Agenda Document Pack - Leadership Board - 21/02/2024
Renfrewshire Council · 21 February 2024
Back to Leadership Board — 21 February 2024 and its agenda
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15/02/2024 Notice of Meeting and Agenda Leadership Board Date Time Venue Wednesday, 21 February 2024 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 Gillian Graham: Councillor Neill Graham: Councillor Anne Hannigan: Councillor Alec Leishman: Councillor Marie McGurk: Councillor Iain McMillan: Councillor Jim Paterson: 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. 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 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
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15/02/2024 Webcasting of Meeting This meeting will be filmed for live or subsequent broadcast via the Council’s internet site – at the start of the meeting the Convener will confirm if all or part of the meeting is being filmed. To find the webcast please navigate to https://renfrewshire.public-i.tv/core/portal/home
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15/02/2024 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 Report Joint report by Chief Executive, Director of Finance & Resources and Chief Finance Officer Renfrewshire Health & Social Care Partnership 1 - 12 2 Fairer Renfrewshire Sub-committee Minute of Meeting of Fairer Renfrewshire Sub-committee held on 31 January 2024 13 - 16 3 Fairer Renfrewshire Update Report by Chief Executive 17 - 36 4 Community Planning - Six-monthly update Report by Chief Executive 37 - 98 5 Revised Renfrewshire Integration Scheme Report by Chief Officer, Renfrewshire Health & Social Care Partnership 99 - 150 6 Adult Social Care Update Report 2023/24 Report by Chief Officer, Renfrewshire Health & Social Care Partnership 151 - 166 7 Gaelic Language Plan 2024/29 Report by Chief Executive 167 - 194 8 Local Partnerships - Launch of 2024 Development Programme Report by Chief Executive 195 - 206 9 City Deal and TH/CARS2 Projects Update Report by Chief Executive 207 - 218
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15/02/2024 10 Art Works Owned by Paisley Art Institute Report by Director of Finance & Resources 219 - 230 11 Royal National Mòd 2023 Report by Chief Executive 231 - 294 12 OneRen Annual Report - 2022/23 Report by Chief Executive 295 - 326
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To: Leadership Board On: 21 February 2024 Report by: Chief Executive, Director of Finance and Resources, and Chief Finance Officer Renfrewshire HSCP Heading: Revenue and Capital Budget Monitoring as at 10 November 2023 1. Summary of Financial Position 1.1. The projected revenue outturn at 10 November 2023 for those services reporting to the Leadership Board is an overspend of £1.542m. 1.2. The projected capital outturn at 10 November 2023 for projects reporting to the Leadership Board is a breakeven position against the revised budget for the year. 1.3. This is summarised in the table below and further analysis is provided in the Appendices. Table 1: Revenue Division Revised Annual Budget £000 Projected Annual Outturn £000 Budget Variance (Adv)/Fav £000 Budget Variance % Adult Services 97,500 99,048 (1,548) (1.6%) Chief Executives 19,172 19,166 6 0% Total 116,672 118,214 (1,542) (1.3%) Table 2: Capital Division Revised Annual Budget £000 Projected Annual Outturn £000 Budget Variance (Adv)/Fav £000 Budget Variance % Chief Executives 50,873 50,873 0 0% Leisure Services 1,086 1,086 0 0% Total 51,959 51,959 0 0% Item 1 Page 1 of 326
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2. Recommendations 2.1. Members are requested to: (a) Note the projected Revenue outturn position detailed in Table 1 above; (b) Note the projected Capital outturn position detailed in Table 2 above; and (c) Note the budget adjustments detailed at sections 4 and 6. 3. Revenue 3.1. The Revenue Budget Monitoring report at Appendix 1 identifies a projected overspend of £1.542m by 31 March 2024 for all services reporting to this Board. Detailed division reports can be found in Appendix 2, along with an explanation of any significant projected variance. 3.2. The projected outturn is based on information currently available and assumptions made by service budget holders. 3.3. The main reasons for the projected outturn position are indicated in the appendices showing both the subjective analysis (what the budget is spent on) and the objective analysis (which division is spending the budget). 4. Revenue Budget Adjustments 4.1. There have been no budget adjustments since the last report to Committee (Period 6 as at 15 September). 5. Capital 5.1. The Capital Investment Programme 2023/24 to 2027/28 was approved by the Council on 2 March 2023. 5.2. For the Chief Executive’s Service, the revised capital spend for 2023/24 is £50.873m. For Leisure Services, the revised capital spend for 2023/24 is £1.086m. 5.3. Further details can be found in Appendix 3. 6. Capital Budget Adjustments 6.1. For 2023/24, the current revised programme totals £51.959m which is a decrease of £1.000m since the last report. This is due to budget adjustments for Leisure Service, as follows: Lagoon Internal Play Centre: Budget carried forward from 2023/24 into 2024/25 (£1.000m) as a result of planned work delayed to 2024/25 due to the hall being used as a temporary gym for Castlehead High School. Page 2 of 326
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Implications of this report 1. Financial The projected budget outturn position for the revenue budget reported to the Leadership Board is an overspend of £1.542m. Income and expenditure will continue to be monitored closely for the rest of the financial year and, where necessary, steps will be taken to mitigate any overspend. The projected outturn position for capital budgets reported to the Leadership Board is breakeven. The Capital programme will continue to be monitored closely for the rest of the financial year. 2. HR and Organisational Development None directly arising from this report. 3. Community/Council Planning None directly arising from this report. 4. Legal None directly arising from this report. 5. Property/Assets Capital projects will result in new assets (City Deal) and refurbishment, and improvement to Cultural Infrastructure and Public Realm assets. 6. Information Technology None directly arising from this report. 7. Equality and Human Rights None directly arising from this report. 8. Health and Safety None directly arising from this report. 9. Procurement None directly arising from this report. 10. Risk The risk that the Council will overspend its approved budgets for the year will be managed at a Council-wide level by the Chief Executive and Directors. 11. Privacy Impact None directly arising from this report. Page 3 of 326
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12. Cosla Policy Position N/a. 13. Climate Risk None directly arising from this report. __________________________________________________________________ List of Background Papers Revenue Budget and Council Tax 2023/24, Council 2 March 2023. Non-Housing Capital Investment Programme, Prudential Framework and Treasury Management Strategy, and Capital Strategy 2023/24 – 2027/28, Council 2 March 2023. __________________________________________________________________ Authors: Revenue - Valerie Howie, Finance Business Partner / Alison Burns, Corporate Finance Manager Capital – Linsey McGregor, Capital Accountant Page 4 of 326
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Appendix 1 Objective Summary Annual Budget at Period 6 Budget Adjustments Revised Annual Budget at Period 8 Projected Outturn Previous Projected Outturn Variance Movement £000 £000 £000 £000 £000 % £000 £000 Adult Services 97,500 (0) 97,500 99,048 (1,548) (1.6%) (3,925) 2,377 Chief Executive's Service 19,172 0 19,172 19,166 6 0.0% 8 (2) NET EXPENDITURE 116,672 (0) 116,672 118,214 (1,542) (1.3%) (3,917) 2,375 Subjective Summary Annual Budget at Period 6 Budget Adjustments Revised Annual Budget at Period 8 Projected Outturn Previous Projected Outturn Variance Movement £000 £000 £000 £000 £000 % £000 £000 Employees 43,508 3 43,511 43,302 209 0.5% (511) 720 Premises Related 885 0 885 968 (83) (9.4%) (62) (21) Transport Related 819 0 819 604 215 26.3% 255 (40) Supplies and Services 17,658 69 17,727 17,908 (181) (1.0%) (178) (3) Third Party Payments 80,148 83 80,231 82,334 (2,103) (2.6%) (3,689) 1,586 Transfer Payments 4,694 0 4,694 4,536 158 3.4% 166 (8) Support Services 74 0 74 59 15 20.3% 14 1 Depreciation and Impairment Losses 0 0 0 0 0 0.0% 0 0 GROSS EXPENDITURE 147,786 155 147,941 149,711 (1,770) (1.2%) (4,005) 2,235 Income (31,114) (155) (31,269) (31,497) 228 0.7% 88 140 NET EXPENDITURE 116,672 0 116,672 118,214 (1,542) (1.3%) (3,917) 2,375 RENFREWSHIRE COUNCIL REVENUE BUDGET MONITORING STATEMENT 2023/24 1 April 2023 to 10 November 2023 Budget Variance (Adverse) or Favourable Budget Variance (Adverse) or Favourable POLICY BOARD : LEADERSHIP BOARD Page 5 of 326
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Appendix 2 Objective Summary Annual Budget at Period 6 Budget Adjustments Revised Annual Budget at Period 8 Projected Outturn Previous Projected Outturn Variance Movement £000 £000 £000 £000 £000 % £000 £000 Older People 61,970 3 61,973 64,009 (2,036) (3.3%) (3,945) 1,910 Physical or Sensory Difficulties 7,866 (3) 7,863 7,959 (96) (1.2%) 80 (176) Learning Difficulties 23,007 (1) 23,006 22,941 65 0.3% (455) 520 Mental Health Needs 3,990 0 3,990 3,514 476 11.9% 350 126 Addiction Services 667 0 667 625 42 6.3% 46 (4) NET EXPENDITURE 97,500 (0) 97,500 99,048 (1,548) (1.6%) (3,925) 2,377 Objective Heading Older People Physical or Sensory Difficulties Learning Difficulties Mental Health Needs Addiction Services POLICY BOARD : LEADERSHIP BOARD ‐ ADULT SERVICES Key Reasons for Projected Variance The overspend care at home and our three HSCP care homes reflects increased demand and increased patient acuity of discharges from hospitals with more complex needs and more intensive care packages. The current increased dependencies of clients supported within our care homes reflects the impact of COVID and the level of increased staffing put in place to manage levels of need due to our inability at that point to move residents on to nursing care when required (previously funded by Scottish Government from 2020/21 to mid 2022/23). However, a number of clients admitted during COVID are still within the care homes requiring increased support reflective of their higher‐than‐normal care requirements. To date £1.968m has been drawn down from winter pressure reserves, accounting for the movement from Period 6. This is assisting to temporarily mitigate the overspend within these areas. Overspend reflective of the current client profile and associated costs within adult care placements. RENFREWSHIRE COUNCIL REVENUE BUDGET MONITORING STATEMENT 2023/24 1 April 2023 to 10 November 2023 Budget Variance (Adverse) or Favourable Underspend reflects ongoing challenges in terms of recruitment and retention issues across all service areas due to the limited availability of the skills mix required within the workforce market. Underspend reflective of current client profile within adult care placements and ongoing challenges in terms of recruitment and retention issues across all service areas due to the limited availability of the skills mix required within the workforce market. Underspend reflects ongoing challenges in terms of recruitment and retention issues across all service areas due to the limited availability of the skills mix required within the workforce market. Page 7 of 326
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Appendix 2 Subjective Summary Annual Budget at Period 6 Budget Adjustments Revised Annual Budget at Period 8 Projected Outturn Previous Projected Outturn Variance Movement £000 £000 £000 £000 £000 % £000 £000 Employees 39,794 3 39,797 39,614 183 0.5% (515) 698 Premises Related 462 0 462 558 (96) (20.8%) (75) (21) Transport Related 818 0 818 603 215 26.3% 255 (40) Supplies and Services 3,599 69 3,668 3,833 (166) (4.5%) (181) 16 Third Party Payments 80,148 83 80,231 82,334 (2,103) (2.6%) (3,689) 1,586 Transfer Payments 2,977 1 2,978 2,815 163 5.5% 166 (3) Support Services 70 0 70 55 15 21.4% 14 1 Depreciation and Impairment Losses 0 0 0 0 0 0.0% 0 0 GROSS EXPENDITURE 127,868 155 128,023 129,812 (1,789) (1.4%) (4,025) 2,236 Income (30,368) (155) (30,523) (30,764) 241 0.8% 100 141 NET EXPENDITURE 97,500 0 97,500 99,048 (1,548) (1.6%) (3,925) 2,377 POLICY BOARD : LEADERSHIP BOARD ‐ ADULT SERVICES 1 April 2023 to 10 November 2023 RENFREWSHIRE COUNCIL REVENUE BUDGET MONITORING STATEMENT 2023/24 Budget Variance (Adverse) or Favourable Page 8 of 326
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Appendix 2 Objective Summary Annual Budget at Period 6 Budget Adjustments Revised Annual Budget at Period 8 Projected Outturn Previous Projected Outturn Variance Movement £000 £000 £000 £000 £000 % £000 £000 Chief Executive and Management 282 0 282 280 2 0.7% 3 (1) Policy and Commissioning 3,073 0 3,073 3,073 0 0.0% 0 0 Marketing and Communications 3,198 0 3,198 3,194 4 0.1% 5 (1) City Deal & Infrastructure 0 0 0 0 0 0.0% 0 0 Leisure Services (incl Renfrewshire Leisure) 12,619 0 12,619 12,619 0 0.0% 0 0 NET EXPENDITURE 19,172 0 19,172 19,166 6 0.0% 8 (2) Objective Heading Chief Executive and Management Policy and Commissioning Marketing and Communications City Deal & Infrastructure Leisure Services (incl Renfrewshire Leisure) POLICY BOARD : LEADERSHIP BOARD ‐ CHIEF EXECUTIVE'S SERVICE 1 April 2023 to 10 November 2023 Budget Variance (Adverse) or Favourable Key Reasons for Projected Variance No significant projected year end variances to report. REVENUE BUDGET MONITORING STATEMENT 2023/24 No significant projected year end variances to report. No significant projected year end variances to report. No significant projected year end variances to report. No significant projected year end variances to report. RENFREWSHIRE COUNCIL Page 9 of 326
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Appendix 2 Subjective Summary Annual Budget at Period 6 Budget Adjustments Revised Annual Budget at Period 8 Projected Outturn Previous Projected Outturn Variance Movement £000 £000 £000 £000 £000 % £000 £000 Employees 3,714 1 3,715 3,688 27 0.7% 4 23 Premises Related 423 0 423 410 13 3.1% 13 0 Transport Related 1 0 1 1 0 0.0% 0 0 Supplies and Services 14,059 1 14,060 14,075 (16) (0.1%) 3 (19) Third Party Payments 0 0 0 0 0 0.0% 0 0 Transfer Payments 1,717 (1) 1,716 1,721 (5) (0.3%) 0 (5) Support Services 4 0 4 4 0 0.0% 0 0 Depreciation and Impairment Losses 0 0 0 0 0 0.0% 0 0 GROSS EXPENDITURE 19,918 0 19,918 19,899 19 0.1% 20 (1) Income (746) 0 (746) (733) (13) (1.7%) (12) (1) NET EXPENDITURE 19,172 0 19,172 19,166 6 0.0% 8 (2) REVENUE BUDGET MONITORING STATEMENT 2023/24 Budget Variance (Adverse) or Favourable POLICY BOARD : LEADERSHIP BOARD ‐ CHIEF EXECUTIVE'S SERVICE 1 April 2023 to 10 November 2023 RENFREWSHIRE COUNCIL Page 10 of 326
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Appendix 3 Prior Years Budget Budget Revised Projected Expenditure at P6 Adjustments Budget Outturn Total Approved Projected to 31/03/2023 2023‐24 2023‐24 2023‐24 2023‐24 Budget Outurn Project Title to 31‐Mar‐27 to 31‐Mar‐27 £000 £000 £000 £000 £000 £000 £000 LEISURE SERVICES Community Halls Refurbishment 2,548 886 0 886 886 0 0% 3,433 3,433 0 0% Linwood Running Track at On-X 0 200 0 200 200 0 0% 200 200 0 0% Lagoon Internal Play Centre 0 1,000 (1,000) 0 0 0 0% 1,000 1,000 0 0% Total Leisure Services 2,548 2,086 (1,000) 1,086 1,086 0 0% 4,633 4,633 0 0% CHIEF EXECUTIVES City Deal Projects Glasgow Airport Investment Area 40,616 372 0 372 372 0 0% 43,053 43,053 0 0% Clyde Waterfront & Renfrew Riverside 55,054 44,208 0 44,208 44,208 0 0% 118,604 118,604 0 0% Airport Access 2,934 0 0 0 0 0 0% 141,992 141,992 0 0% Economic Development GAIA Regeneration 0 3,391 0 3,391 3,391 0 0% 3,391 3,391 0 0% AMIDS: Public Realm Phase 1 Netheron Square 3,596 337 0 337 337 0 0% 3,933 3,933 0 0% AMIDS: District Heating Network 6,263 830 0 830 830 0 0% 7,093 7,093 0 0% AMIDS: South 3,096 1,735 0 1,735 1,735 0 0% 43,625 43,625 0 0% Total Chief Executives 111,559 50,873 0 50,873 50,873 0 0% 361,691 361,691 0 0% TOTAL LEADERSHIP BOARD 114,107 52,959 (1,000) 51,959 51,959 0 0% 366,324 366,324 0 0% *Rolling programmes have a prior year year expenditure of £0 as the expenditure is not directly linked from one year to the next as a singular project. RENFREWSHIRE COUNCIL CAPITAL INVESTMENT STRATEGY ‐ NON‐HOUSING SERVICES 1st April to 10th November 2023 POLICY BOARD: LEADERSHIP Current Year 2023‐24 Full Programme ‐ All years Budget Variance (Adverse) or Favourable Budget Variance (Adverse) or Favourable Page 11 of 326
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Minute of Meeting Fairer Renfrewshire Subcommittee Date Time Venue Wednesday, 31 January 2024 10:00 Council Chambers (Renfrewshire), Council Headquarters, Renfrewshire House, Cotton Street, Paisley, PA1 1AN Present: Councillor Jacqueline Cameron, Councillor Graeme Clark, Councillor Anne Hannigan, Councillor Alec Leishman, Councillor Marie McGurk, Councillor Iain Nicolson, Councillor Andy Steel Chair Councillor J Cameron, Convener, presided. In Attendance A MacArthur, Director of Finance & Resources; L McIntyre, Head of Policy & Partnerships, A ArmstrongWalter, Strategic Partnership & Inequalities Manager, D Dunn, Social Renewal Lead Officer, B Jardine, Senior Planning & Policy Development Officer (Poverty & Equalities) and E Barr, Assistant Planning & Policy Development Officer (all Chief Executive's); and R Devine and E Gray, Senior Committee Services Officers (both Finance & Resources). Webcasting of Meeting Prior to the commencement of the meeting the Convener intimated that this meeting of the Subcommittee would be filmed for live or subsequent broadcast via the Council's internet site. Declarations of Interest There were no declarations of interest intimated prior to the commencement of the meeting. Transparency Statements Councillor Clark indicated that he had a connection to item 2 by reason of his son being Chief Executive of Active Communities. However, he indicated that he had applied the objective test and did not consider he had an interest to declare. Item 2 Page 13 of 326
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1 CostofLiving 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. The report intimated that although there had been reductions in financial pressures, including the recent fall in inflation and improvements in real wage growth, stubbornly high food and energy costs were continuing to significantly affect living standards with those on lower incomes disproportionately affected. The report stated that the Resolution Foundation was projecting zero real growth for the median nonpensioner household income over the next threeyear period. For lowincome households, it was projected that an extra 300,000 people across the UK, an overall rise of 3%, would face absolute poverty next year. The analysis highlighted that the proportion of children living in absolute poverty was projected to rise highest. It was also anticipated that housing costs would represent one of the most significant pressures on the costof living during 2024 with mortgagors set to see average increases of £1,800 to their mortgage bills and that there would also be significant associated impacts for many renters. 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, highlighting key priorities which would be the focus of future activity. The report provided updates on current projects, detailed within Section 4 of the report, including the Scottish Government Council Tax Debt Pilot Project; Special Needs Pregnancy Service – Stronger Start; School Support Service; Winter Connections Programme; Lived Experience Panel; and the Child Poverty Deep Dive exercise. The report also noted that following discussion at the meeting of the Leadership Board held on 6 December 2023, proposals for a Breakfast Club/Grab and Go provision were being finalised. DECIDED: That the report be noted. 3 School Meal Debt The Director of Finance & Resources gave a presentation relative to school meal debt in Renfrewshire and the support provided to families that might be experiencing financial insecurity. Specific reference was made during the presentation to the background to the issue, issues within the current process which had been identified as requiring revision, COSLA’s Best Practice principles, the local approach, feedback received from the Renfrewshire Lived Experience Panel, the revised process initiated, Scottish Government Policy initiatives and future proposed actions. Page 14 of 326
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DECIDED: That the presentation be noted. Page 15 of 326
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_________________________________________________________________________________ To: Leadership Board On: 21 February 2024 _________________________________________________________________________________ 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. This paper provides a summary of the key headline issues, as reported to the Fairer Renfrewshire Sub-Committee on 31 January 2024. 1.2 Specific updates are also provided in relation to: • The most recent programme update including information on recent statistics and research in relation to the cost of living crisis and school meal debt. • The Winter Connections Programme 23/24. • The development of Renfrewshire’s Trauma Informed and Responsive Programme. • Renfrewshire’s Alcohol and Drugs Change Programme, with a specific focus on work being undertaken to challenge stigma and language around alcohol and drug use in Renfrewshire and; • Proposals to develop and progress a targeted programme of work as part of Fairer Renfrewshire which will be focused on advancing equality of opportunity, and considering the challenges and opportunities for specific equalities groups across Renfrewshire as a key priority for 2024. 1.3 Officers continue to work with partners to progress the Fairer Renfrewshire programme. Priority actions over the next quarter include: Item 3 Page 17 of 326
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• Progressing a ‘deep dive’ data exercise around child poverty as a Community Planning Partnership, focussing on the six priority family groups, with an initial exercise about to commence in relation to Gallowhill. • Continuing the evaluation of Tackling Poverty funded projects and developing proposals for the 2024 Fairer Renfrewshire Programme; and • Subject to approval of funding, progress priority work in relation to engagement with equality groups in Renfrewshire as set out in Section 4 of this report. _________________________________________________________________________________ 2. Recommendations 2.1 It is recommended that elected members: • Note the content of the report and the work being undertaken to progress the Fairer Renfrewshire programme; • Note the awards made as part of this year’s Winter Connections programme under delegated authority to the Head of Policy and Partnerships, detailed at Section 4 and Appendix 1; • Approve the allocation of £20,225.34 from the Alcohol and Drugs Change Programme budget, to support the initiative detailed in Section 5; • Note the development of Renfrewshire’s Trauma Informed and Responsive Renfrewshire Programme and the initial Roadmap included as Appendix 2 to this report; and • Approve the allocation of £150,000 to establish a dedicated equalities workstream of the Fairer Renfrewshire programme as an identified key priority for progression during 2024. _________________________________________________________________________________ 3. Background 3.1 The Fairer Renfrewshire Programme has continued to develop during 2023, with the immediate focus of the Council and its partners being in relation to the ongoing cost of living response and wider initiatives which seek to tackle poverty and inequality. This is a fast paced and constantly evolving programme and the Fairer Renfrewshire Sub-Committee continues to meet to provide oversight on all related activities being undertaken. 3.2 As previously reported to Board, four key themes were identified for the initial Fairer Renfrewshire programme: • Improving financial security • Advancing equality of opportunity • Building community capacity and resilience • Listening to lived experience 3.3 At its meeting on 31 January 2024, the sub-committee considered: Page 18 of 326
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• The most recent programme update including information on recent statistics and research in relation to the cost-of-living crisis. • Updates in relation new projects being brought forward such as the Schools Support Service providing advice in secondary schools and Stronger Start, as well as progress updates on priority actions such as supporting the Fairer Renfrewshire lived experience panel and delivering the Winter Connections programme. • An update on breakfast club provision, and further information relating the breakfast snack pilots being carried out in four local primary schools. • A report on work to review the Council’s School Meal Debt processes. 3.4 In terms of key statistics highlighted at the meeting of the sub-committee it is worth noting: • The rate of inflation is now 4% (Dec 23), rising unexpectedly from November’s 3.9% rate and is still above the 2% target set by the Bank of England. • The inflation rate for food has fallen again; now 8%. This is the lowest rate since May 2022. • The Bank of England has kept the interest rate unchanged at 5.25% as of 1 February 2024, which is the highest rate in 15 years. The next review will be on the 21st March 2024. • The Energy Price Cap, originally introduced by Ofgem in January 2019 to set limits on the underlying rates energy suppliers, is now set at £1,928 from the 1 January until 31 March 2024. This means households who use gas and electricity and pay by direct debit will pay on average, £1,928, which is an increase from £1,834 the previous quarter. _________________________________________________________________________________ 4. Fairer Renfrewshire Programme Update 4.1 Since the last update to Leadership Board in December 2023, a range of activities have continued to be progressed by officers and partners. A summary is provided in the sections below. Scottish Government Council Tax Debt Pilot Project 4.2 In November 2023, Renfrewshire Citizens Advice Bureau (RCAB) approached the Council to collaborate in a Council Tax Debt Pilot. The Bureau had bid for the opportunity to participate in this Pilot, which is funded through the Scottish Government, as one of three areas in Scotland. The pilot focuses on exploring how local Citizens Advice Bureau and local authorities can work together to improve the journey of those who are in council tax arrears or struggling to make council tax payment. The aim is to provide better outcomes for people and for local authorities. 4.3 The pilot is informed by the best practice recommendations in the Collaborative Council Tax Collection Guide which was produced and distributed by the Improvement Service to local authorities in 2022 and runs from now until 31 March 2024. 4.4 The Council and RCAB have agreed to work collaboratively to ensure that people have the opportunity to improve their financial capability, maximise their incomes and ultimately, in many cases, be better placed to arrive at sustainable arrangements to pay their council tax debts, thus reducing collection costs and the need for enforcement action while supporting and engaging those who are vulnerable. Page 19 of 326
