR VIP TENT WITH BAR EXISTING WELL SIZE TBC SIZE TBC MOJO BARRIERS 30m STRETCH TENT 15m x 10m STRETCH TENT 15m x 10m 6 x ARTIST TENTS CLEAR SPAN TENT 6m x 3m ARTIST TOILET TRAILER SIZE TBC 2 x PRODUCTION OFFICES CABINS 20FT OFFICE CABIN 10FT GENERATOR COMPOUND - 3 5m x 5m HERAS FENCE (497 Lm) SITE LEGEND: SITE FENCE (1,755 Lm) GATE 6m GATE 3.5m Page 224 of 226
Page 229
Trees FB 55 56 31 34 41 42 42 33 30 35 50 54 51 51 52 53 125KVa 125KVa 43 DWG No: PROJECT: CLIENT: VENUE: TITLE: SCALE: DRG DATE: ORIGINAL SIZE: DRAWN: REV:03/09/2025 REVISION NOTES: GENERAL UPDATES PAISLEY FESTIVAL 2025 PAISLEY FESTIVAL 2025 BARSHAW PARK / PAISLEY / UK 1:400 A3 IL 001_001 D VIP AREA PLANSCALE 1:400 0 0 10M 20M 30M 40M 10' 20' 30' 40' 50' 60' 70' 80' 90' 100' 110' 120' PAISLEY FESTIVAL 2025 VIP AREA PLAN 2 x PRODUCTION OFFICES CABINS 20FT OFFICE CABIN 10FT STRETCH TENT 500pax 10m x 7.5m 2 x VIP TOILETS FEMALE TRAILER PL 202 type W (8 stall) 1 x VIP TOILETS MALE TRAILER PL 202 type X VIP TOILETS MALE / FEMALE TRAILER 24FT 28 x PORTABLE TOILETS 1 x TRAILER WITH 18 x URINALS MAIN STAGE AREA FOH BAR 2 PUBLIC VIP AREA PRODUCTION AREA TOILET AREA 2 SPONSOR VIP AREA PUBLIC VIPN TOILETS VIP TENT WITH BAR EXISTING WELL GENERATOR COMPOUND - 3 5m x 5m SPONSOR BAR STRETCH TENT 3000pax 21m x 15m HERAS FENCE (497 Lm) SITE LEGEND: SITE FENCE (1,755 Lm) GATE 3.5m Page 225 of 226
Page 230
Trees 55 56 58 58 59 60 57 54 DWG No: PROJECT: CLIENT: VENUE: TITLE: SCALE: DRG DATE: ORIGINAL SIZE: DRAWN: REV:03/09/2025 REVISION NOTES: GENERAL UPDATES PAISLEY FESTIVAL 2025 PAISLEY FESTIVAL 2025 BARSHAW PARK / PAISLEY / UK 1:400 A3 IL 001_001 D WELLNESS AREA PLANSCALE 1:400 0 0 10M 20M 30M 40M 10' 20' 30' 40' 50' 60' 70' 80' 90' 100' 110' 120' PAISLEY FESTIVAL 2025 WELLNESS AREA PLAN SEATING AREA BEAN BAGS/DECK CHAIRS 2 x SHOWERS CABIN 6 BAY+ WATER AND WASTE TANKS 6m x 3m 28 x PORTABLE TOILETS WOODLAND HUT / DJ STAGE 8m x 4m 1 x TRAILER WITH 18 x URINALS TOILET AREA 2 VIP TENT WITH BAR WELLNESS TENT BEIGE STRETCH TENT 26m x 26mSTRETCH TENT 3000pax 21m x 15m HERAS FENCE (497 Lm) SITE LEGEND: SITE FENCE (1,755 Lm) Page 226 of 226