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4.5 The outcomes of the pilot will be provided through an evaluation report which will collate the learnings and achieved outcomes, whilst recognising the short time frames involved. Regular meetings will take place between relevant Council Officers and RCAB staff, with the initial meeting having taken place in mid-December. 4.6 In the short-term, the working group will review current approaches, and will seek to develop and agree a clear communications strategy with the aim of making improvements to processes. Whilst consideration will be given to how all Renfrewshire citizens are communicated with, the focus will be on reaching out to young people, new tenants, and other vulnerable groups who often don’t fully understand their obligations or engage with the available advice and support. The group will seek to enhance collaboration between RCAB and Council Officers across several areas within Council Tax, Benefit Services, and debt recovery. 4.7 In the medium to longer term the group will investigate developing Council Tax notices and correspondence and identify improvements to simplify and streamline the application process for discounts, exemptions, and Council Tax Reduction, with the aim of reducing the barriers for less empowered citizens who may have difficulty navigating entitlements. Special Needs in Pregnancy service – Stronger Start 4.8 As previously reported to the Sub-Committee, Renfrewshire Council has been working with Renfrewshire HSCP, NHSGGC and Renfrewshire Citizens Advice Bureau to develop a pilot for an advice and advocacy service within the Special Needs in Pregnancy service (SNIPs) at the Royal Alexandra Hospital after Renfrewshire Citizens Advice Bureau were successful in an application to the National Lottery Improving Lives Fund, and have been awarded £95,000 to run a pilot of the service for one year. 4.9 Work to establish the service has taken place including engagement with midwives, referral processes confirmed as well as a location for the service within the hospital being agreed. The new staff have been recruited and started work in mid-January, and the Pilot commenced on 13 February. 4.10 The Improvement Service has agreed to carry out evaluation of the project, as if the project is shown as successful at addressing the needs of pregnant women with complex needs, further funding will be sought and having robust, external evaluation will help to make a case with potential funders. 4.11 A Steering Group formed from Renfrewshire Citizens Advice, Renfrewshire Council and Renfrewshire HSCP along with NHSGGC and Inverclyde and West Dunbartonshire HSCPs continue to meet to support implementation and performance of this project which will offer income maximisation advice and also individual support and advocacy around a range of issues and will also develop robust referral pathways with partners in the public and third sectors. School Support Service 4.12 The School Support service provided by Renfrewshire Citizens Advice Bureau commenced at the start of the school year, with the first appointments week commencing 23 August. From that date until the Christmas break there had been 87 contacts from parents, 62 appointments had been attended across schools, and there were a number of cancelled appointments and ‘no shows’. Page 20 of 326
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4.13 The busiest areas for advice have been benefits. Reasons for appointments have been varied, with advice and support provided around benefits, mainly Adult Disability Payments and Universal Credit. The second busiest area for advice has been housing, including homelessness. 4.14 Limited Client Financial Gain (CFG) for clients has been recorded so far. This can be because of the timescales involved in processing benefit applications. It is expected more significant financial gains will be recorded as the project progresses. Feedback from schools has been excellent, with schools reporting that they and parents have found the service to be a valuable resource and that parents have felt supported by the adviser. 4.15 The Family Advice Service for younger children, provided by Advice Works, will commence early this year. After the work done with families claiming Free School Meals in 2023, the next stage is offering support to parents through referral from schools, including for those families with school meal debt. Winter Connections 4.16 After the success of the Winter Connections programme in 2022/23, the new programme for winter 23/24 launched at the end of September. The fund comprises £75,000 from the Fairer Renfrewshire budget with a further £10,000 from the Recovery Change Programme to reduce stigma and to make sure activities are accessible to people in recovery from mental health issues or alcohol and drug use. 4.17 Like last year, organisations were able to bid for up to £2,000 to provide activities which are: • Open, free and easy to access • 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 4.18 A Panel comprising Renfrewshire Council, Renfrewshire HSCP and Engage Renfrewshire was set up to scrutinise applications and make recommendations to the Head of Policy and Partnerships, who has been delegated authority to make decisions on funding to support speedy distribution of funds. 4.19 To the end of December, 43 applications for funding have been approved by the Head of Policy and Partnerships under delegated authority, with over £80,000 allocated to projects. Officers are continuing to work with community groups in areas with gaps to maximise use of remaining funding, with the panel looking at range and time of activities as well as geographical split before making recommendations to ensure coverage is as wide as possible across Renfrewshire. A full list of applications is attached as Appendix 1. 4.20 At the Leadership Board on 6 December 2023, members also approved funding of £6,000 from Fairer Renfrewshire funding to OneRen Libraries to extend provision of a range of activities across all Renfrewshire libraries as last year, and in addition allow libraries to offer hot drinks and cup soups to all those attending the library as well as snacks at selected childrens’ activities. Lived Experience Panel 4.21 The Fairer Renfrewshire Sub-Committee has been given a number of updates relating to work of the Fairer Renfrewshire Panel. Their last meeting of the year in December 2023 was used to look back at achievements over the first full year the panel has met and decide priorities for 2024. Page 21 of 326
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4.22 The first meeting of the Panel in January 2024 was used examine and inform the School Meal Debt process and gain the Panel’s insight on this. The Panel had already expressed an interest in the issue of breakfast club provision and have highlighted this as priority at previous sessions. 4.23 As reported at the last Sub-Committee meeting, a sub-group of Renfrewshire’s digital partnership, Citizens Voice, has been working to introduce the DigiZone initiative, DigiZones being locations within Renfrewshire where any member of the public can connect to the internet as a minimum, but may also be able to gain digital skills support and access devices. The February Panel meeting will be used to discuss this initiative and wider digital exclusion. Child poverty – deep dive activity 4.24 Work has now commenced on a child poverty deep dive exercise at a Community Planning Partnership level, with a discussion held with the Executive Group in January 2024 to discuss some of the initial insights. In addition to considering partners’ current activity and intelligence on child poverty at a strategic level, and partners were asked to consider how we could work differently with the resources available going forward. A particular focus is on reviewing how resources are used and could be targeted to support families in the child poverty priority groups. 4.25 A partnership meeting is also being scheduled in February to commence a geographical or locality based deep dive exercise on child poverty in Gallowhill. Further updates on these exercises will be provided to the sub-committee at a future meeting. Breakfast snack provision 4.26 At the Leadership Board on 6 December 2023, further information was requested on the breakfast snack pilots which have been operating more recently in Renfrewshire. It was agreed that information would be provided though a report to the Fairer Renfrewshire sub-committee. 4.27 Breakfast “club” type provision operates across primary establishments as follows: • 9 Tackling Poverty funded breakfast clubs • 11 School and Environment, Housing & Infrastructure run breakfast clubs • 7 school only run clubs • 10 Out of School Care clubs 4.28 Currently breakfast service is available to purchase within Secondary school establishments, with Magic Breakfast, a charity run service, providing funding directly to Johnstone High School and Trinity High School to provide a free option. These operate with no involvement by Soft FM. 4.29 In July 2023 a pilot was implemented across 4 primary school locations providing a fully compliant healthy snack option each day to all pupils. • St Charles Primary school • Williamsburgh Primary School • Gallowhill Primary School and • St Catherine’s Primary School Page 22 of 326
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4.30 These schools were chosen to assess how it would work in practice (food cooked on-site/off-site) and if clubs already in place had an impact on the uptake of the snack. 4.31 Almost 1200 pupils are able to benefit from the healthy snack option each morning. Fruit is provided 3 days a week (apples/oranges/bananas) and snacks are cereal bars and popcorn-based snacks, which are all compliant with foods regulations. The snacks required to be chosen and issued appropriately to ensure they complied with allergen requirements. 4.32 Some evidence is emerging of positive outcomes with minimal returns of fruit and no returns of healthy school compliant snack and is continuing to be delivered within these 4 locations. This provision requires minimal staff resource as the snacks are collected at the kitchen by pupils and taken to each classroom prior to the morning break. However, it should be noted that with food costs having increased in recent years, the cost of the project requires to be evaluated in conjunction with outcomes achieved. Officers have started to engage with the schools to get feedback from the Head Teacher, staff and parents and carers to assess the success from their standpoint. 4.33 Work is also currently underway to discuss and explore how the initial findings from the pilot programme can inform future proposals relating to the development of breakfast provision in Renfrewshire. School meal debt 4.34 A presentation was given at the Fairer Renfrewshire Sub-Committee in January 2024 giving further information on work to review and develop the processes for the management of school meal debt. 4.35 The presentation covered some of the local and national developments which precipitated the review, as well as a summary of the local approach to reviewing school meal debt processes. The presentation also summarised some of the key changes from this work, including steps to providing a supportive approach at school level, linking to financial advice provision for families, reviewed communications to parents/carers, reviewed escalation points and processes for debt management and an ongoing commitment to de-stigmatising any approaches. 4.36 In addition to implementing some of the agreed process improvements, work will continue to be undertaken to review and monitor data to identify and target support further, as well as continued engagements with the Fairer Renfrewshire Lived Experience Panel around both these processes and wider food provision. Progressing the wider programme – Advancing Equality of opportunity 4.37 As highlighted in section 3 of this report, the Fairer Renfrewshire programme brought together a number of existing programmes of work focussed on achieving fairness and equity, including the Tackling Poverty Programme and Alcohol and Drugs Change Programme. These were brought together alongside the Council’s Social Renewal Plan, mapping a fairer future for Renfrewshire’s residents through the Covid-19 pandemic, and latterly has required a sustained focus on the rapidly developing cost-of-living crisis. Page 23 of 326
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4.38 A key strand of all the work across the Fairer Renfrewshire programme has been around the experience of a number of equalities groups, recognising that many of the inequalities and challenges faced by communities have been exacerbated by both the Covid-19 pandemic, and more recently the challenging economic situation. 4.39 It is recognised that there is requirement to further develop the Council’s understanding of, and response to, inequality locally and recommended that dedicated resources are allocated to progress this work throughout 2024 as a key priority within the programme. In addition to staffing capacity and expertise to progress this workstream, it is anticipated that project work will be commissioned from local equalities led organisations locally to ensure the work is shaped by the lived experience of local equalities groups and communities. It is recommended that £150,000 Fairer Renfrewshire funding is allocated to progress this workstream as a priority during 2024. 4.40 Initial priorities will be identified following a community impact survey which will be repeated in 2024, although it is anticipated from initial information available to partners that a particular early focus may be on supporting New Scots and resettlement in Renfrewshire given the increasingly diverse population that Renfrewshire has. Other aspects to consider may be in relation to people with a disability and social isolation in relation to older people. A more detailed work programme will be developed as a dedicated workstream within the Fairer Renfrewshire programme, and reported on to the Fairer Renfrewshire Sub-Committee and Leadership Board. _________________________________________________________________________________ 5. Alcohol and Drugs Change Programme 5.1 Regular updates on the implementation of the Programme have been provided to Leadership Board, in response to the Alcohol and Drugs Commission report and recommendations. A change programme is currently being delivered through the £2m funding agreed by Council in 2020, with £1.8m currently allocated. Work has been ongoing to review spend across existing projects, and to progress the evaluation of the initiatives. 5.2 The work of the Alcohol and Drugs Commission identified the need for partners to act robustly to eradicate stigma and promote positive conversations around recovery. A proposal has been developed, with I Am Me Scotland, to design and deliver staff training resources aimed at improving the understanding, awareness, and confidence of the workforce in relation to stigmatising language, and the impact of stigma on individuals and communities, in relation to alcohol and drugs. I Am Me will co-design the materials with a working group of those with lived experience of alcohol and drugs, and it will include short personal films demonstrating the impact of stigma and the barriers this creates. 5.3 It is anticipated the materials will be completed by spring 2024. The Alcohol and Drugs Programme Board considered and agreed this proposal to be recommended for approval by Leadership Board, at a cost of £20,225.34, from the Alcohol and Drugs Change Programme budget. 5.4 Work is also ongoing to evaluate the impact of all supported projects to date and an independent external partner is being identified to support this work. The initial focus of external support will Page 24 of 326
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be on qualitative data gathering, e.g. focus groups, interviews, with staff, service users etc., to support the performance and monitoring data, as well as existing qualitative data already being gathered by projects. The process to engage an external partner is now in the final stages, and the appointed provider will meet with projects leads to collaborate on the design and delivery of these qualitative exercises. 5.5 An update on the Alcohol and Drugs Change Programme will be brought to the next Leadership Board, including progress on the evaluation of initiatives, and the future direction of the projects within the Programme. _________________________________________________________________________________ 6. Trauma Informed and Responsive Renfrewshire 6.1 The Trauma-Informed and Responsive Renfrewshire Programme initially arose from the recommendations of the Alcohol and Drugs Commission, though at that time it was agreed that the programme should be more wide-ranging and have a focus on reducing inequalities caused by trauma. 6.2 Our wider approach aligns with the Scottish Government and COSLA work in this area, through the National Trauma Transformation Programme (NTTP). This has been in place since 2018 and has provided funding to all 32 local authorities to work with their community planning partners and progress trauma-informed approaches, services and processes. The intent is 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. 6.3 As part of this programme, NHS Education for Scotland has been funded to develop and deliver training and other resources to support local authorities, NHS Boards and other agencies in developing trauma-informed approaches. The Improvement Service are also a partner in the delivery of NTTP, and published a National Roadmap in November 2023. The national document identifies nine priority areas and sets out a vision of ‘what good looks like’ in relation to trauma- informed and responsive approaches. It also provides a self-assessment toolkit to support organisations with implementation. The Improvement Service is a partner in NTTP and provides specific support to local authorities, including toolkits, resources, and opportunities for Trauma Champions and Lead Officers to share good practice. 6.4 The Head of Policy and Partnerships is the Council’s Trauma Champion, and the TIRR programme is supported by a steering group with representation from all council services and from the HSCP. Throughout 2023, there has been a programme of engagement with council services and with partners in the public and third sectors. A number of front-facing council teams have undertaken specialised training to support them to be trauma-aware and/or trauma-skilled. In view of the importance of leadership to helping an organisation be trauma-informed, the council’s Corporate Management Team have all completed the Scottish Trauma-Informed Leadership Training (STILT) and this is now being rolled out to other senior staff. A development session on trauma has also been provided for elected members. 6.5 A TIRR Road Map has been developed, identifying key actions under five strategic themes: • Leadership; Page 25 of 326
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• Policy; • Knowledge and Skills of people in the workforce; • Care, support and wellbeing of people in the workforce; • Experts by lived and living experience. 6.6 Members are asked to note and support the Road Map attached at Appendix 2 to this report. Priority actions for the next twelve months will focus on leadership training, staff health and wellbeing, and a wider rollout of Level 1 training to ensure our workforce is trauma-aware. Engagement with partners will continue and opportunities for cross-service collaboration identified. _________________________________________________________________________________ 7. Next steps 7.1 Officers continue to work with partners to progress the Fairer Renfrewshire programme. Priority actions over the next quarter include: • Progressing a ‘deep dive’ data exercise around child poverty as a Community Planning Partnership, focussing on the six priority family groups. • Continuing the evaluation of Tackling Poverty funded projects and developing proposals for the 2024 Fairer Renfrewshire Programme. ___________________________________________________________________ Implications of the Report 1. Financial – this paper provides an update on the allocation of funding through Winter Connections and seeks approval to allocate £20,225.34 from the Alcohol and Drugs Change funding to support a stigma and language initiative. The report recommends that £150,000 of Fairer Renfrewshire funding be allocated to support the development of a new equalities led workstream. 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 key activities undertaken as part of the Fairer Renfrewshire programme, and as such there continues to be a high level of equalities and human rights consideration across this programme – the activities detailed in this report are targeted specifically at advancing equality of opportunity for a number of groups across the Renfrewshire area. 8. Health and Safety - none 9. Procurement – none Page 26 of 326
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10. Risk – none 11. Privacy Impact – none 12. COSLA Policy Position – none 13. Climate Risk – none ___________________________________________________________________ Author: Laura McIntyre, Head of Policy and Partnerships Page 27 of 326
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Appendix 1 – Winter Connections Grant Funding Applications Approved under delegated authority by Head of Policy and Partnerships Organisation Area Funding Requested Purpose Funding proposed for approval Active Communities Scotland Ltd Johnstone £2,000 Family Game and Grub - £2,000 Erskine Arts Erskine £2,000 Soup Sessions £2,000 Rays of Hope Elderslie £2,000 Rays of Hope Winter Project 2023 £2,000 Renfrew YMCA SCIO Renfrew £2,000 Connect and Chat £2,000 RIG Arts Paisley £1,998.50 Creativity in Mind Seedhill £1,998.50 Twist and Hit Cheerleaders Paisley £2,050 Winter Youth Club 2023-24 £2,000 Thorn Athletic Community Trust Johnstone £1,500 Wake Up, Warm Up £1,500 Brick Lane Music Academy Paisley £2,000 Music Friendship Café £2,000 Friends of Howwood Park Howwood £2,000 Village Winter Activities £2,000 Just Dive In CIC Paisley and Johnstone £2,000 Aquatic Inclusivity for Winter Wellness £2,000 Johnstone Castle Learning Centre Johnstone £2,000 Winter Connections £2,000 Linwood Community Council Linwood £2,000 Winter Connections £2,000 KLAS Care CIC Linwood £1,980 Winter Family Fun £1,980 Renfrewshire Rainbow Buddies Shortroods £2,000 Smiles in Shortroods £2,000 Brick Lane Music Academy Gallowhill £2,000 Gallowhill All Ages Community Choir - £2,000 Home-Start Renfrewshire & Inverclyde Paisley £2,000 Winter Warmer with HSRI £2,000 STAR Project Paisley £2,000 STAR Winter Connections £2,000 ROAR Connections for Life Ltd Johnstone £2,000 Jam Jar Movies at Station Seven £2,000 Friends of Barshaw Park Paisley £2,000 Barshaw Winter Community Activities £2,000 Glasgow Community Circus Paisley Ferguslie Park £2,000 Winter Wellbeing Circus Project £2,000 Our Place Our Families Renfrew £2,000 Café OPOF £2,000 Linwood Baptist Church Linwood £2,000 Connections £2,000 Renfrewshire Effort to Empower Minorities (REEM) Paisley £2,000 Winter Wellbeing Project £2,000 The Thursday Club Paisley Glenburn £2,000 Winter Warmer Project - £2,000 Paisley Methodist Church Paisley £2,000 The Saturday Get-Together £2,000 Page 29 of 326
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St Mark’s (Oldhall) Church of Scotland Paisley £2,000 Winter Connection Wednesday Welcome - £2,000 Kilbarchan Improvement Project Kilbarchan £1,200 Winter Movies £1,200 Howwood Community Council Howwood £2,000 Winter Warmer Programme £2,000 Foxbar Elderly Forum £2,000 Lunchtime Buddies £2,000 Kickin’ On £2,000 Unit 23 Social Space £2,000 Lochwinnoch Community Development Trust Lochwinnoch £2,000 Youth Drop In Sessions £2,000 Lochwinnoch Community Development Trust Lochwinnoch £1,960 Men’s Shed & Teenage Health & Wellbeing Workshops £1,960 CREATE Paisley Linwood £1,580 CREATE Opportunities Youth Programme £360 Mountain Ash Club Paisley £1,900 Blether & Brunch £850 Sewing2gether All Nations Paisley £1,360 Winter Connections at Sewing2gether All Nations £1,360 School of African Cultures Paisley £2,000 Sakana / Play £2,000 St Vincent’s Hospice Ltd Howwood/Spateston £1,730 St Vincent’s Hospice Winter Connections £1,730 Pachedu Paisley £2,000 WICE Winter Sewing to Connect £2,000 Langbank Swingpark Regeneration Langbank £1,040 Soup & Sandwich at the Village Hall £1,040 Loud n Proud Paisley £1,980 When Music Was Music £1,980 Ralston Primary Out of School Care Paisley £1,585 Lego Spike! £1,585 The Bungalow CIC Paisley £1,950 Movie Club £1,950 Scottish Afro Caribbean Arts Association (SACAA) Paisley £2,040 Winter Unity £2,000 Langbank Swingpark Regeneration Langbank £915 MUGA – Get Active! £915 Inchinnan Development Trust Inchinnan £1,749 Nature Craft & Create £1,749 Applications not recommended for approval Organisation Area Name Funding Requested Decision Finding Your Feet Paisley Physical Wellbeing Programme £2,000 No funding award – application relates to existing project. Referred to other funding sources. Street Connect Paisley Community Connections £2,000 No funding award – does not meet criteria as application relates to staffing costs to recruit worker. Referred to other funding sources. Shopmobility Renfrewshire Winter Warm Up Together £2,000 No funding award - does not meet criteria as it relates to a series of five one-off events in different locations. Page 30 of 326
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Kilnside Evangelical Church Paisley Community Connections £1,860 No funding award - does not meet criteria as it does not provide a regular scheduled activity. Referred to other funding sources. Return to Life SCIO Keep Warm Without the Fear £2,000 No funding award - does not meet criteria as it does not provide a hot snack/lunch or activities and is not located in Renfrewshire, or specifically for Renfrewshire residents. Referred to another funding source. West End Community Centre Paisley West End Warm Hub £2,000 No funding award – does not meet criteria as there is no specific additional free activity being offered. Referred to other funding sources. The Welcoming Renfrewshire Family Group Renfrew The Welcoming £2,000 No funding award – does not meet criteria as it is for a one-off event. Referred to other funding sources. Afghan Families Paisley Afghan Families Gathering £1,000 No funding award – does not meet criteria as the group is not constituted. Referred to Engage Renfrewshire to source alternative funding. Calder United Free Church of Scotland Lochwinnoch Warm Space Refreshments and Blether £750 No funding award – does not meet criteria as there is no specific activity offered and Lochwinnoch is already well served by Winter Connections projects. Open Aye CIC Lochwinnoch Renfrewshire Winter Wellbeing of the Woods - RenWinWow £2,000 No funding award – does not meet criteria as it is not open to everyone and costs versus delivery was expensive. St Mirren FC Charitable Foundation Paisley Buddie Big Scran £2,000 No funding award – programme was funded through an alternative source. Page 31 of 326
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Appendix 2: Trauma Informed and Responsive Renfrewshire: Roadmap Action Plan Theme Action Lead Current Status Priority Due Date Leadership Awareness raising/learning sessions – CMT and identified senior officers to undertake STILT, including post-STILT debrief session to explore and agree next steps CMT In Progress Priority 1: for action Jan-Jun 24 30-Jun-24 Leadership Elected Member learning Head of Policy and Partnerships In Progress Priority 2: for action Jan-Dec 24 31-Dec-24 Leadership Raise awareness of Programme with Community Planning Partners Head of Policy and Partnerships In Progress Priority 2: for action Jan-Dec 24 31-Dec-24 Leadership Awareness raising/learning sessions – senior officers and others with leadership remit in services and teams to undertake STILT, including post-STILT debrief session to explore and agree next steps All Priority 1: for action Jan-Jun 24 Leadership Links to emerging and established areas of work – The Promise, Our Values, Developing Communities, Adult Support and Protection, Child protection– ensure a cohesive message of strategies and initiatives Head of Policy and Partnerships In Progress Priority 2: for action Jan-Dec 24 31-Dec-24 Policy Develop internal communications approach for Programme Head of Marketing and Communications and Head of Policy and Partnerships Priority 1: for action Jan-Jun 24 30-Jun-24 Policy Undertake a review of recruitment and HR policies through a trauma informed lens, identifying strengths and any gaps to facilitate focused actions for improvement. Head of People and Organisational Development In Progress Priority 2: for action Jan-Dec 24 31-Dec-24 Policy Identify other organisation-wide policies to review through a trauma informed lens, identifying strengths and any gaps to facilitate focused actions for improvement. Head of People and Organisational Development Priority 2: for action Jan-Dec 24 31-Dec-24 Policy Support for directorates and services to identify and review policies through a trauma-informed lens , identifying strengths and any gaps to facilitate focused actions for improvement. Head of Policy and Partnerships Ongoing Page 33 of 326
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Policy Develop framework to better understand impact of any changes Head of Policy and Partnerships Priority 3 Knowledge and skills of people in the workforce Enable NES learning level 1 to be available on internal platforms HR/OD Priority 1: for action Jan-Jun 24 30-Jun-24 Knowledge and skills of people in the workforce Encourage all staff to complete Level 1 Trauma Informed NES learning HR/OD Priority 2: for action Jan-Dec 24 31-Mar-25 Knowledge and skills of people in the workforce Support services to identify staff to engage with and complete additional learning, relevant to roles and remits Chief Executive’s Service/HR&OD/All Priority 3 Knowledge and skills of people in the workforce Build capacity of facilitators across organisation and partnership to facilitate ability and resilience of interdisciplinary and multi-agency approaches for learning relating to trauma informed and responsive practice and developments Chief Executive’s Service/HR&OD/All Priority 2: for action Jan-Dec 24 31-Dec-24 Knowledge and skills of people in the workforce Support teams with learning and development roles to identify and access trauma-specific learning resources and identify any gaps or areas for improvement in relation to staff learning and development. All Priority 3 Care, support and wellbeing of people in the workforce Undertake a council-wide survey exercise to understand more about how employees currently feel to explore experience of work, culture etc. HR/OD Priority 2: for action Jan-Dec 24 31-Dec-24 Care, support and wellbeing of people in the workforce Review current corporate Health and Wellbeing support through a trauma informed lens, identifying strengths and any gaps to facilitate focused actions for improvement. HR/OD Priority 2: for action Jan-Dec 24 Care, support and wellbeing of people in the workforce As part of trauma-informed service review, each service / team to reflect on and review service-specific health and well- being support available to and accessed by staff, including opportunities for regular peer reflection /supervision, identifying strengths and any gaps to facilitate focused actions for improvement. All Priority 3 30-Jun-25 Page 34 of 326
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Experts by lived and living experience From corporate perspective, explore opportunities to establish a safe-space for responsive reference group and forum with people from the workforce with lived / living experience of trauma to discuss what helps and what could be improved relating to policy and service development for staff. HR /OD Priority 3 31-Dec-24 Experts by lived and living experience Ensure those with lived and living experience of trauma are involved in service/policy development by establishing and maintaining effective feedback loops. All Priority 3 Page 35 of 326
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___________________________________________________________________ To: Leadership Board On: 21 February 2024 ___________________________________________________________________ Report by: Chief Executive ___________________________________________________________________ Heading: Community Planning – 6 Monthly Update ___________________________________________________________________ 1. Summary 1.1 This report provides an overview of recent activity undertaken by the Community Planning Partnership in Renfrewshire. Six monthly update reports are currently provided to the Leadership Board, following a decision by Council in September 2022 to introduce minor changes to existing community planning governance and reporting arrangements. The last update was provided in September 2023. 1.2 The Community Planning Executive Group met on 22 January 2024 and considered updates in relation to: • The 22/23 Annual Report for the Community Planning Partnership • A deep dive of child poverty in Renfrewshire • Consultation activities undertaken in relation to Local Partnerships over Winter 23 and; • A progress update on Renfrewshire’s Employability Grants Programme. 1.3 The paper provides an update on these programmes of work and in particular sets out key achievements highlighted in the Annual Report 22/23. ___________________________________________________________________ 2. Recommendations 2.1 It is recommended that members of the Leadership Board: • Note the content of this report. ___________________________________________________________________ Item 4 Page 37 of 326
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3. Background 3.1 This paper represents the regular 6 monthly update submitted to the Leadership Board for consideration on wider community partnership developments. The Partnership did not meet in December 2023, with the meeting rescheduled to 22 January 2024. 3.2 At the meeting, the main substantive area of business was the kick off discussion for a planned deep dive exercise on child poverty in Renfrewshire by partners. This had been prioritised during the refresh of the Community Plan (Local Outcomes Improvement Plan) in 2023 and following consideration of Renfrewshire’s Local Child Poverty Action report in June 2023. 3.3 The Local Child Poverty Action Report highlighted that that the proportion of children in low- income families in Renfrewshire has been steadily rising since 2014/15. For 21/22, the percentage of children in relative low income, before housing costs in Renfrewshire is 20%, representing 5,960 children. The rate for Scotland is 20.8%. In 2020/21, the rate recorded for Renfrewshire was 14.9%, and for 2019/20 was 18% (2020/21likely to be a dip due to COVID impact as previously reported to members). 3.4 Partners noted that all wards in Renfrewshire saw rises in the proportion of children in low- income families, with some wards more marked than others. There continues to be particularly high proportions of children in low-income families in both Paisley North West and Renfrew South and Gallowhill wards, with children living in relative low income rates at 31.5% and 36.8% respectively and a particularly sharp increase for the Renfrew South and Gallowhill ward. 3.5 Our Local Child Poverty Action report sets out the priority actions for partners in response during 23/24, and these are being progressed through the Fairer Renfrewshire Programme, with progress reported as a separate item on the board’s agenda. Page 38 of 326
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3.6 Despite the significant level of focus and resources that are deployed across partner agencies and services, the statistics indicate a number of very significant challenges in relation to child poverty locally. The Community Planning Partnership Executive Group agreed it would be important to think creatively about how they could work together and target resources potentially differently, particularly in light of the financial pressures that are being faced respectively across organisations and services. 3.7 At the meeting on 22 January, partners kicked of the start of the deep dive process, considering local data. A number of key issues were identified for exploration by the Partnership group. This included a discussion on what partners see within their local services in relation to the drivers of child poverty and levels of need, and considering whether we could do more to prioritise support for child poverty priority families. 3.8 Partners also discussed a range of opportunities to share information on what is happening within their services, and to support focused work within a particular community to explore some of the potential ways in which partners could work with low income families differently. Partners specifically committed to support a pilot deep dive exercise in Gallowhill which has commenced. 3.9 Officers from the Partnership and Inequalities Team are currently collating all feedback received with a follow up discussion planned at the next meeting in March 2024. ___________________________________________________________________ 4. Annual Report 22/23 4.1 At its rescheduled meeting on 22 January 2024, the Community Planning Partnership agreed a draft annual report for 2022/23, in line with the requirements of the Community Empowerment Act. The annual report describes the progress of the Partnership over 2022/23 and provides practical examples of how partners are working together to make a difference locally in terms of implementing our local Community Plan. 4.2 Renfrewshire’s Community Plan 2017-2027 set out priorities to support the vision of “working together to make Renfrewshire a fairer, more inclusive place where all our people, communities and businesses thrive”. The priorities are focused around four themes of Thriving, Well, Fair and Safe. 4.3 Following a Strategic Needs Assessment, a refreshed Community Plan was agreed in September 2022. The refreshed Plan provides a sharper focus on three areas where collaborative action can support delivery of the vision above by supporting low-income families, tackling health inequalities and addressing the climate emergency. 4.4 This Annual Report demonstrates the work being undertaken to deliver on these new areas of focus and shows how Renfrewshire continues to benefit from strong partnership arrangements that provide a collective approach to addressing the impacts of the cost-of- living crisis. Page 39 of 326
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4.5 In terms of key achievements highlighted within the report at Appendix 1: Supporting Low Income Families • Renfrewshire's Children's Services Partnership has received funding to build local capacity for transformational system change and to scale up and drive the delivery of holistic whole family support services. The Whole Family Wellbeing Fund (WFWF) will invest in prevention and early intervention initiatives that ensure that families are able to access the help they need, where and when they need it, avoiding the need for crisis intervention. • Renfrewshire Council’s employability service, Invest, has a team of Parental Employment Support Advisors who provide a holistic service to parents, recognising that parents have childcare and other needs that need to be managed for work to be a feasible option. The number of parents using the service has increased significantly from 92 in 2021/22 to 231 in 2022/23 and 158 parents from child poverty priority groups were supported into employment. Other target groups access support as well and 340 people were supported and sustained in work at six months through the Council’s Employability Programme. • The Healthier Wealthier Children service provided support for 539 different families involving benefits checks and applications, access to grants, and support with food, energy, and fuel, providing invaluable support for families in Renfrewshire. During 2022/23, 183 referrals were made, achieving a total of £531,782.62 in financial gains. This equates to an average of £2,905.91 in gains per family referred. • The Winter Connections Programme funded 38 projects to provide free activities and hot drinks, snacks and food for parents and children at community venues and libraries throughout Renfrewshire over the winter period in 2022/23 benefitting around 1,800 people. • The Fairer Renfrewshire Panel was established in 2022 to provide a forum to meaningfully engage with people who have direct experience of poverty. This group are working with Council colleagues to provide a better understanding of the needs of families living in poverty and in developing and implementing local child poverty priorities. One of the priorities for this year is to develop this work and gain more insights from the panel, involving more areas of the council. • There are currently 118 trained Promise Keepers across Renfrewshire, with ambitious plans to grow this network in 2023/24. Promise Keepers are formally recruited and are responsible for acting as a champion for The Promise, ensuring that the recommendations and priorities remain at the forefront of discussions around service delivery and design Tackling Health Inequalities • The second year of Community Mental Health and Wellbeing funding opened in September 2022 and was again overseen by Engage Renfrewshire. Renfrewshire was allocated £504,837 to be distributed to third sector organisations and community groups • The Scottish Recovery Consortium (SRC), working in partnership with colleagues in CIRCLE, delivered a programme of events and activities throughout 2022, such as Barshaw Park Gala Day, Blend Event, Live it Up in Linwood, Connected and Caring Page 40 of 326
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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 is joint funded by the Alcohol and Drugs Partnership (ADP) and the Alcohol and Drugs Change Programme. • A working group oversees actions to develop a trauma informed and responsive workforce across Renfrewshire, and to support the recovery of people with experience of trauma and to resist re-traumatisation and traumatisation of people through responsive actions and prevention processes. The group involves representatives from across Council service areas as well as partners from the HSCP and the intention is to widen out the programme across the community planning partnership. Actions include a commitment from senior leaders to undertake Scottish Trauma Informed Leaders Training and a review of the current training and development offer at a national and local level. Addressing the climate emergency • Renfrewshire’s Plan for Net Zero was published in August 2022, and will support the creation of quality green jobs through working with regional partners to attract investment. To provide every person with the opportunity to reskill and upskill to participate in a just transition to net zero, work with colleges, schools, universities, local training providers, apprenticeships and staff training will ensure that courses and training opportunities exist for the jobs that will be created. Major infrastructure projects will link with skills transition and local employment opportunities to identify skills gaps, shortages, and requirements ahead of time. • The Community Climate Fund aims to encourage participation and raise awareness of the climate emergency within communities, with initiatives being designed and delivered by residents but supported by the Council. In June 2022 funding of £49,132.42 was awarded to support 18 community projects to develop localised, green community initiatives which are tailored to the needs of individual communities. • Renfrewshire Council’s #YouDecide project is a £1.2 million participatory budgeting process where local people can put forward ideas for infrastructure projects across Renfrewshire. As part of this, a number of projects were suggested by local communities which focus on local spaces and nature that support health and wellbeing, with 4,800 votes received across the area. 4.6 It's recognised that the annual report has historically been produced and agreed 6-9 months after the year end and it is therefore proposed that going forward the Community Planning Partnership will aim to consider and publish its annual report within 6 months of the financial year end. The next report for 23/24 would therefore be due around September/October 2024. 4.7 As reported to Leadership Board in September 2023, a draft performance framework has been developed which will support ongoing monitoring and evaluation of performance and impact. The framework sets out some of the high-level activities that will be progressed by partners in relation to the three agreed areas of focus. Initial performance measures have been included and partners are also considering developing new measures, which may include an annual partnership survey to assess quality of life / wellbeing measures, and Page 41 of 326
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newer priority areas where qualitative information does not exist, such as in relation to climate change. 4.8 An additional subset of indicators will be monitored across broad areas of partnership activity and reported annually to ensure that partners are able to effectively horizon scan and identify and discuss emerging issues and priorities. 4.9 The CPP Executive Group will review progress and impact against one theme each quarter, with the fourth meeting of the year being dedicated to the annual horizon scan. A formal review of the draft performance framework will be undertaken in March 2024. ___________________________________________________________________ 5 Wider items under consideration by the Community Planning Partnership Executive Group 5.1 The Community Planning Partnership Executive Group also considered the findings from the recent consultation exercise that has been conducted to inform the next phase of the development of Local Partnerships in Renfrewshire. Partners were asked to note findings in relation to the role that partners could play in support the priorities of Local Partnerships going forward and to consider opportunities to strengthen engagement going forward. A detailed report on Local Partnerships has been included as a separate item for board members to consider. 5.2 Finally partners considered an update report on the Renfrewshire Employability Grants Programme from lead officers representing the Local Employability Partnership. Partners discussed the key achievements and noted priorities for future development. ___________________________________________________________________ 6 Next steps 6.1 The next scheduled update to members will be provided in September 2024. ___________________________________________________________________ Implications of the Report 1. Financial – none 2. HR & Organisational Development – none 3. Community/Council Planning – as outlined within the content of the report. 4. Legal - none 5. Property/Assets - none 6. Information Technology - none 7. Equality and Human Rights – 8. Health and Safety - none Page 42 of 326
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9. Procurement – none 10. Risk – none 11. Privacy Impact – none 12. COSLA Policy Position – none 13. Climate Risk – none Author: Laura McIntyre, Head of Policy and Partnerships Page 43 of 326
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Renfrewshire Community Planning Partnership Annual Report 2022/2023 Page 45 of 326
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Executive Summary • Renfrewshire’s Community Plan 2017-2027 set out priorities to support the vision of “working together to make Renfrewshire a fairer, more inclusive place where all our people, communities and businesses thrive”. The priorities are focused around four themes of Thriving, Well, Fair and Safe. • Following a Strategic Needs Assessment, a refreshed Community Plan was agreed in September 2022. The refreshed Plan provides a sharper focus on three areas where collaborative action can support delivery of the vision above by supporting low-income families, tackling health inequalities and addressing the climate emergency. • This Annual Report demonstrates the work being undertaken to deliver on these new areas of focus and shows how Renfrewshire continues to benefit from strong partnership arrangements that provide a collective approach to addressing the impacts of the cost-of-living crisis. Page 46 of 326
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Community Plan Areas of Focus 2022-2027 Supporting low- income families 01 Tackling health inequalities 02 Addressing the climate emergency 03 Page 47 of 326
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How we report progress – new performance framework • A draft performance framework has been developed which will support ongoing monitoring and evaluation of performance and impact. The framework sets out some of the high-level activities that will be progressed by partners in relation to the three agreed areas of focus. Initial performance measures have been included and partners are also considering developing new measures, which may include an annual partnership survey to assess quality of life / wellbeing measures, and newer priority areas where qualitative information does not exist, such as in relation to climate change. • An additional subset of indicators will be monitored across broad areas of partnership activity and reported annually to ensure that partners are able to effectively horizon scan and identify and discuss emerging issues and priorities. • The CPP Executive Group will review progress and impact against one theme each quarter, with the fourth meeting of the year being dedicated to the annual horizon scan. A formal review of the draft performance framework will be undertaken in March 2024. Page 48 of 326
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Provide opportunities and support to parents to enter, sustain and progress at work 01 Join up support for families within communities and across partners 02 Provide support that allows families to live dignified lives and respond to the cost of living crisis 03 Work together to support children and young people at risk of trauma and harm 04 Supporting low-income families : Action Areas Page 49 of 326
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Supporting low-income families – provide opportunities and support to parents to enter, sustain and progress at work Renfrewshire Local Employability Partnership The Local Employability Partnership provides strategic direction and in 2022 introduced a new commissioning process to identify and fill gaps in services which compliment Invest, Skills Development Scotland and DWP provision. In the first year of commissioning, 79 low-income parents were amongst hundreds of residents benefitting from this new process including courses in construction, security, care, LGV driving , self-employment support and courses improving confidence and self-esteem. This involved a wide range of delivery partners including West College Scotland, Barnardo’s, Streetleague and Enable. Page 50 of 326
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Supporting low-income families – provide opportunities and support to parents to enter, sustain and progress at work Invest in Renfrewshire Renfrewshire Council’s employability service, Invest, has a team of Parental Employment Support Advisors who provide a holistic service to parents, recognising that parents have childcare and other needs that need to be managed for work to be a feasible option. The number of parents using the service has increased significantly from 92 in 2021/22 to 231 in 2022/23 and 158 parents from child poverty priority groups were supported into employment. Other target groups access support as well and 340 people were supported and sustained in work at six months through the Council’s Employability Programme. At February 2023, the unemployment rate in Renfrewshire had dropped to 3.1%, lower than the Scottish rate of 3.2%. Employability services work hand in hand with a wide range of partners, including community organisations, to build referral pathways for parents thinking about returning to work, or for those in work who are on a low income and want to increase their earning potential. This includes working closely with schools and nurseries, Renfrewshire Health and Social Care Partnership, and housing and community projects to identify and engage with families at a venue suitable to them. Outreach employment advice and guidance was established in community venues and hubs such as Station 7 in Johnstone, Tannahill Centre and Bargarran Community Centre Erskine. Page 51 of 326
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Supporting low-income families – join up support for families within communities The multi-agency Renfrewshire'sChildren'sPartnership has received funding to build local capacity to scale up and drive the delivery of holistic whole family support services. The Whole Family Wellbeing Fund (WFWF) will invest in prevention and early intervention initiatives that ensure that families are able to access the help they need, where and when they need it, avoiding the need for crisis intervention. Community organisations have applied for funding for grassroots projects, for scaling up implementation of evidenced based parenting support or for projects focusing on step change. Projects will initially run from September 2023 to June 2024. A WFWF Community of Practice will be set up for the successful bidders to be able to share ideas throughout the lifespan of the fund. Page 52 of 326
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Supporting low-income families – join up support for families within communities “Multiply” is a new programme funded by the UK Government’s Shared Prosperity Fund (UKSPF). It aims to deliver a programme of activities and learning to support adults aged 19+ to increase their confidence in using numbers and to improve maths skills in everyday life, from helping with children's homework to getting to grips with weights, measures, and temperatures in the kitchen. The programme is managed by Renfrewshire Council and overseen by the Renfrewshire Local Employability Partnership. Delivery started in January 2023 and by the end of March 2023, 11 pilot community-based numeracy/maths learning activities ran with 72 participants. Activities and support are currently on offer from KLAS Care, Recovery Across Mental Health (RAMH), Renfrewshire Citizens Advice Bureau, Renfrewshire Affordable Credit Alliance (RACA), Values into Action Scotland, West College Scotland and Renfrewshire Council’s Adult and Family learning team. Page 53 of 326
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Supporting low-income families – provide support that allows families to live dignified lives and respond to the cost-of-living crisis The Healthier Wealthier Children service provided support for 539 different cases involving benefits checks and applications, access to grants, and support with food, energy, and fuel, providing invaluable support for families in Renfrewshire. During 2022/23, 183 referrals were made, achieving a total of £531,782.62 in financial gains. This equates to an average of £2,905.91 in gains per family referred. • From January 2023 to March 2023 Health Visiting Teams made 222 referrals for the Financial Insecurity Winter Payment totalling £33,300 which was paid directly to families in need. • There was an increase in referrals to the Healthier Wealthier Children (HWC) programme from families from ethnic minority backgrounds. The number of HWC referrals from families from ethnic minority backgrounds has almost doubled from 11 in 2021/22 to 20 in 2022/23. • In 2023 there was a refresh of the Healthier Wealthier Children Pathway for Renfrewshire and early years, and pregnancy and maternity resources were under development during March 2023 to support staff when engaging with families around the cost of living. • Staff were also signposted to resources, designed as learning tools, to help them routinely enquire with all families about money worries across Renfrewshire. Renfrewshire Affordable Credit Alliance (RACA) provides training to help third sector organisations support people around affordable credit options. The Affordable Credit Officer delivered 40 information sharing sessions to a total of 671 people and has formed a new network where sharing of information around money, credit and illegal moneylending is encouraged. Page 54 of 326
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Supporting low-income families – provide support that allows families to live dignified lives and respond to the cost-of-living crisis The WinterConnectionsProgramme funded 38 projects to provide free activities and hot drinks, snacks and food for parents and children at community venues and libraries throughout Renfrewshire over the winter period in 2022/23 benefitting around 1,800 people. Funding provided by Scottish Government and Renfrewshire Council created an energetic SummerofFun in 2022. A range of multi-sport, arts and crafts, drumming, dance etc. activities were delivered throughout the summer holidays (including the provision of a healthy meal) by Community Learning and Development and partners including Street Stuff with almost 1,000 young people benefiting. Page 55 of 326
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Fairer Renfrewshire Programme In May 2022 the Fairer Renfrewshire Sub-Committee was established to provide oversight of the Fairer Renfrewshire Programme. This work focuses on tackling poverty and inequality in Renfrewshire looking at financial insecurity and the cost-of-living crisis, food and fuel insecurity and the Council’s response to the Alcohol and Drug Commission report. An evaluation of the projects within the Council’s Tackling Poverty Programme was carried out in 2022 to inform the shape of the programme. The Fairer Renfrewshire Panel was established in 2022 to provide a forum to meaningfully engage with people who have direct experience of poverty. This group are working with Council colleagues to provide a better understanding of the needs of families living in poverty and in developing and implementing local child poverty priorities. One of the priorities for this year is to develop this work and gain more insights from the panel, involving more areas of the council. Renfrewshire’s Local Child Poverty Action Report for 2022/23 Areas for development include: • Carry out a 'deep dive' into local child-poverty data to inform future work. • Develop and support the Fairer Renfrewshire Lived Experience Panel to deliberate on and guide policy and practice. • Expand opportunities for parents to enter, sustain, and progress at work through the Parental Employability Support Fund. • Pilot models of dedicated advice provision for families with children. Page 56 of 326
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Supporting low-income families – work together to support children and young people at risk of trauma and harm The Promise There are currently 118 trained Promise Keepers across Renfrewshire, with ambitious plans to grow this network in 2023/24. Promise Keepers are formally recruited and are responsible for acting as a champion for The Promise, ensuring that the recommendations and priorities remain at the forefront of discussions around service delivery and design. There are also several funded initiatives currently in place to provide whole family support as well as retaining our Promise Ambassador whose role is to help Renfrewshire and its planning partners to make changes which reflect what is important to Care Experienced children, young people, and families. Trauma Informed and Responsive Renfrewshire A working group oversees actions to develop a trauma informed and responsive workforce across Renfrewshire, and to support the recovery of people with experience of trauma and to resist re- traumatisation and traumatisation of people through responsive actions and prevention processes. The group involves representatives from across Council service areas as well as partners from the HSCP and the intention is to widen out the programme across the community planning partnership. Actions include a commitment from senior leaders to undertake Scottish Trauma Informed Leaders Training and a review of the current training and development offer at a national and local level. Page 57 of 326
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Supporting low-income families – work together to support children and young people at risk of trauma and harm Ren10, our multi-agency family service for mental health support, is playing a key part in helping those in need access the right level of support at the right time. Key activity has included the development of non-violent resistance approaches, inter-agency training and the creation of digital supports. The network/platform is open and accessible to all in need and helps bridge the gap between universal services that deal broadly with wellbeing and the specialist support for severe mental health conditions. During its first year, the service supported over 1,000 children and young people, including 125 who were care experienced. The Mental Health in Schools Whole Service Initiative group works in collaboration with a range of local partners (Health and Wellbeing Development Officer, Mental Health Action Group, Home Link, CAMHS, Social Work, Attainment Advisor, Exchange Counselling Service) and national bodies to develop or support the development of approaches to improve the mental health and wellbeing of children and young people in Renfrewshire. Page 58 of 326
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Tackle the barriers to work for people with disabilities and health conditions 01 Provide a network of community mental health and wellbeing supports 02 Reduce the impact of alcohol and drugs and support recovery 03 Make sure people can live safely and independently at home and in the community 04 Tackling health inequalities: Action Areas Page 59 of 326
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Tackling Health Inequalities – Tackle the barriers to work for people with disabilities and health conditions 10 young people benefitted from our DFN Project Search programme, which Renfrewshire Council delivers in partnership with Glasgow Clyde College. Thisone-year transition to work programme for young adults with a learning disability or autism spectrum conditions, or both provides participants with vital employability support, allowing them to achieve college qualifications and vocational certification, as well as completing up to 600 hours of work experience across three separate role rotations. 8 of the interns graduated from the programme, with 2 progressing into sustainable work. The other graduates are still receiving aftercare support to find appropriate employment. To encourage and support employers to recruit people with disabilities/long term conditions, our client-led Supported Employment Recruitment Incentive (SE-RI) supported 10 Renfrewshire residents to gain fixed-term employment with local businesses. Invest continues to support both the clients and businesses with the aim to sustain long-term employment for the individual. Page 60 of 326
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Tackling Health Inequalities – Tackle the barriers to work for people with disabilities and health conditions The Renfrewshire Local Employability Partnership subgroup on Health Conditions and Recovery, chaired by the HSCP, commissioned Enable, Values into Action Scotland (VIAS) and West College Scotland to provide supported employment provision offering 98 opportunities. Paisley Job Centre received the National Autistic Society Autism Accreditation which ensures the buildings are designed and staff trained to enable them to effectively meet the accessibility and service needs of autistic customers. The Department of Work and Pensions (DWP) have also worked with Disability Confident employers to upskill them on Autism awareness and making the recruitment process more accessible to them. Establishing and growing the Renfrewshire Integration Network (IN- Ren) is a key focus for Engage Renfrewshire. A Race Equality Toolkit and training has been developed which aims to support employers and practitioners in Renfrewshire to better understand the barriers faced by ethnically diverse communities when accessing services and employment. The toolkit contains critical strategies, information and resources that practitioners can use to support conversations and combat discrimination and exclusion based on race. For more information please see: https://inrenequality.org/ Page 61 of 326
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Tackling Health Inequalities – provide a network of community mental health and wellbeing supports The second year of Community Mental Health and Wellbeing funding opened in September 2022 and was again overseen by Engage Renfrewshire. Renfrewshire was allocated £504,837 to be distributed to third sector organisations and community groups. Engage Renfrewshire received 90 applications, a 26% increase from year 1, which totalled £1.7 million in requested funding. The funding panel were supported in their decision making by an anonymous public survey which asked Renfrewshire residents to rank what type of activities they would most likely attend as well as identifying potential barriers to participation. At the end of 2022, 59 awards were made ranging from £600 to £34,000. All funds were distributed by the end of March 2023 and funded activity will continue to the end of the 2023. Page 62 of 326
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Renfrewshire Community Wellbeing Network, led by Engage Renfrewshire and Renfrewshire HSCP, brought together three existing mental health/wellbeing focused groups to create one network that will operate in partnership with Renfrewshire Council, OneRen & HSCP colleagues. The first Network meeting had 47 attendees, and a newsletter is now being dispatched to 100+ recipients covering important updates, mental health related research, funding opportunities and training offers. The network will look at improving mental health outcomes through community work that takes a preventative or early-interventionist approach. Large scale events are planned to coincide with Loneliness Awareness Week and the Scottish Mental Health Arts Festival. See here for a short video on the recent Renfrewshire Community Wellbeing Network Development Day. Tackling Health Inequalities – provide a network of community mental health and wellbeing supports Page 63 of 326
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Tackling Health Inequalities – reduce the impact of alcohol and drugs and support recovery IndependentChair–RenfrewshireAlcohol andDrugPartnership(ADP) Recent times has seen significant changes in the alcohol and drug landscape through the Scottish Government’s new National Mission on Drugs, the work of the Drug Deaths Taskforce, the additional investment of Scottish Government, as well as the impact of the Covid-19 pandemic. Renfrewshire ADP recognised that it would benefit from an independent review of their role and function. As a result of the review members agreed to move forward utilising an ‘independent chair’ model. This led to the appointment of the ADP’s first independent chair – John Goldie. Page 64 of 326
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Tackling Health Inequalities – reduce the impact of alcohol and drugs and support recovery ConnectedandCaringRenfrewshire The Scottish Recovery Consortium (SRC), working in partnership with colleagues in CIRCLE, delivered a programme of events and activities throughout 2022, 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 is joint funded by the Alcohol and Drugs Partnership (ADP) and the Alcohol and Drugs Change Programme. Page 65 of 326
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Tackling Health Inequalities – reduce the impact of alcohol and drugs and support recovery The Renfrewshire Lived Experience Forum held its first meeting in December 2022 and continues to meet monthly. Members of the community with lived and living experience of alcohol & drug use, for either themselves or a family member, are invited to learn more about how they can influence change in Renfrewshire. The purpose of the group is to give members the opportunity to share their views and experiences to ensure that the voice of people with lived and living experience is embedded in the ADP decision making process and the delivery of services. Alcohol, Drugs and Mental Health Recovery Hub, CIRCLE (Continuing in Recovery Changes Lives Entirely) was officially launched in November 2022 and has received over 200 referrals since the launch. The hub provides enhanced support to local people on a recovery journey from issues relating to mental health and drug or alcohol addiction. MyLifeAhead is 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. Renfrewshire Community Mental Health Team staff have now been trained to supply Naloxone, targeting those not open to alcohol and drug services. The aspiration is to normalise the use of Naloxone through awareness raising via a training calendar, community pop up information stands, and increasing accessibility of information relating to Naloxone specific to Renfrewshire. The Delivery Group has been key in the roll out of community campaigns, including Overdose Awareness Day, and Connected and Caring at Christmas. There were at least 612 community supplies of Naloxone kits in Renfrewshire in 22/23. In the past year, 12 training sessions on Naloxone and Overdose Awareness were delivered to 108 participants as part of the ADP Naloxone training calendar. Page 66 of 326
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Tackling Health Inequalities – make sure people can live safely and independently at home and in the community In 2022 a mobile support unit was launched in Renfrewshire to reduce drug- related deaths and harm in the area. The Harm Reduction Response Team (HaRRT) was set up to engage with people affected by drug and alcohol use and to support people who are not yet accessing treatment and care services. HaRRT provides a safe and confidential environment within the community and will help signpost users to treatment programmes that can assist with addiction issues. The service has been a valuable addition to Renfrewshire Council's Community Safety Partnership Hub. Launching in early summer 2022, around 153 clients were supported by the service throughout 2022. Joint working arrangements have been established with the Scottish Ambulance Service (SAS), A&E contacts, GPs, Community Safety, Homelessness Services, Police Scotland and Mental Health colleagues. The Service aims to respond within 24 hours of receiving a notification. The service is aimed at targeting individuals presently not known to ADRS, and its agility allows it to respond to the needs of those at the highest risk. The FIRST Crisis - Alcohol and Drugs project extends the current out of hours crisis support service provided by Recovery Across Mental Health (RAMH) to include support in relation to alcohol and drugs. This Test of Change service operates between 9am-8pm Monday- Friday and 9-5pm Saturday/Sunday and public holidays, predominantly through telephone support. Launching in April 2022, 171 clients were supported by the service throughout 2022. Page 67 of 326
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Tackling Health Inequalities – make sure people can live safely and independently at home and in the community Medication Assisted Treatment Standards Medication Assisted Treatment (MAT) standards refers to the use of medication, such as opioids, together with psychological and social support, in the treatment and care of individuals who experience problems with their drug use. The MAT standards aim to improve access, choice and care for people affected by problematic substance use across Scotland, with ADPs taking the lead role in supporting their delivery.Each MAT standard is benchmarked against evidence of its attainment; numerically (e.g. number of people coming into the service, time from first presentation to being assessed), via process evidence (e.g. standard operating procedures that facilitate same-day prescribing, flowchart guiding the service response to a non-fatal overdose) and by experiential data (the lived experiences of people accessing services, their families and people working in services). Renfrewshire ADP was ranked joint second nationally on progress for the year 22/23 across Standards 1-5 (Scottish Government Benchmarking Report, 2023) with Renfrewshire’s experiential programme being recognised as an example of good practice. This year the focus is on attaining all ten standards and embedding a process of service improvement, informed by the lived experience of people accessing services, within the culture of the ADP. Page 68 of 326
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Create good, green jobs and a green skills pipeline everyone can access 01 Make sure there are local spaces and nature that support health and wellbeing 02 Deliver a ‘just transition’ towards net zero with fairness at its core 03 Develop adaptations to climate impacts for vulnerable people 04 Addressing the climate emergency: Action Areas Page 69 of 326
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Addressing the Climate Emergency – create good, green jobs and a green skills pipeline everyone can access Renfrewshire’s Plan for Net Zero was published in August 2022, and will support the creation of quality green jobs through working with regional partners to attract investment. To provide every person with the opportunity to reskill and upskill to participate in a just transition to net zero, work with colleges, schools, universities, local training providers, apprenticeships and staff training will ensure that courses and training opportunities exist for the jobs that will be created. Major infrastructure projects will link with skills transition and local employment opportunities to identify skills gaps, shortages, and requirements ahead of time. A Green Economy Officer started in January 2022 to promote sustainable economic growth and support businesses to achieve net zero. The Net Zero Business Grant was launched in May 2022 and offers local Small and Medium Enterprises (SMEs) in Renfrewshire funding of up to £10,000 to cover up to 50% of eligible costs to allow them to make changes to their business premises and operations to reduce their carbon footprint. There is regular engagement with local businesses and third sector organisations through Renfrewshire Chamber of Commerce, Federation of Small Business, Business Gateway, Invest in Renfrewshire, Engage Renfrewshire and Scottish Enterprise to raise awareness of the Net Zero Agenda. Page 70 of 326
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Addressing the Climate Emergency – make sure there are local spaces and nature that support health and wellbeing Renfrewshire’sPlanforNetZero will provide infrastructure that encourages walking, cycling or wheeling and will support nature locally by greening outdoor spaces and buildings, as well as installation of bird feeders, hedgehog houses and insect hotels in public spaces to ensure everyone can enjoy and access nature. Thecreationof8newwildlife-friendlyenvironmentsin2022 contributestoatotalof33newbiodiversityareasoverthe next 3 years. The first 8 areas are in Linwood, Erskine, Johnstone, Inchinnan, Lochwinnoch and Paisley and include roadside wildflower corridors, wildflower areas and new native tree planting. The CommunityMental Health andWellbeingFund supported several green projects including Pachedu’s growing space at Sherwood Greenlaw church, Paterson Park Allotments in Renfrew, and Friends of Barshaw Park in Paisley. Open Aye CIC also received funding to further their Green Renfrewshire Picture Map Project which worked with new Scots to photograph and document the green spaces of Renfrewshire to raise awareness of existing local resources. Page 71 of 326
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Addressing the Climate Emergency – make sure there are local spaces and nature that support health and wellbeing The Community Climate Fund aims to encourage participation and raise awareness of the climate emergency within communities, with initiatives being designed and delivered by residents but supported by the Council. In June 2022 funding of £49,132.42 was awarded to support 18 community projects to develop localised, green community initiatives which are tailored to the needs of individual communities. Renfrewshire Council’s #YouDecide project is a £1.2 million participatory budgeting process where local people can put forward ideas for infrastructure projects across Renfrewshire. As part of this, a number of projects were suggested by local communities which focus on local spaces and nature that support health and wellbeing, with 4,800 votes received across the area. Page 72 of 326
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Addressing the Climate Emergency – deliver a ‘just transition’ towards net zero with fairness at its core A Community Climate Conversation event was held in June 2023 attended by 36 community members. Participants were asked to discuss their priorities under each of the 5 themes of the Plan for Net Zero, challenges and issues faced locally and projects they would like to see implemented in their local area. There was an option to provide information online for those who were unable to attend in person. The responses were collated and were taken to external stakeholders, such as Scottish Power, SEPA, Scottish Water, Scottish Gas and Transport Scotland to consider how initiatives that meet community priorities can be delivered. Renfrewshire’s Plan for Net Zero also sets out priority areas for supporting communities to reduce waste through facilitating initiatives such as community fridges; pre-loved school uniforms; tool share stations; and mending and repair skill-sharing work as well as working with local partners to expand existing models of sharing libraries and repair cafés and workshops. It will also work with communities to identify opportunities for land and assets within their local area to develop local projects which benefit those who live there, e.g. community energy opportunities, food growing, wild flowering and tree planting, flood resilience. Page 73 of 326
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Addressing the Climate Emergency – develop adaptations to climate impacts for vulnerable people Renfrewshire’s Net Zero Network is an informal group of community planning partners who will collaborate, support, and share best practice related to climate action and identify shared areas of focus and potential opportunities for partnership working. Key priority areas supporting adaptations to climate impacts for vulnerable people include: • Signposting to grant funding and support in advance of change • Working with partners and local organisations to launch a one-stop information service which links and signposts to support and advice across all areas of the Plan for Net Zero and address the cost-of- living crisis • Improving air quality: through a reduction in emissions from energy, transport and industry, alongside increased greening of the local environment • Proactive measures: adopt an early warning system to prepare for extreme weather events such as heatwaves and flooding; identify “grey” and “nature-based” flood protection measures; put in place local emergency response plans; and undertake a climate risk register of all public assets to ensure all our infrastructure and buildings, including historic buildings are resilient to the impacts of climate change Page 74 of 326
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Performance Framework Actions and Indicators Page 75 of 326
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Core Indicators Page 76 of 326
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Core Indicators Indicator 21/22 22/23 Target Direction of travel Current Status Explanation of performance Renfrewshire Claimant Count 4,130 3,825 Data only Claimant rate currently 3.1%, compared to 3% in Scotland, and 3.7% in the UK. Figures for March 2022 and March 2023. Percentage of Renfrewshire population working age (16- 64) 76.2% Data not available Data only This is a national dataset and population estimates for 2022/23 are not yet available. Source: Nomis Gross Value Added (GVA) per capita £22,002 Data not available Data only This is an LGBF indicator and data for 2022/23 will be available in March 2024. 2020/21 figure reported as £21,294 Number of new business startups in Renfrewshire with Business Gateway support 272 206 320 There has been an 80% increase in the number of businesses started with Business Gateway support compared to the corresponding period (Qrt2) last year. Work is ongoing to encourage those interested in starting their own business to take the final step. Page 77 of 326
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Core Indicators Indicator 21/22 22/23 Target Direction of travel Current Status Explanation of performance Total CO2 emissions (tonnes) from public buildings 12,985 13,028 24,885 Source: Renfrewshire Council % of School leavers in a positive destination 91.8 Data not available 95 Source: Scottish Government follow up leaver destinations statistics https://www.gov.scot/publications/summary-statistics- follow-up-leaver-destinations-no-5-2023- edition/documents/ % of Procurement spend on Local SMEs 18.87 Data not available* 23 * This is an LGBF indicator and data for 2022/23 will be available in March 2024. In the period 2021-2022 Renfrewshire Council recorded direct spend of £36.5 million with businesses based directly in Renfrewshire. This accounted for 18.8% of our total spend. A further 26.5% of our spend was with businesses located in bordering local authorities (Glasgow, Inverclyde, North Ayrshire, East Renfrewshire and West Dunbartonshire), therefore 45% of the council’s total spend of approx. £196m is spent within Renfrewshire and our neighbouring council areas. Emergency hospital admissions as a result of an unintentional injury, adults aged 15 and over 1595 Data not available Data only Source: Public Health Scotland Page 78 of 326
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Core Indicators Indicator 21/22 22/23 Target Direction of travel Current Status Explanation of performance Number of unscheduled hospital bed days (acute specialities) 129,987 125,176 Data only Annual_Performance_Report_20 22-23.pdf (hscp.scot) A&E attendances (18+) 40,601 38,884 Data only Annual_Performance_Report_20 22-23.pdf (hscp.scot) Number of acute bed days lost to delayed discharges 9,117 7,006 Data only This indicator has improved significantly with the number of bed days lost reduced by over 2,000. Source: Public Health Scotland The gap between minimum and maximum male life expectancy in the communities of Renfrewshire 18.97 Data not available Data only Source: ScotPHO /NRS Page 79 of 326
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Core Indicators Indicator 21/22 22/23 Target Direction of travel Current Status Explanation of performance % of people who describe their general health as good or very good over the last year Data not available Data not available Data only The survey usually takes place every three years, however due to the pandemic it was postponed. The latest report is due to be published imminently with the Renfrewshire report due in Spring 2024. Percentage Point Gap in % Pupils Achieving Expected Level for their stage in Literacy between pupils living in 30% Most Deprived areas and those living in 70% Least Deprived Areas (SIMD) 15.4 16 10 The percentage point gap between the attainment in literacy of pupils living in the most and least deprived areas has increased to 16 percentage points, in comparison to 15.4 percentage points in 2021/22 Source: SQA Insight website. Percentage Point Gap in % Pupils Achieving Expected Level for their stage in Numeracy between pupils living in 30% Most Deprived areas and those living in 70% Least Deprived Areas (SIMD) 13.4 11 9 The percentage point gap between the attainment in numeracy of pupils living in the most and least deprived areas has decreased to 11 percentage points, after a slight increase between 2021 and 2022. Source: SQA Insight website. % of people from the 15% most deprived communities who describe their general health as good or very good over the last year Data not available Data not available Data only Source: NHSGGC Adult Health and Wellbeing Survey. The latest report is due to be published imminently with the Renfrewshire report due in Spring 2024. Page 80 of 326
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Core Indicators Indicator 21/22 22/23 Target Direction of travel Current Status Explanation of performance % of Household that are workless 18.6 Data not available 18.6% compared to Scottish figure of 17.8% Jan to Dec 2022 Labour Market Profile - Nomis - Official Census and Labour Market Statistics (nomisweb.co.uk) Number of fires – primary and secondary Total number of incidents/call outs SFRS Number of deliberate fires Total crime 6,923 7,491 Road traffic offences 3,233 3,358 Sexual crime 451 444 Number of reported hate crimes 218 198 Data only The number of reported hate crimes reduced during 2022/23. Source: Police Scotland Total number of reported incidents of domestic abuse 2,016 2,061 2,300 The number of reported incidents of domestic violence reduced during 2021/22 but increased slightly during 2022/23. Source: Police Scotland Page 81 of 326
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Activities and Initial Performance Indicators Page 82 of 326
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Planned Activities - Supporting low-income families What we will do What activities are we progressing Thriving Provide opportunities and support to parents to enter, sustain and progress at work Local Employability Partnership including: • Better off campaign • Toolkit to support conversations with clients around employability. Well Join up support for families within communities RCSP has identified a number of specific aims in relation to this priority area: • We will ensure our children and young people enjoy good physical and mental health • We will ensure our children and young people are safe and loved • We will ensure our children and young people have their rights protected and their voices heard • We will ensure our children and young people achieve and make positive contributions to their community Specific programmes of activities are being progressed in partnership: • Whole Family Wellbeing Programme including Family Wellbeing hub, development of referral process, Thrive under Five and data analysis. • Ren 10 health and wellbeing Continue to promote Breastfeeding Friendly Scotland Scheme 130 organisations signed up to the scheme with 316 staff trained on breastfeeding and the law, including 23 Early Learning and Childcare Centres (ELCC). Within Renfrewshire’s Plan for Net Zero, Connected Communities theme, there is an action to work with partners and local organisations to launch a one-stop information service which links and signposts to support and advice across all areas of the Plan for Net Zero and address the cost of living crisis Page 83 of 326
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What we will do What activities are we progressing Fair Provide support that allows families to live dignified lives and respond to the cost-of-living crisis • Schools Advice / Family Advice Model • Winter Clothing Grant Payments • Lived Experience Panel • Summer holiday food and activity programme • Fair Food Renfrewshire • Local Housing Strategy actions in relation to Fuel Poverty : Work towards meeting the national fuel poverty targets and reducing the amount of people affected by fuel poverty across Renfrewshire. • Healthier Wealthier Children Programme, with updated pathway • Welfare Advice & Health Partnership – GP embedded Money Advice Safe Work together to support children and young people at risk of trauma and harm • Trauma Informed and Responsive Renfrewshire • The Promise Planned Activities - Supporting low-income families Page 84 of 326
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Indicator 21/22 22/23 Target Direction of travel Current Status Explanation of performance Thriving Number of people supported, sustained in work at 6 Months through Renfrewshire Council Employability Programme (INVEST) 221 340 180 This end of year figure will continue to rise at there is a degree of time lag with this indicator. The Scottish Government have supported a development initiative named “Kickstart Plus” in Renfrewshire to provide a further 6 months support to Kickstart trainees (with employers also contributing) to allow them to continue in the workplace. Number of parents registering with PES Advisors 158 All of these parents were from child poverty priority groups Percentage of parents registering with PES who moved into a positive outcome 40 Engagement across service supports No of low-income parents supported with improved incomes 61 61 parents were supported financially with 152 parents receiving better off in work calculations and around 50% of parents supported had access to funding for training /barrier removal. 55 parents accessed the new Welfare /transitions payment. Number of Living Wage employers Data not available 86 Employer Directory - Living Wage Scotland (scottishlivingwage.org) Initial Indicators - Supporting low-income families Page 85 of 326
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Indicator 21/22 22/23 Target Direction of travel Current Status Explanation Well* Average complementary tariff score of pupils living in SIMD 30% most deprived areas 545 Data not available Data only Figures for 2022/23 school leavers will become available in the February 2024 Insight update. Latest data on school leavers attainment shows 2021/22 complementary tariff score is down on the figure for 2020/21. Please note for this indicator - assessment methods were impacted by the pandemic, and comparison with previous years should be treated with caution. *Indicators to be developed through the Whole Family Wellbeing programme – including wellbeing assessment data which is being developed as part of the process. Initial Indicators - Supporting low-income families Page 86 of 326
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Indicator 21/22 22/23 Target Direction of travel Current Status Explanation of performance Well Number of CYP accessing Ren 10 and % reporting improved outcomes Data not available 199 (85%) A report was submitted to Scottish Government detailing the number of children, young people and parents benefitting from Ren10 approaches and interventions: • 1081 children and young people accessed counselling; • 806 reported a positive outcome; • 199 children and young people accessed a Ren10 support; • 93 parents were supported via EPEC or NVR; • 85% reported a positive outcome. This data demonstrates that the early intervention and prevention approaches available through Ren10 are having a positive impact on those who access. This work will continue to develop with appropriate links being made to the Whole Family Wellbeing plan Number CYP accessing school counselling / % reporting improved outcomes Data not available 1,081 (75%) Number of families referred for Money Advice and financial gain Number of beneficiary families % of children at risk of overweight or obesity (27 – 30 months & Primary 1) 9.1 9.6 Source: Public Health Scotland Initial Indicators - Supporting low-income families Page 87 of 326
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Indicator 21/22 22/23 Target Direction of travel Current Status Explanation Fair Number of organisations signed up to breastfeeding friendly scheme 130 Number of staff trained in relation to breastfeeding friendly scheme 316 % of children living in poverty (after housing costs) (LGBF) 23.3 Data not available Data for 2021/22 is expected later in 2023. For local government professionals | Benchmarking (improvementservice.org.uk) Propose - develop qualitative data through surveys % participation for 16-19 years old per 100 in education training and employment 93.3 94.8 Data only The % participation rate has increased slightly from 2021/22. Source: Annual Participations Rate, Skills Development Scotland GP embedded advice - Number of referrals and financial gain Initial Indicators - Supporting low-income families Page 88 of 326
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Indicator 21/22 22/23 Target Direction of travel Current Status Explanation Fair No of referrals made to Healthier Wealthier Children 175 183 No of people engaged through Healthier Wealthier Children 118 Number of people engaged from child poverty priority groups 132 Initial Indicators - Supporting low-income families Page 89 of 326
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Indicator 21/22 22/23 Target Direction of travel Current Status Explanation Safe Percentage of Looked After Children cared for in the community (LGBF) 92 90 89.9 The percentage of looked after children in the community has increased by 0.6pp in Q2 of 2023/24, compared with Q1 The majority of all looked after children continue to live in a community setting either with their own family or with an alternative family. A residential house or school can be more suitable for a small number of children and young people based on their particular needs, but the service will always seek to have a child live in a family setting where appropriate. Number of Children on CP register 61 80 Data on CP referrals New Promise Measures under development Initial Indicators - Supporting low-income families Page 90 of 326
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Planned Activities - Tackling health inequalities What we will do What activities are we progressing Thriving Tackle the barriers to work for people with disabilities and health conditions • Local Employability Partnership targeted activities Well Provide a network of community mental health and wellbeing supports • Ren 10 • Renfrewshire Wellbeing Network (now over 160 members and meets bi-monthly) • Culture, Arts, Health and Social Care Group, led by HSCP and funded by Future Paisley, has supported 39 organisations with culture and arts related activities, across a range of care groups, to support their health and wellbeing • Established a 3rd Sector Forum that sits under the HSCP’s Strategic Planning Group with a focus on partnership working Fair Reduce the impact of alcohol and drugs and support recovery • Alcohol and Drugs Change Programme • ADP programme • Stigma and language initiatives • Alcohol Policy across organisations Page 91 of 326
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What we will do What activities are we progressing Safe Make sure people can live safely and independently at home and in the community • From Renfrewshire’s Draft Local Housing Strategy for 2023-28 - Strategic Priority 5 – People can live independently for as long as possible in their own home and the different housing needs of people across Renfrewshire are being met. • Renfrewshire’s Integrated Joint board Strategic Plan 2022-25 also highlights the aim to shape services around individuals, unpaid carers and communities with a focus on helping people to live independently • Housing Regeneration Programme • As part of the Alcohol and Drugs Change Programme, the Council allocated £2 million of funding to support individuals affected by alcohol and/or drugs. An innovative pilot project MYLA (My Life Ahead) was established in May 2022 utilising some of this funding. • HSCP working with Environment, Housing and Infrastructure to improve accessibility for people with physical disabilities and sensory impairments. Established a Towns and Villages Accessibility Forum that meets quarterly. • Reconnect project, through the HSCP, now provides volunteer befriending for most vulnerable clients Planned Activities - Tackling health inequalities Page 92 of 326
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Initial Indicators - Tackling health inequalities Indicator 21/22 22/23 Target Direction of travel Current Status Explanation of performance Thriving Employment rate 50+ 41.6 36.6 Data only There is a significant decrease in the rate of employment for those who are 50+ years of age. Note: April 2022-March 2023 figure Employment rate of disabled people 47.4 47.8 Data only The employment rate of disabled people increased slightly between 2022 and 2023. Note: Employment rate aged 16-64 - EA core or work-limiting disabled Source: Nomis % disabled people in employment Economic activity Supported employment opportunities Well Percentage of patients who started treatment within 18 weeks of referral to Psychological Therapy 90.9 70 90 This indicator has decreased by over 20% since 2021/22 and is well below the target. However, a number of initiatives are in place to mitigate performance in this area. Source: Renfrewshire HSCP Suicide rate (per 100,000) 11.2 Data not available Data only Source: Public Health Scotland Page 93 of 326
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Indicator 21/22 22/23 Target Direction of travel Current Status Explanation Fair Drug and alcohol related deaths per 100,000 population 50 39 Data only Rate of alcohol-related hospital stays per 1,000 population 6.8 6.3 8.9 Following a surge in 2021/22, the rate of hospital stays has reduced to the same level as 2020/21 and remains below the target. Source: IJB Scorecard 2021/22 Drug related hospital stays per 100,000 population 219.06 Data not available 170 Although figures for drug related hospital stays reduced in 2021 and 2022, the figure still remains well above the target. Source: Public Health Scotland Alcohol and Drugs waiting times for referral to treatment. % seen within 3 weeks 90.8 84.7 91.5 Safe Balance of Care: Home Care - total number of hours provided for/clients receiving personal care versus non-personal care 14,699 v 318 Balance of Care: Number of open community placements vs open residential placements for 65+ (Care at Home vs residential) 60.9 61.5 v 38.5 Data only Initial Indicators - Tackling health inequalities Page 94 of 326
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Indicator 21/22 22/23 Target Direction of travel Current Status Explanation Safe Population of clients receiving Telecare all ages – rate per 1,000 58 140* 60 The Telecare number is higher than expected due to a change in the reporting methodology, arising from the move to the ECLIPSE information management system. Previous years have under- reported the rate of the 75+ population receiving a telecare service and only included service users with ‘enhanced alarms’ which is those with peripherals like door and fall monitors. This revised indicator is for all service users including basic and enhanced alarms, which provides a fuller and more accurate picture of the extent of the services used and uptake in the 75+ population. Number of people accessing Community Alarms (75+) 1,969 2,121 Care at home dashboard - Insights in social care statistics for Scotland - Care at home services provided and/or funded by health and social care partnerships in Scotland 2022/2023 - Insights in social care: statistics for Scotland - Publications - Public Health Scotland Number of people accessing Community Alarms (all ages) 2,503 2,791 Care at home dashboard - Insights in social care statistics for Scotland - Care at home services provided and/or funded by health and social care partnerships in Scotland 2022/2023 - Insights in social care: statistics for Scotland - Publications - Public Health Scotland Number of adult support plans completed for carers (age 18+) by HSCP 148 203 145 Annual_Performance_Report_2022-23.pdf (hscp.scot) Number of Adult Support and Protection referrals (by source) 1,068 1,314 Initial Indicators - Tackling health inequalities Page 95 of 326
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Planned activities - Addressing the climate emergency What we will do What activities are we progressing Thriving Create good, green jobs and a green skills pipeline everyone can access • Green Economy Officer in Council / Net Zero Grants • Chamber of Commerce support for Businesses • Working with colleges, schools, universities, local training providers, apprenticeships and staff training, to ensure that the courses and training opportunities exist for the stable and sustainable, quality jobs that will be created to ensure every person is able to reskill and upskill to participate in a just transition to net zero Well Make sure there are local spaces and nature that support health and wellbeing • Net Zero Plan • Biodiversity Plan • Active Travel Strategy and network • You Decide process • Sustainable Communities funding Fair Deliver a just transition towards net zero with fairness at its core • Fairer Renfrewshire programme • As part of Renfrewshire’s Plan for Net Zero quantified delivery plans are currently being developed: area-based, phased delivery plans with benchmark capital costs that will also undertake socio- economic impact assessments to quantify and consider all impacts of the Plan for Net Zero. Safe Develop adaptations to climate impacts for vulnerable people Adaptation Plan for Renfrewshire identified as priority for development Page 96 of 326
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Initial Indicators - Addressing the climate emergency Indicator 21/22 22/23 Target Direction of travel Current Status Explanation of performance Thriving Measures to be developed Well Number of community-led projects and initiatives taking local climate action N/A Data not available yet % m2 covered by allotments/community growing grounds N/A Data not available yet % of residents with safe access to nature within 1km of their residence N/A Data not available yet Air quality monitoring across all areas to evaluate and improve air quality N/A Data not available yet Fair Number of people supported to reskill, upskill or participate in training in skills required for the transition to net zero. N/A Data not available yet Safe % m2 public open spaces managed for biodiversity/number of projects to increase resilience to climate change N/A Data not available yet Page 97 of 326
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Renfrewshire Community Planning Partnership Annual Report 2022/2023 For more information please contact: andrena.faulkner@renfrewshire.org.uk Page 98 of 326
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To: Leadership Board On: 21 February 2024 Report by: Head of Strategic Planning and Health Improvement, Renfrewshire HSCP Heading: Revised Renfrewshire Integration Scheme 1. Summary 1.1. The purpose of this report is to advise the Leadership Board of draft revisions made to the Renfrewshire Integration Scheme (the ‘Scheme’) following joint review undertaken by Renfrewshire Council (the ‘Council’) and NHS Greater Glasgow and Clyde (‘NHSGGC’). The report also requests approval from the Leadership Board to commence a formal process of public consultation with prescribed consultees, as set out in The Public Bodies (Joint Working) (Scotland) Act 2014 (the ‘Act’). The proposed timetable for consultation is described in further detail within this paper. 2. Recommendations 2.1 It is recommended that the Leadership Board: • Note the legal requirement to review the Integration Scheme; • Note that this review is being undertaken by the parties to the Scheme, namely the Council and NHSGGC; • Approve the consultation draft of the revised Scheme (Appendix 1) including the changes set out within this paper and in Appendix 2; and • Note the timetable for consultation and revision of the consultation draft of the scheme, including that a final Integration Scheme will be brought to the Council Leadership Board and NHSGGC for approval in advance of it being submitted to Scottish Ministers in July 2024. 3. Background 3.1. The Public Bodies (Joint Working) (Scotland) Act 2014 (the ‘Act’) requires Health Boards and Local Authorities to jointly prepare an Integration Scheme. It sets out the key arrangements for how the integration of agreed health and social care services is to be planned, delivered, and monitored within the local partnership area. In March 2015, the Council and NHSGGC jointly submitted Renfrewshire’s Integration Scheme to Scottish Ministers, which was subsequently laid before Parliament and approved on 27 June 2015. Item 5 Page 99 of 326
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3.2. The Scheme is a legal partnership agreement which covers all matters prescribed under the Act. This includes: • Integration Model i.e., delegation of functions to the Integration Joint Board (the ‘IJB’); • Functions Delegated to the IJB; • Governance Arrangements under which the IJB will operate; • Targets, Measures and Reporting arrangements; • Clinical and Care Governance arrangements; • Workforce; • Role and Responsibilities of the IJB Chief Officer; • Financial Arrangements; • Risks, Claims and Complaints; • Information Sharing; and • Dispute Resolution. 3.3. Section 44 of the Act sets out the legal requirement to complete a review of an Integration Scheme within the “relevant period” of 5 years from initial publication. The review must have due regard to the integration planning principles set out in the Act and the National Health and Wellbeing Outcomes. Statutory responsibility to review the Scheme sits with the Council and NHSGGC, the parties to the Scheme. The IJB is not a party to the Scheme. 3.4. The Integration Scheme is a statutory agreement between the Council and NHSGGC. If any changes are deemed necessary or desirable, the Council and NHSGGC must jointly prepare a revised Integration Scheme, taking account of any views expressed through the consultation process. This will require further engagement with stakeholders, and a joint submission must then be made to Scottish Ministers to formally approve the revised Scheme. 3.5. In line with the requirement to review the Scheme every 5 years, in 2019 a pan-GGC HSCP review working group, chaired by the Chief Officer of West Dunbartonshire HSCP was established to undertake simultaneous reviews of the six Schemes. Schemes were reviewed and presented for approval for consultation at the Council Leadership Board in February 2020. Due to other business matters and emergence of COVID-19 this work was subsequently paused. The February 2020 paper is provided for further information in the list of background papers to this report. 3.6. In late 2021, the working group was re-convened to assume responsibility for revising the Schemes and prepare them for consultation and approval by NHSGGC, each respective Council, and the Cabinet Secretary. Advice received from Scottish Government throughout this period has suggested that the existing Schemes should be reviewed in line with current legislation, including consultation with prescribed consultees. 3.7 It is expected that integration schemes will require review in future years to reflect any decisions made in relation to the integration of services and associated governance arising from the National Care Service programme. This may also Page 100 of 326
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include the process through which schemes are reviewed and agreed. However, at this time there are no specific proposals in place which set out the nature of possible changes. 4. Integration Scheme Review 4.1. The initial review of Renfrewshire’s Integration Scheme sought to identify where revisions were required following the transitioning from shadow arrangements to fully implemented IJBs and where activity which was planned at the time of developing the Scheme in 2015 had since been implemented. 4.2. The joint working group consisting of the six HSCPs has also considered where content could be further standardised for greater consistency across the six Schemes, reflecting the nature of collaborative working which has developed during this period. This includes adopting common numbering and naming conventions for layout/clauses, consistent wording/language and some non-material changes including updates to tense used and terminology which has since changed i.e., name of fora. However, in doing so, clauses which are required to be Renfrewshire-specific and reflect specific local arrangements have been maintained and updated where necessary. Comments received at the time work was paused in February 2020 have also been reflected where appropriate. 4.3. The updated draft scheme is attached as Appendix 1 to this paper. The core content and structure of the draft Scheme remains consistent with the original 2015 version of the Scheme. This was based on the model Integration Scheme developed by the Scottish Government based on the requirements laid out in The Public Bodies (Joint Working) (Integration Scheme) (Scotland) Regulations 2014. Key Review Areas 4.4. Details on changes made to the scheme are set out in Appendix 2 to this paper. Areas of the Renfrewshire Scheme where minor revisions have been made, based on collective agreement through the joint working group, includes the sections on Performance, Information and Data Handling, Complaints, and Risk Management. These changes have been applied to reflect updated working practices and activity completed since the Schemes were approved in 2015. 4.5. The section on Local Operational Delivery Arrangements has been revised substantially to reflect an updated approach to how arrangements for Hosted Services are described. Previous iterations of all Schemes contained an annex that listed the services subject to hosting arrangements and which HSCP area was responsible for those services across NHSGGC territory. This has now been removed, not only to futureproof the Schemes from any subsequent changes, but to emphasise that the Scottish Government approves the Schemes but not specific hosting arrangements which are agreed locally. Schemes now simply describe how hosting arrangements are to be implemented. Existing arrangements for how hosting arrangements are subject to due diligence and subsequently agreed have not changed. In addition, wider consideration will be given to how hosted arrangements Page 101 of 326
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are agreed, described, and updated across all IJBs within the NHSGGC Health Board area. 4.6. There has been some re-drafting to the Finance section in the Scheme. Members of the HSCP Chief Finance Officer Group have collectively reviewed existing clauses and have updated these for accuracy and consistency. Given the current fiscal climate these will be reviewed again during the consultation period. The changes made to the draft Scheme have also been reviewed by Renfrewshire Council’s Director of Finance. 4.7. For Renfrewshire, the Participation and Engagement section within the draft Scheme will be updated post consultation to reflect stakeholder engagement undertaken. 4.8. Renfrewshire Council CMT and Legal Services have also undertaken an initial review of the draft revised Scheme. The Scheme has been updated to reflect comments identified where required and will be subject to further change or refinement following further review during the consultation process. In addition, there will be further opportunity for wider officer and Elected Member feedback as part of the consultation process. 5 Approval for Consultation 5.1. To agree and finalise the revised Scheme, Renfrewshire Council and NHSGGC must jointly consult with (a) such persons or groups of persons appearing to the Scottish ministers have an interest as may be prescribed and (b) such other persons as the Council and NHSGGC think fit. This list of prescribed consultees is set out below: • Health professionals • Users of health care • Carers of users of health care • Commercial providers of health care • Non-commercial providers of health care • Social care professionals • Users of social care • Carers of users of social care • Commercial providers of social care • Non-commercial providers of social care • Staff of the Health Board and local authority who are not health professionals or social care professionals • Non-commercial providers of social housing • Third sector bodies carrying out activities related to health or social care 5.2. The revised Scheme must be approved through the relevant governance structures of the Council and NHSGGC. In finalising the revised Scheme, the Council and NHSGGC must take account of any views expressed by those consulted. 5.3. The Council and NHSGGC must then jointly submit the revised Scheme to the Scottish Ministers for approval. A revised Scheme takes effect on such day as may be specified by the Scottish Ministers. As soon as practicable after the revised Scheme takes effect, the Council and NHSGGC must publish it. Page 102 of 326
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5.4. Subject to the Leadership Board’s approval, consultation on the Scheme will commence on 22 February 2024 and run until 22 March 2024. The proposed full timeline for finalisation of the Scheme is set out below: Governance Party Date Leadership Board meeting – consideration of consultation draft Renfrewshire Council 21 Feb 2024 Formal consultation starts Prescribed consultees 22 Feb 2024 Formal consultation ends Prescribed consultees 22 Mar 2024 Develop final draft reflecting feedback HSCP Mar – Apr 2024 Council CMT presentation Renfrewshire Council 9 Apr 2024 Final scheme considered by Leadership Board Renfrewshire Council 1 May 2024 Final scheme considered by NHSGGC FP&P Committee NHSGGC 11 Jun 2024 Final scheme to IJB for noting IJB 28 Jun 2024 Submission of scheme to Scottish Government NHSGGC and Renfrewshire Council Chief Executives Early Jul 2024 Scottish Government approval Scottish Government Aug 2024 Updated Integration Scheme published NHSGGC and Renfrewshire Council Chief Executives Aug 2024 5.5. The advisor to the Scottish Government on Health and Social Integration has been sighted on the draft Schemes developed across the 6 Council areas and is content to provide comment as part of the consultation process. 5.6. An engagement plan has been developed to inform and guide the consultation process, through which key groups and organisations will be proactively contacted and a range of opportunities offered for consultees to provide feedback. It has been agreed that consultation will be targeted at the prescribed consultees identified in 5.1 given the narrow interest that the Schemes, as technical legal documents, are likely to have beyond this stakeholder population. Members of the IJB will also be consulted in relation to the new drafted Scheme. 6. Full Approval 6.1. Subject to approval by the Leadership Board to the consultation draft provided and the timetable set out above, it is anticipated that the final revised Scheme will be considered by the Leadership Board in Spring 2024. Page 103 of 326
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6.2 The final scheme will be submitted to the Leadership Board and through NHS GGC governance routes in Spring 2024. Submission of the Scheme to the Cabinet Secretary will be contingent on approval from both Renfrewshire Council and NHSGGC. Scottish Government approval is anticipated around August 2024, following which the approved Scheme will then be published. Implications of the Report 1. Financial – There are no direct financial implications arising from this report. The financial governance arrangements as defined in the Integration Scheme would be subject to review in line with the process described. 2. HR & Organisational Development - There are no Human Resource implications arising directly from this report. The IJB does not directly employ staff; the Chief Officer, however, is formally seconded to the IJB to undertake the responsibilities defined in the legislation. 3. Community/Council Planning – This report is fully aligned with the vision and principles set out in the Renfrewshire Community Plan 2017 - 2027. 4. Legal – The legal basis for the Review of the Integration Scheme is set out in the Public Bodies (Joint Working) (Scotland) Act 2014 and associated regulations. The review is undertaken by Renfrewshire Council and NHSGGC, with any changes requiring to be approved by Scottish Ministers, in line with the legislation. This review is being supported by the Council’s Legal & Democratic Services who have provided advice, suggested changes to the revised Scheme and will prepare help to prepare the revised Scheme to ensure the Council’s interests are protected throughout this process. 5. Property/Assets – There are no property/assets implications arising directly from this report. 6. Information Technology - There are no information technology implications arising directly from this report. 7. Equality & Human Rights - There are no equality implications arising directly from this report. 8. Health & Safety - There are no health and safety implications arising directly from this report. 9. Procurement – There are no procurement implications arising directly from this report. 10. Risk - Any risks arising from the review of the Integration Scheme will be identified and will require to be considered by the Parties as the review progresses. 11. Privacy Impact - There are no privacy implications arising directly from this report. 12. COSLA Policy Position - TBC List of Background Papers (a) Background Paper- Leadership Board Report dated 19 February 2020 - Author: Debra Allen, Senior Planning and Policy Development Officer Page 104 of 326
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Page 1 of 37 APPENDIX 1 Integration Scheme Between Renfrewshire Council And NHS Greater Glasgow and Clyde (Draft Consultation Copy – Revised January 2024) Page 105 of 326
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Page 2 of 37 1. Introduction 1.1. The Public Bodies (Joint Working) (Scotland) Act 2014 (the Act) requires Health Boards and Local Authorities to integrate planning for, and delivery of, certain adult health and social care services. They can also choose to integrate planning and delivery of other services beyond the minimum prescribed by Ministers – additional adult health and social care services such as homelessness and criminal justice and children’s health and social care services. The Act requires them to prepare jointly an integration scheme (‘the Scheme’) setting out how this joint working is to be achieved. 1.2. The Health Board and Local Authority can either delegate between each other or can both delegate to a third body called the Integration Joint Board (the IJB). Delegation between the Health Board and Local Authority is commonly referred to as a “lead agency” arrangement. Delegation to an Integration Joint Board is commonly referred to as a “body corporate” arrangement. The first Renfrewshire Integration Scheme 2016 established a “body corporate” arrangement, as set out in Section 1(4)(a) of the Act. 1.3. The 2016 Scheme was revised in 2024 following a review. The Scheme continues to provide for a body corporate model for the integration of health and social care in Renfrewshire and reconfirms how NHS Greater Glasgow and Clyde (‘Health Board’) and Renfrewshire Council (‘Local Authority’) will continue to integrate relevant services. The corporate body will continue to be known as Renfrewshire Integration Joint Board (IJB). To give effect to the single operational management of integrated services by Renfrewshire Integration Board Chief Officer, the parties agree that the integrated operating unit will be known as Renfrewshire Health and Social Care Partnership. 1.4. This document sets out the integration arrangements adopted by NHS Greater Glasgow and Clyde and Renfrewshire Council as required by Section 7 of the Act. This integration scheme follows the format of the model document produced by the Scottish Government and includes all matters prescribed in Regulations. As a separate legal entity in accordance with the Act, the IJB has full autonomy and capacity to act in its own behalf and can make decisions about the exercise of its functions as it sees fit. However, the legislation that underpins the IJB requires that its voting members are appointed by NHS Greater Glasgow and Clyde and Renfrewshire Council serving on the IJB its members carry out the functions under the Act on behalf of the IJB itself, and not as delegates of their respective organisations – working in accordance with the Standards Commission Model Code of Conduct for Members of Devolved Public Bodies. Aims and Outcomes of the Integration Scheme 1.5. The main purpose of integration is to improve the wellbeing of people who use health and social care services, particularly those whose needs are complex and involve support from health and social care at the same time. The integration scheme is intended to support achievement of the National Health and Wellbeing Outcomes prescribed by the Scottish Ministers in Regulations under Section 5(1) of the Act. Page 106 of 326
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Page 3 of 37 1. Integration Scheme THE PARTIES: Renfrewshire Council, constituted under the Local Government etc. (Scotland) Act 1994 and having its headquarters at Renfrewshire House, Cotton Street, Paisley, PA1 1BU (hereinafter referred to as “the Council”); and Greater Glasgow Health Board, constituted under section 2(1) of the National Health Service (Scotland) Act 1978 (as amended) (operating as “NHS Greater Glasgow and Clyde”) and having its principal office at J B Russell House, Gartnavel Royal Hospital, 1055 Great Western Road, Glasgow G12 0XH (hereinafter referred to as “the Health Board”). Definitions and Interpretation “The Act” means the Public Bodies (Joint Working) (Scotland) Act 2014; “Acute Services” means the services of the Health Board delivered within the acute hospitals for which the Health Board has operational management responsibility, namely accident and emergency; general medicine; geriatric medicine; rehabilitation medicine; respiratory medicine; and palliative care. These are the services in scope for the delegated acute functions and associated Set Aside budget. “Chief Operating Officer for Acute Services” means the individual appointed by the Health Board with lead responsibility for the operational delivery of Acute Services. “Chief Officer” means the individual appointed by the Integration Joint Board under section 10 of the Act. “Chief Executive of the Council” means the individual appointed by the Council as its most senior official responsible for discharging the Council’s strategy and statutory responsibilities. “Chief Executive of the Health Board” means the individual appointed by the Health Board as its most senior official responsible for discharging the Health Board’s strategy and statutory responsibilities. “Chief Finance Officer” means the proper officer appointed by the Integration Joint Board in terms of Section 95 of the Local Government (Scotland) Act. “Chief Social Work Officer” (CSWO) means the Chief Social Work Officer of the Council or, where appropriate and where approved by the IJB, a suitable substitute nominated by him or her under Section 3 of the Social Work (Scotland) Act 1968. “Clinical and Care Governance Committee” means the body established by the Health Board to oversee all aspects of local Health Board clinical policy, practice, and procedures “Direction” means a formal instruction to either of the Parties by the Integration Joint Board to carry out functions delegated to the Integration Joint Board in accordance with Section 26 of the Act and shall include the information required by Section 27 of the Act. Page 107 of 326
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Page 4 of 37 “‘Health and Social Care Partnership’ or ‘HSCP/Partnership’ means the operational structure designed further to this Integration Scheme to ensure the delivery of Integrated Service. “Host” means the Integration Joint Board that manages services on behalf of the other Integration Joint Boards in the Health Board area. “Order 2015 No. 88” means The Public Bodies (Joint Working) (Integration Joint Board Establishment) (Scotland) Order 2015. “Hosted Services” means those services of the Parties which, subject to agreement by the Integration Joint Board, the Parties agree will be managed and delivered by a single Integration Joint Board on behalf of two or more integration authorities within the Greater Glasgow and Clyde area. “Integration Joint Board” or “IJB” means the Renfrewshire Integration Joint Board, a body corporate, established by Order 2015 No. 88 under section 9 of the Act on 27 June 2015. “Outcomes” means the outcomes set out in the Public Bodies (Joint Working) (National Health and Wellbeing Outcomes) (Scotland) Regulations 2014. “Healthcare Improvement Scotland” means the body established by the Public Services Reform (Scotland) Act 2010 and responsible for regulation of health services. “Care Inspectorate” means the body established by the Public Services Reform (Scotland) Act 2010 and responsible for regulation of care services. “The Integration Scheme Regulations” means the Public Bodies (Joint Working) (Integration Scheme) (Scotland) Regulations 2014. “Integration Joint Board Order” means the Public Bodies (Joint Working) (Proceedings, Membership, and general Powers of Integration Joint Boards) (Scotland) Order 2014. “Scheme” means this Integration Scheme. “Set Aside Budget” means the monies made available by the Health Board to the Integration Joint Board in respect of those functions delegated by the Health Board which are carried out in a hospital within the Health Board area and provided for the areas of two or more Local Authorities. “Strategic Plan” means the document which the Integration Joint Board is required to prepare and implement in relation to the delegated provision of integrated health and social care services in accordance with section 29 of the Act. “Strategic Planning Group” means the group established under section 32 of the Act. . Page 108 of 326
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Page 5 of 37 In implementation of their obligations under the Act, the Parties hereby agree as follows: In accordance with section 2(3) of the Act, the Parties have agreed that the integration model set out in section 1(4)(a) of the Act will remain in place for the Renfrewshire Council area, namely the delegation of functions by the Parties to the IJB. This Scheme came into effect when the IJB was established by Parliamentary Order on 27 June 2015 In 2023/2024, the Scheme was reviewed and revised in accordance with Section 44(2) of the Act and these changes will be applied on the date the revised Scheme receives approval from the Scottish Ministers under Section 7 of the Act. 2. Local Governance Arrangements 2.1. Having regard to the requirements contained in the Integration Scheme Regulations, the Parties have provided below the detail of the voting membership, the chair and vice chair of the IJB: 2.2. The IJB is responsible for the implementation of appropriate governance arrangement in line with the requirements of the Act and associated Regulations. 2.3. The IJB has distinct legal personality and the consequent autonomy to manage itself. There is no role for either Party to independently sanction or veto decisions of the IJB. 2.4. In accordance with the Integration Joint Board Order, where a voting member is unable to attend a meeting of the IJB, the Party which nominated that member shall use best endeavours to arrange for a suitable experienced proxy to attend the meeting in place of the voting member. For the Council, the proxy must be a Councillor and for the Health Board, the proxy must be a Health Board member. The proxy may vote on decisions put to the meeting but may not preside over the meeting. 2.5. In accordance with the Integration Joint Board Order, the voting members of the IJB shall be appointed for a maximum period of term of office which shall not exceed 3 years. At the end of their term of office, if the IJB deems it appropriate, a voting member may be reappointed for a further term of office. 2.6. In accordance with the Integration Joint Board Order, voting members of the IJB are there ex officio (by virtue of their other appointment to the Council or the Health Board). Where a voting member of the IJB from the Council resigns or is removed from office, they shall cease to be a member of the IJB. Where a voting member of the IJB from the Health Board no longer holds membership with the Health Board, they shall cease to be a member of the IJB. 2.7. In accordance with the Integration Joint Board Order, a voting member of the IJB shall also cease to be a voting member if he/she fails to attend three consecutive meetings of the IJB, provided the absences were not due to illness or other reasonable cause (which shall be a matter for the IJB to determine). In this event, the IJB shall give the member one month’s notice in writing of his/her removal. The IJB will, at the same time, request the organisation which nominated that member to nominate a replacement who will appointed to the voting membership of the IJB as soon as the other member is removed or within such other time as is reasonably practicable. Page 109 of 326
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Page 6 of 37 2.8. In accordance with the Integration Joint Board Order, where a temporary vacancy arises, the vote that would be exercisable by the voting member appointed to that vacancy may be jointly exercisable by the other voting members nominated by the relevant Party. 2.9. The Parties will take turns nominating the Chair and Vice-Chair, with one nominating the Chair and the other nominating the Vice-Chair. The first Chair will be nominated by the Council from its voting members and the first Vice Chair will be nominated by the Health Board from its voting members. Each appointment of Chair and Vice-Chair shall be for a two-year period at the end of which the Party which last nominated the Chair shall nominate the Vice Chair and vice versa. The first Chair of the IJB was nominated by the Council. 2.10 The following officers will be co-opted by the IJB as non-voting members: a. The Chief Officer of the IJB. b. The Chief Social Work Officer of the Council. c. The Chief Finance Officer. d. Registered medical practitioner whose name is included in the list of primary medical services performers prepared by the Health Board in accordance with Regulations made under sections 17P of the National Health Service (Scotland) Act 1978. e. Registered nurse who is employed by the Health Board or by a person or body with which the Health Board has entered into a general medical services contract; and registered medical practitioner employed by the Health Board and not providing primary medical services. d. The officers listed at d, e and f above shall be nominated by the Health Board in accordance with the Integration Joint Board Order. 2.11. Once established, the IJB may appoint further non-voting members and, in accordance with articles 3(6) and 3(7) of the Integration Joint Board Order, will appoint at least one further non-voting member from each of the following groups: a. Staff of the parties engaged in the provision of services under the delegated functions b. Third sector bodies carrying out activities related to health or social care in the Renfrewshire area; c. Service users residing in the Renfrewshire area; and d. Persons providing unpaid care in the Renfrewshire area. 3. Delegation of Functions 3.1. The functions that must be delegated by the Health Board to the IJB are set out in Part 1 of Annex 1. The services to which these functions relate, , and which are to be integrated, are set out in Part 2 of Annex 1. 3.2. The functions that must be delegated by the Council to the IJB are set out in Part 1 of Annex 2. The services to which these functions relate, and which are to be integrated, are set out in Part 2 of Annex 2. All functions referred to in this clause are delegated to the extent that they are exercisable in relation to persons of at least 18 years of age. Page 110 of 326
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Page 7 of 37 3.3. Services set out at Annex1 (Part 2) and Annex 2 (Part 2) may by agreement be hosted by the IJB on behalf of one or more IJBs within the Health Board area or one or both Parties, or vice versa, where permitted by statute. The Parties may recommend to the IJBs within the Health Board area that an arrangement of Hosted Services be managed and delivered through a designated Lead Health and Social Care Partnership. These arrangements will be subject to review and may change from time to time. 3.4. Part 1 of Annex 3 lists additional Health Board that will be delegated to the IJB. The services to which these functions relate, which are currently provided by the Health Board, and which are to be integrated, are set out in Part 2 of Annex 3. The Council has not delegated additional functions. 4. Local Operational Delivery Arrangements 4.1. The local operational arrangements agreed by the parties are: • The IJB has responsibility for the planning of services via the Strategic Plan. • The IJB will be responsible for monitoring and reporting on performance on the delivery of those services covered by the Strategic Plan. • The Health Board retains operational responsibility for the delivery of all health services commissioned by the IJB and the Council retains operational responsibility for the delivery of all social work and social care services commissioned by the IJB. The IJB is responsible for the planning of Integrated Services and achieves this through the Strategic Plan. In accordance with Section 26 of the Act, the IJB will direct the Council and the Health Board to carry out each function delegated to the IJB. Payment will be made by the IJB to the Parties to enable the delivery of these functions in accordance with the Strategic Plan. • The Chief Officer will have day to day operational responsibility to monitor delivery of services set out in Annexes 1 to 3, other than Acute Hospital Services, on which the Chief Officer will work closely with the Chief Operating Officer for Acute Services. The IJB will have oversight of these operational management arrangements. • The IJB will issue Directions to the Parties taking account of the information on performance to ensure performance is maintained and improved. The IJB along with the other five IJBs within the Health Board area will contribute to the strategic planning of Acute Services and the Health Board will be responsible for the management of Acute Services. • The Health Board will provide information to the Chief Officer and the IJB on the operational delivery of Acute Services. • The Health Board and the six IJBs within the Health Board area shall ensure that the overarching Strategic Plan for Acute Services shall incorporate relevant sections of the six IJBs’ Strategic Plans. • The Health Board will consult with the six IJBs within the Health Board area to ensure that the overarching Strategic Plan for Acute Services and any plan setting out the capacity and resource levels required for the Set Aside budget for such acute services is appropriately coordinated with the delivery of services across the Greater Glasgow and Clyde area. • The Parties shall ensure that a group including the Chief Operating Officer for Acute Services and Chief Officers of the six IJBs within the Health Board area will meet regularly to discuss such respective responsibilities for Acute Services. Page 111 of 326
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Page 8 of 37 • Both the Health Board and the Council will undertake to provide the necessary activity and financial data for services, facilities or resources that relate to the planned use of services within other Local Authority areas by people who live within the area of the IJB. • Where the IJB is the Host in relation to a Service set out at Annex 1 (Part 2) or Annex 2 (Part 2) the Parties will recommend that: a) The IJB is responsible for the operational oversight of such Service(s); b) Through its Chief Officer, the IJB will be responsible for the operational management of the Hosted Service on behalf of each relevant IJB within the Health Board area; and c) The IJB is responsible for the strategic planning and operational budget of the Hosted Service • Where a Service set out at Annex 1 (Part 2) or Annex 2 (Part 2) is hosted on its behalf by another integration authority with the Health Board area, the IJB shall retain oversight for any such services delivered to the people of Renfrewshire and shall engage with the Host IJB and the relevant Chief Officer on any concerns and issues arising in relation to these services. 4.2. Performance Targets, Improvement Measures and Reporting Arrangements 4.2.1 The IJB will develop and maintain a Performance Management Framework in agreement with the Parties, which consists of a range of indicators and targets relating to those functions and services which have been delegated to the IJB. These will be consistent with national and local objectives and targets to support measurement of: • The achievement of the National Health and Wellbeing Outcomes; • The Core Suite of National Integration Indicators; • The quality and performance of services delivered by the parties through Directions by the IJB; • The overall vision of the partnership area and local priorities as set out within the Strategic Plan; • The corporate reporting requirements of both Parties; and • Any other performance indicators and measures developed by the Scottish Government relating to delegated functions and services. 4.2.2. The Parties will provide the IJB with performance and statistical support resources, access to relevant data sources and will share all information required on services to permit analysis and reporting in line with the prescribed content as set out in regulations. The Council, Health Board and IJB will work together to establish a system of corporate accountability where the responsibility for performance targets is shared. 4.2.3. The Parties will provide support to the IJB, including the effective monitoring of targets and measures, in line with these arrangements and in support of the Performance Management Framework. 4.2.4. The Strategic Plan will be reviewed and monitored by the IJB in relation to these targets and measures. Where either of the Parties has targets, measures or arrangements for functions which are not delegated to the IJB, but which are related to any functions that are Page 112 of 326
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Page 9 of 37 delegated to the IJB, these targets, measures and arrangements will be considered in the development of the Strategic Plan. 4.2.5. The Performance Management Framework and associated reporting arrangements for the IJB will continue to be developed and reviewed regularly by the IJB and the Parties, consistent with all national targets and reflective of all relevant statute and guidance. 4.2.6. The IJB will consider service quality, performance, and impact routinely at its meetings and each year through its Annual Performance Report, with associated reports also provided to the Parties. 4.3. Support to the Integration Joint Board: • The Parties agree to make available to the IJB such professional, technical, or administrative resources as are required to support the development of the Strategic Plan and the carrying out of delegated functions. • The existing planning, performance, quality assurance and development support arrangements and resources of the Parties will be used as a model for strategic support arrangements to the IJB. • The Parties will reach an agreement on how this will be integrated within the annual budget setting and review processes for the IJB. 4.4. The IJB is responsible for the establishment of arrangements to: • Create an organisational culture that promotes human rights and social justice; values partnership working through example; affirms the contribution of staff through the application of best practice including learning and development; and is transparent and open to innovation, continuous learning, and improvement. • Ensure that integrated clinical and care governance policies are developed and regularly monitor their effective implementation. • Ensure that the rights, experience, expertise, interests and concerns of service users, carers and communities are central to the planning, governance and decision-making that informs quality of care. • Ensure that transparency and candour are demonstrated in policy, procedure and practice. • Deliver assurance that effective arrangements are in place to enable relevant health and social care professionals to be accountable for standards of care including services provided by the third and independent sector. • Ensure that there is effective engagement with all communities and partners to ensure that local needs and expectations for health and care services and improved health and wellbeing outcomes are being met. • Ensure that clear robust, accurate and timely information on the quality-of-service performance is effectively scrutinised and that this informs improvement priorities. This should include consideration of how partnership with the third and independent sector supports continuous improvement in the quality of health and social care service planning and delivery. • Provide assurance on effective systems that demonstrate clear learning and improvements in care processes and outcomes. • Provide assurance that staff are supported when they raise concerns in relation to practice that endangers the safety of service users and other wrongdoing in line with Page 113 of 326
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Page 10 of 37 local policies for whistleblowing and regulatory requirements. • Establish clear lines of communication and professional accountability from point of care to -Heads of Service, Chief Officer and CSWO as the nominated Chief Professional Officers accountable for Clinical and Care Governance. It is expected that this will include articulation of the mechanisms for taking account of professional advice, including validation of the quality of training and the training environment for all health and social care professionals’ training (to be compliant with all professional regulatory requirements). • Embed a positive, sharing, and open organisational culture that creates an environment where partnership working, openness and communication is valued, staff supported, and innovation promoted. • Provide a clear link between organisational and operational priorities, objectives and personal learning and development plans, ensuring that staff have access to the necessary support and education. • Implement quality monitoring and governance arrangements that include compliance with professional codes, legislation, standards, guidance and that these are regularly open to scrutiny. This must include details of how the needs of the most vulnerable people in communities are being met. • Implement systems and processes to ensure a workforce with the appropriate knowledge and skills to meet the needs of the local population. • Implement effective internal systems that provide and publish clear, robust, accurate and timely information on the quality-of-service performance. • Develop systems to support the structured, systematic monitoring, assessment, and management of risk. • Implement a co-ordinated risk management, complaints, feedback, and adverse events/incident system, ensuring that this focuses on learning, assurance, and improvement. • Lead improvement and learning in areas of challenge or risk that are identified through local governance mechanisms and external scrutiny. • Develop mechanisms that encourage effective and open engagement with staff on the design, delivery, monitoring and improvement of the quality of care and services. • Promote planned and strategic approaches to learning, improvement, innovation, and development, supporting an effective organisational learning culture. 4.5. The foregoing arrangements will operate within the existing frameworks established by the Health Board and Council for their respective functions, thereby ensuring that both bodies can continue to discharge their governance responsibilities. These frameworks will be subject to regular review. 5. Clinical and Care Governance 5.1. Clinical and care governance is a system that assures that care, quality, and outcomes are of a high standard for users of services and that there is evidence to back this up. It includes formal structures to review clinical and care services on a multidisciplinary basis and defines, drives, and provides oversight of the culture, conditions, processes, accountabilities, and authority to act, of organisations and individuals delivering care. This is overseen by the NHSGGC Clinical and Care Governance Committee. 5.2. Quality, clinical care and professional governance in relation to services provided in Page 114 of 326
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Page 11 of 37 pursuance of the functions delegated to the IJB will: • Involve service users and carers and the wider public in the development of services; • Ensure safe and effective services and appropriate support, supervision, and training for staff; • Strive for continuous quality improvement; • Maintain a framework of policies and procedures designed to deliver effective care; and • Ensure accountability and management of risk. 5.3. Professional staff will continue to work within the professional regulatory framework applicable to health and social care staff and primary care contractors. 5.4. The Health Board’s Chief Executive is responsible for clinical governance, quality, patient safety and engagement, supported by the Health Board’s professional advisers. The Chief Officer has delegated responsibility for the professional standards of all staff working in integrated services. The Chief Officer, relevant Health Leads and Chief Social Work Officer will work together to ensure appropriate professional standards and leadership. 5.5. The Health Board’s Medical Director is responsible for the systems which support the delivery of clinical governance and medicines governance, those arrangements including the clinical governance unit and the processes which underpin it will operate in support of the IJB. 5.6. The Chief Social Work Officer is responsible for ensuring the provision of effective, professional advice to the local authority in relation to the provision of Social Work Services and ensuring the delivery of safe, effective, and innovative practice. The Chief Social Work Officer’s annual report will be submitted to the IJB. 5.7. The Parties will make available to the IJB professional leads representing social work, nursing, and medicine. These professional leads will have several responsibilities including advising the Chief Officer, IJB, Strategic Planning groups and localities on professional issues, clinical and care issues, and providing assurance that the statutory regulatory requirements for professional practice are in place and monitored on a regular basis. The relationship between these professional leads and the Strategic Planning Groups, localities, the Chief Officer, and the governance arrangements of the Parties is outlined at Annex 4. 5.8. The Parties have a range of clinical and care governance structural arrangements relevant to particular areas of health and social care. This is still necessary for clinical and care governance compliance within integrated arrangements. These arrangements come together in the Renfrewshire HSCP Quality, Care & Professional Governance Executive Group which is chaired by the Chief Officer on behalf of both Parties. Through this structure the Parties will be responsible for demonstrating compliance with statutory requirements in relation to clinical governance, authorising an accurate and honest annual clinical governance statement and responding to scrutiny and improvement reports by external bodies such as Healthcare Improvement Scotland and the Care Inspectorate. Page 115 of 326
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Page 12 of 37 5.9. The Parties will provide, as required, assurance to the IJB on the Parties’ compliance with statutory requirements around clinical and care governance arrangements through the Renfrewshire HSCP Quality, Care & Professional Governance Executive Group. 5.10. Clinical and professional leads from both Parties will discharge the following functions in relation to the IJB, Strategic Planning Groups and Localities: • Advise the Chief Officer, members of the IJB, Strategic Planning Groups and Localities on professional issues. • Provide professional expertise to the IJB, Strategic Planning Groups and Localities on a wide range of clinical and care issues. • Provide assurance that the statutory regulatory requirements for professional practice are in place and monitored on a regular basis. • In the case of the Chief Social Work Officer, provide their annual report to the IJB. • Assure the IJB that the National Nursing & Midwifery and other Professional Assurance frameworks are implemented. • Advise the IJB on professional workforce and workload planning including the mandatory application of workforce tools. • Advise the IJB on the pre and post registration educational standards required for professions. • Provide a link from the IJB, Strategic Planning Groups and Localities to professional structures within the Council and the Health Board. • Ensure a shared collective responsibility for governance across the IJB. • Ensure professional leadership is seen as integral to the corporate management of the IJB. • Ensure a clear focus on the contribution of professional expertise available to the IJB, Strategic Planning Groups and Localities. • Ensure an effective line of professional responsibility throughout the organisation; an IJB to team / ward level approach which ensures all professional leaders influence and shape the work of the IJB. • Ensure the effectiveness of the local clinical governance arrangements in meeting local and cross system needs whilst supporting the IJB with reports and assurance. 5.11. Clinical and professional leads from both Parties will ensure that relevant policies in relation to clinical and care governance are adhered to, including policies on: • Infection control. • Patient Safety and Clinical Quality • Care and Assurance Accreditation Framework • Child and Adult Protection Policies. 6. Chief Officer 6.1. The Chief Officer is the accountable officer for Functions delegated to the IJB. The Chief Finance Officer is responsible for the proper administration of the IJB’s financial affairs. The IJB shall appoint a Chief Officer in accordance with Section 10 of the Act. The arrangements in relation to the Chief Officer agreed by the Parties are: Page 116 of 326
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Page 13 of 37 • The Chief Officer is a member of the Corporate Management Team of both the Health Board and the Council. • The Chief Officer will be appointed by the IJB, employed by one of the Parties and seconded by that Party to the IJB. • The Chief Officer will attend Corporate Management Team meetings of the Health Board and the Council and will work with the Corporate Management Teams of both Parties as required to carry out functions in accordance with the Strategic Plan. • The Chief Officer is line managed jointly by the Chief Executives of the Council and the Health Board and is accountable to both Parties. • The Chief Officer will have delegated operational responsibility for delivery of integrated services, as outlined in Annexes 1, 2 and 3 of this Scheme except as they are exercised for acute hospital services. The Health Board Chief Executive is responsible for the operational management and performance of acute services and will provide regular updates to the Chief Officer on this. 7. Workforce 7.1. The arrangements in relation to their respective workforces agreed by the Parties are: • The Parties have a joint Workforce Development and Support Plan and an Organisational Development strategy to support delivery of effective integrated services. • These were developed and put in place within the first year of establishment of the IJB and are subject to regular review by the Parties and the Chief Officer. • The Integration Scheme recognises that the employment status of staff does not change because of this Scheme. Employees of the Parties will remain employed by their respective organisations and will therefore be subject to the normal conditions of service as contained within their contract of employment. 7.2. The Parties agree that Workforce Governance is a system of corporate accountability for the management of staff. Staff managing functions within the IJB have a responsibility for managing staff employed by NHSGGC and Renfrewshire Council. The Council, Health Board and IJB will work together to establish a system of corporate accountability for the fair and effective management of all staff, to ensure that they are: • Well informed. • Appropriately trained and developed. • Involved in decisions. • Treated fairly and consistently, with dignity and respect and in an environment where diversity is valued. • Provided with a - safe working environment, promoting the health and well-being of staff, patients/clients, and wider community. 7.3. The Council and the Health Board are committed to the continued development and maintenance of positive and constructive relationships with recognised Trades Unions and professional organisations involved in Health and Social Care. Any future changes will be planned and coordinated and will ensure the appropriate engagement with all those affected by the changes, inaccordance with established policies, procedures and practices of the Parties. Page 117 of 326
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Page 14 of 37 7.4. The Parties are committed to ensuring their staff involved in health and social care service delivery have the necessary training, skills, and knowledge to provide the people of Renfrewshire with - quality services. The Parties recognise that their staff are well placed to identify how improvements can be made to services and will continue to work together and with their staff to develop, establish and review plans for: (a) Workforce planning and development; (b) Organisational development; (c) Learning and development of staff; and (d) Engagement of staff and development of a healthy organisational culture. 7.5. The Chief Officer will receive advice from Human Resources and Organisational Development professionals employed or appointed by the Parties who will work together to support the implementation of integration and provide the necessary expertise and advice as required. They will work collaboratively with staff, managers, staff side representatives and trade unions to ensure a consistent approach which is fair and equitable. 7.6. The Parties will report on workforce governance matters to the Chief Officer and the IJB through their appropriate governance and management structures. In addition, the Parties will establish formal structures to link the Health Board’s area partnership forum and the Council’s joint consultative forum with the Staff Partnership Forum established by the IJB. 8. Finance 8.1. This section sets out the arrangements in relation to the determination of the amounts to be paid, or set aside, and their variation, to the IJB from the Council and Health Board. 8.2. The Chief Finance Officer (CFO) will be the Accountable Officer for financial management, governance, and administration of the IJB. This includes accountability to the IJB for the planning, development, and delivery of the IJB’s financial strategy and responsibility for the provision of strategic financial advice and support to the IJB and Chief Officer. Delegated Budgets 8.3. Delegated baseline budgets were the subject of due diligence in the shadow year of the IJB. These were based on a review of recent past performance and existing and future financial forecasts for the Health Board and the Council for the functions which were delegated. In the case of any additional functions to be delegated to the IJB, after the original date of integration, these services will also be the subject of due diligence, based on a review of recent past performance and existing and future financial forecasts for the Board and the Council for the functions which are to be delegated. This is required to gain assurance that the associated delegated budgets will be sufficient for the IJB to fund these additional delegated functions. 8.4. The Chief Finance Officer will develop a draft proposal for the Integrated Budget based on the Strategic Plan and forecast pressures and present it to the Council and the Health Board for consideration as part of their respective annual budget setting process. The draft proposal will incorporate assumptions on the following: • Activity changes • Cost inflation Page 118 of 326
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Page 15 of 37 • Efficiencies • Performance against outcomes • Legal requirements • Transfer to or from the amounts set aside by the Health Board. 8.5 This will allow the Council and the Health Board to determine the final funding contribution to the IJB. This should be formally advised in writing by the respective Directors of Finance to the IJB by 1 March each year. 8.6. The draft budget should be evidence based with full transparency on its assumptions which should include: • Pay Awards • Contractual uplift • Prescribing • Resource transfer • Ring fenced funds. 8.7. Any material in-year budget changes proposed by either Party must be agreed by the IJB. Parties may increase the payment in year to the IJB for supplementary allocations in relation to the delegated services agreed for the IJB, which could not have been reasonably foreseen at the time the IJB for the year was agreed. 8.8. The IJB will approve a budget and provide Directions to the Parties by 31st March each year regarding the functions that are being delivered, how they are to be delivered and the resources to be used in delivery. 8.9. The IJB has strategic planning responsibility along with the Health Board for Set Aside Budgets. The method for determining the amount set aside for hospital services will follow guidance issued by the Integrated Resources Advisory Group and be based initially on the notional direct costs for the relevant population’s use of in scope hospital services as provided by Public Health Scotland. The Health Board’s Director of Finance and the Chief Finance Officer will keep under review developments in national data sets or local systems that might allow more timely or more locally responsive information, and if enhancements can be made, propose this to the IJB. A Joint Strategic Commissioning Plan will be developed and will be used to determine the flow of funds as activity changes: • Planned changes in activity and case mix due to interventions in the Joint Strategic Commissioning Plan; • Projected activity and case mix changes due to changes in population needs; and • Analysis of the impact on the affected hospital budget, taking into account cost- behaviour i.e., the lag between -changes in capacity and the impact on resources. 8.10. The process for making adjustments to the set aside resource to reflect variances in performance against plan will be agreed by the IJB and the Health Board. Changes will not be made in year and any changes will be made by annual adjustments to the Financial Plan of the IJB. Budget Management Page 119 of 326
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Page 16 of 37 8.11. The IJB will direct the resources it receives from the Parties in line with the Strategic Plan, and in so doing will seek to ensure that the planned activity can reasonably be met from the available resources viewed as a whole and achieve a year-end break-even position. Budget Variance 8.12. The Chief Officer will deliver the outcomes within the total delegated resources and where there is a forecast overspend against an element of the operational budget, the Chief Officer should take immediate and appropriate remedial action to endeavour to prevent the overspend and to instruct an action plan. If this does not resolve the overspend position, then the Chief Officer, the Chief Finance Officer and the appropriate finance officers of the Parties must agree a recovery plan to balance the overspending budget, which recovery plan shall be subject to the approval of the IJB. If the recovery plan is unsuccessful and an overspend materialises at the year-end, uncommitted general reserves held by the IJB, in line with the reserves policy, would firstly be used to address any overspend. If after application of reserves an overspend remains the Parties may consider making additional funds available, on a basis to be agreed considering the nature and circumstances of the overspend, with repayment in future years based on the revised recovery plan agreed by the Parties and the IJB. If the revised plan cannot be agreed by the Parties, or is not approved by the IJB, mediation will require to take place in line with the dispute resolution arrangements set out in this Scheme. 8.13. Where an underspend materialises against the agreed budget, except for ring-fenced budgets this will be retained by the IJB to either fund additional capacity in-year in line with its Strategic Plan or be carried forward to fund capacity in subsequent years of the Strategic Plan subject to the terms of the IJB’s Reserves Strategy. Unplanned Costs 8.14. Neither the Council or the Health Board may reduce the payment in-year to the IJB to meet exceptional unplanned costs within either the Council or the Health Board without the express consent of the IJB and the other Party. Accounting Arrangements and Annual Accounts 8.15. Recording of all financial information in respect of the IJB will be in the financial ledger of the Council. 8.16. Any transaction specific to the IJB e.g., expenses, will be processed via the Council ledger, with specific funding being allocated by the IJB to the Council for this. 8.17. The transactions relating to operational delivery will continue to be reflected in the financial ledgers of the Council and Health Board with the information from both sources being consolidated for the purposes of reporting financial performance to the IJB. 8.18. The Chief Officer and Chief Finance Officer will be responsible for the preparation of the annual accounts and financial statement in line with proper accounting practice, and financial elements of the Strategic Plan and such other reports that the IJB might require. Page 120 of 326
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Page 17 of 37 The Chief Finance Officer will provide reports to the Chief Officer on the financial resources used for operational delivery and strategic planning. To agree the in-year transactions and year-end balances between the Council, Health Board and IJB, the Chief Finance Officer will engage with the Directors of Finance of the Council and Health Board to agree an appropriate process. 8.19. Monthly financial monitoring reports will be issued by the Chief Finance Officer to the Chief Officer in line with timescales agreed by the Parties. Financial reports will include subjective and objective analysis of budgets and actual/projected outturn, and other such financial monitoring reports as the IJB might require. 8.20. The IJB will receive a minimum of four financial reports during each financial year. This will include reporting on the Acute activity and estimated cost against Set Aside budgets. Payments between the Council and the Health Board 8.21. The schedule of payments to be made in settlement of the payment due to the IJB will be: • Resource Transfer, virement between Parties and the net difference between payments made to the IJB and resources delegated by the IJB will be transferred between agencies initially in line with existing arrangements, with a final adjustment on closure of the Annual Accounts. Future arrangements may be changed by local agreement. Capital Assets and Capital Planning 8.22. Capital and assets and the associated running costs will continue to sit with the Parties. The IJB will require to develop a business case for any planned investment or change in use of assets for consideration by the Council and Health Board. Hosted Services 8.23. Some of the functions that are delegated by the Health Board NHS Greater Glasgow and Clyde to all six Integration Joint Boards within the Health Board area may be provided as part of a single Greater Glasgow and Clyde-wide service, referred to as a Hosted Service. 8.24. The IJB has operational responsibilities for any services which it hosts on behalf of other IJBs. In delivering a Hosted Service the IJB has primary responsibilities for the provision of the services and bears the risk and rewards associated with service delivery in terms of the demand and finance and resource required. 8.25. If the IJB plans to make significant changes to a service which it hosts which increases or decreases the level of service available in specific localities or service wide, it will consult with the other IJBs affected prior to implementing any significant change. 8.26. IJBs are collectively required to account for the activity and associated costs for all Hosted Services across their population using a methodology agreed by all partner IJBs. Page 121 of 326
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Page 18 of 37 8.27. Delegated hosted budgets were the subject of due diligence in the first part year of operation of the IJB during 2015/16. This was based on a review of recent past performance and existing and future financial forecasts for the Health Board the functions which were delegated. Where there are any subsequent additional functions to be delegated to the IJB then these services will also be the subject of due diligence, based on a review of recent past performance and existing and future financial forecasts for the Health Board for those functions to be delegated. This is required to gain assurance that the associated delegated budgets will be sufficient for the IJB to fund these additional delegated functions. 9. Participation and Engagement (to be completed following consultation of revised scheme) 9.1. The Parties will provide appropriate resources to support the IJB in the production and maintenance of a Participation, Engagement and Communication Strategy to facilitate engagement with key stakeholders, including patients and service users, carers and Third Sector representatives and Councils within the area of the Health Board. 10. Information-Sharing and Data Handling 10.1 The Parties have revised their existing Information Sharing Protocol (ISP) as a tri-partite agreement between the Health Board, Council and IJB, updated in compliance with the European Union General Data Protection Regulations and the Data Protection Act 2018. The ISP is also compliant with the Data Sharing Framework set by the Information Commissioner’s Office and subsumes data sharing arrangements within Health and Social Care Partnerships. 10.2. The Parties further agree that it will be the responsibility of the IJB itself to determine, in consultation with the Data Protection Officers for the parties, whether any more specific protocols, procedures and guidance require to be developed around operational processes of information sharing involving the IJB and to set a timescale for implementation of such protocols, procedures or guidance. 10.3. The Information Sharing Protocol itself will thereafter be reviewed jointly by the Parties at least annually or in the circumstances set out in the Information Sharing Protocol. 10.4. The Chief Officer will continue to ensure appropriate arrangements are in place in respect of information governance. 11. Complaints 11.1. The Parties agree the following arrangements in respect of complaints - about the delivery of integrated health and social care services. • The Chief Officer will have overall responsibility for ensuring that an effective and efficient complaints system operates within the IJB. • The Health Board, the Council and the IJB will each retain separate complaints policies and procedures reflecting the model complaints handling procedure specified Page 122 of 326
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Page 19 of 37 by the Complaints Standards Authority of the Scottish Public Services Ombudsman, as set out at Section 16A (2) of the Scottish Public Services Ombudsman Act 2002. • Complaints concerning the IJB will be limited to those concerning policies, decisions, administrative processes and measures and systems put in place by the IJB to ensure delivery of functions delegated to it. Complaints relating the delivery of services by the Parties will be handled within the complaint’s procedure of the relevant party. • Service users and patients will be advised to direct complaints about the IJB to the Chief Officer or via the details given on the ‘Contact Us’ page of the Health and Social Care Partnership website. That website will also provide links to the separate complaints procedures of the Parties. • If a claim has a “cross-boundary” element (such as for Hosted Services) whereby it relates to another integration authority area, the Chief Officers of the integration authorities concerned shall liaise with each other to reach agreement as to how the claim should be progressed and determined. • Complaints will be processed depending on the subject matter of the complaint made. Where a complaint relates to multiple services the matters complained about will be processed, so far as possible, as a single complaint with one response from the Health and Social Care Partnership, specifying the relevant complaints handling procedure(s) under which it has been issued. Where a joint response to a complaint is not possible or appropriate this will be explained to the complainant who will receive separate responses from the Parties and/or the IJB. Where a complainant is dissatisfied with a joint response, then matters will be dealt with under the respective review or appeal mechanisms of either party, and thereafter dealt with entirely separately. • The Chief Officer will ensure that the person making a complaint is always informed which complaint procedure is being followed and of their right of review of any decision notified. • Complaints management, including the identification of learning from upheld complaints across services, will be subject to periodic review by the IJB. • The IJB will report to the Parties statistics on complaints performance in accordance with national and local reporting arrangements. 12. Claims Handling, Liability & Indemnity 12.1. The Council and the Health Board agree that they will manage and settle claims in accordance with common law of Scotland and statute. The Parties will establish indemnity cover for integrated arrangements. 12.2. Any claims arising from activities carried out under the direction of the IJB shall be progressed quickly and in a manner which is equitable to the Parties. Normal common law and statutory rules relating to liability shall apply, however it is noted that decisions relating to claims and liabilities will also be subject to any requirements, obligations or conditions of any insurance purchased by either Party. 12.3. Each Party will assume responsibility for progressing and determining any third-party claim which relates to any act or omission on the part of one of its employees and/ or any claim that relates to the injury or harm of one of its employees. Page 123 of 326
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Page 20 of 37 12.4. Each Party will assume responsibility for progressing and determining any claim which relates to any building which is owned or occupied by them subject to any relevant lease terms and conditions. 12.5. In the event of any claim arising against the IJB where it is not clear which Party should assume responsibility, the Chief Officer (or his/ her representative) will liaise with the Chief Executives of the Parties (or their representatives) to determine which party should assume responsibility for progressing the claim. 12.6. If a third-party claim is settled by either Party and it thereafter transpires that liability (in whole or in part) should have rested with the other Party, then the Party settling the claim may seek indemnity from the other Party, subject to normal common law and statutory rules relating to liability. 12.7. If a claim has a “cross-boundary” element (such as for Hosted Services) whereby it relates to another integration authority area, the Chief Officers of the integration authorities concerned shall liaise with each other to reach agreement as to how the claim should be progressed and determined. 13. Risk Management 13.1. The IJB will have in place a risk management policy and strategy that will demonstrate a considered, practical, and systemic approach to identifying risks, forecasting the likelihood and impact of these risks to service delivery, and taking action to mitigate them. This particularly includes those related to the IJB’s delivery of the Strategic Plan. 13.2. The primary aims and objectives of the strategy are to: • Promote awareness of risk and define responsibility for managing risk within the IJB. • Establish communication and sharing of risk information through all areas of the IJB. • Initiate measures to reduce the IJB’s exposure to risk and potential loss. • Establish standards and principles for the efficient management of risk, including regular monitoring, and review. 13.3. Risk management procedures are maintained that encompasses practice currently undertaken by both Parties in their ongoing management of strategic and operational risk. Risks to the IJB are listed in the IJB Risk Register in line with the IJB risk management framework, risks specific to Social Care are listed in the Council risk register in line with the Council risk management framework and risks specific to Health are listed in the Health risk register in line with the Health Board’s risk management framework. 13.4. The Parties will provide appropriate level of resources to ensure that management of risk is delivered and maintained to the standards and reporting timescales as set out in the risk management strategy. Where appropriate, resources currently deployed by the Parties for the maintenance and support of risk management will be utilised, with a nominated individual having overall responsibility for co-ordinating risk management. Page 124 of 326
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Page 21 of 37 13.5. The IJB risk management policy and strategy were developed ahead of establishment of the IJB, with an initial draft submitted for consideration and approval by the IJB on its establishment. It is acknowledged that the policy and strategy will continue to develop over time and thus will be subject to regular review and revision by the IJB. 13.6. The IJB is responsible for the formal review of the risk registers, with this being undertaken by the IJB’s Audit, Risk and Scrutiny Committee at each Committee meeting or as otherwise agreed. 13.7. Identified risks identified are entered in the risk registers utilising the appropriate framework through which the probability and impact of each risk is measured and mitigating, and control actions identified to reduce the level of residual risk. 14.8. Reporting arrangements to the IJB are detailed in the IJB risk management framework and are based on the principle that risks with higher significance to the IJB/HSCP -are reviewed and reported more frequently. 13.9. The framework provides the IJB with the flexibility to review individual risks with higher probability/impact levels more frequently if it is determined that the characteristics of those risks warrant this. 13.10. The framework provides for regular review of each risk and the assurance provided by any identified mitigating actions by the individual responsible for management and monitoring of that risk. 13.11 Any material changes to the IJB risk management policy and strategy require formal approval of the IJB. 14. Dispute Resolution Mechanism 14.1. The Parties aim to adopt a collaborative approach to the integration of health and social care. The Parties will use their best endeavours to quickly resolve any areas of disagreement. Where any disputes do arise that require escalation to the Chief Executives of the Parties, those officers will attempt to resolve matters in an amicable fashion and in the spirit of mutual co-operation. 14.2. In the unlikely event that the parties do not reach agreement, then they will follow the process as set out below: (a) The Chief Executives of the Health Board and the Council will meet to resolve the issue. (b) If unresolved, the Health Board, the Council and the IJB will each prepare a written note of their position on the issue and exchange it with the others. The Chief Officer, Leader of the Council, Chair of the Health Board and the Chief Executives of the Council and the Health Board will then meet to resolve the issue. Page 125 of 326
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Page 22 of 37 (c) In the event that the issue remains unresolved, representatives of the Health Board, the Council and the IJB will proceed to mediation with a view to resolving the issue. (d) A representative of each of the Council and the Health Board shall meet with the Chief Officer with a view to agreeing a suitable person to be appointed as mediator. If agreement cannot be reached, the Chief Officer will appoint a suitable independent mediator. The mediation process shall be determined by the mediator appointed and the costs of mediation shall be shared equally between the Parties. (e) If the issue remains unresolved after following the processes outlined in (a)-(d) above, the Parties agree that they will notify the Scottish Ministers that agreement cannot be reached. The notification will explain the nature of the dispute and the actions taken to try to resolve it including any written opinion or recommendations issued by the mediator. The Scottish Ministers will be requested to make a determination on the dispute and the Parties agree to be bound by that determination. Page 126 of 326
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Page 23 of 37 ANNEX 1 Part 1: Functions that must be delegated by the Health Board to the IJB Set out below is a list of functions that must be delegated by the Health Board to the IJB as prescribed in Regulation 3 of the Public Bodies (Joint Working) (Prescribed Health Board Functions) (Scotland) Regulations 2014. Functions prescribed for the purposes of Section 1 (8) of the Act Column A Enactment conferring function Column B Limitation The National Health Service (Scotland) Act 1978 All functions of Health Boards conferred by, or by virtue of, the National Health Service (Scotland) Act 1978 Except functions conferred by or by virtue of – Section 2(7) (Health Boards); Section 2CB(Functions of Health Boards outside Scotland); Section 9 (local consultative committees); Section 17A (NHS Contracts); Section 17C (personal medical or dental services); Section 17I(use of accommodation); Section 17J (Health Boards’ power to enter into general medical services contracts); Section 28A (remuneration for Part II services); Section 38(care of mothers and young children); (other than in relation to school nursing and health visiting services) Section 38A (breastfeeding); (other than in relation to school nursing and health visiting services) Section 39 (medical and dental inspection, supervision and treatment of pupils and young persons); (other than in relation to school nursing and health visiting services) Column A Enactment conferring function Column B Limitation Page 127 of 326
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Page 24 of 37 Section 48 (provision of residential and practice accommodation); Section 55 (hospital accommodation on part payment); Section 57 (accommodation and services for private patients); Section 64 (permission for use of facilities in private practice); Section 75A (remission and repayment of charges and payment of travelling expenses); Section 75B (reimbursement of the cost of services provided in another EEA state); Section 75BA (reimbursement of the cost of services provided in another EEA state where expenditure is incurred on or after 25 October 2013); Section 79 (purchase of land and moveable property); Section 82 (use and administration of certain endowments and other property held by Health Boards); Section 83 (power of Health Boards and local health councils to hold property on trust); Section 84A (power to raise money, etc., by appeals, collections etc.); Section 86 (accounts of Health Boards and the Agency); Column A Enactment conferring function Column B Limitation Section 88 (payment of allowances and remuneration to members of certain bodies connected with the health services); Section 98 (charges in respect of non- residents); and Paragraphs 4, 5, 11A and 13 of Schedule 1 to the Act (Health Boards); Page 128 of 326
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Page 25 of 37 and functions conferred by - The National Health Service (Charges to Overseas Visitors) (Scotland) Regulations 1989; The Health Boards (Membership and Procedure) (Scotland) Regulations 2001/302; The National Health Service (Clinical Negligence and Other Risks Indemnity Scheme) (Scotland) Regulations 2000/54; The National Health Services (Primary Medical Services Performers Lists) (Scotland) Regulations 2004/114; The National Health Service (Primary Medical Services Section 17C Agreements) (Scotland) Regulations 2004; The National Health Service (Discipline Committees) Regulations 2006/330; The National Health Service (General Ophthalmic Services) (Scotland) Regulations 2006/135; Column A Enactment conferring function Column B Limitation The National Health Service (Pharmaceutical Services) (Scotland) Regulations 2009/183; The National Health Service (General Dental Services) (Scotland) Regulations 2010/205; The National Health Service (Free Prescriptions and Charges for Drugs and Appliances) (Scotland) Regulations 2011/55. Disabled Persons (Services, Consultation and Representation) Act 1986 Section 7 (Persons discharged from hospital) Page 129 of 326
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Page 26 of 37 Community Care and Health (Scotland) Act 2002 All functions of Health Boards conferred by, or by virtue of, the Community Care and Health (Scotland) Act 2002 Mental Health (Care and Treatment) (Scotland) Act 2003 All functions of Health Boards conferred by, or by virtue of, the Mental Health (Care and Treatment) (Scotland) Act 2003. Except functions conferred by – Section 22 (approved medical practitioners); Section 34 (inquiries under Section 33: cooperation); Section 38 (duties on hospital managers: examination notification etc.); Section 46 (hospital managers’ duties: notification); Section 124 (transfer to other hospital); Column A Enactment conferring function Column B Limitation Section 228 (request for assessment of needs: duty on local authorities and Health Boards); Section 230 (appointment of patient’s responsible medical officer); Section 260 (Provision of information to patients”) Section 264 (detention in conditions of excessive security: state hospitals); Section 267 (orders under sections 264 to 266: recall); Section 281 (correspondence of certain persons detained in hospital); And functions conferred by - The Mental Health (Safety and Security) (Scotland) Regulations 2005; The Mental Health (Cross border transfer: patients subject to detention requirement or otherwise in hospital) (Scotland) Regulations 2005; The Mental Health (Use of Telephones) (Scotland) Regulations 2005; and Page 130 of 326
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Page 27 of 37 The Mental Health (England and Wales Cross border transfer: patients subject to detention requirement or otherwise in hospital) (Scotland) Regulations 2008. Education (Additional Support for Learning) (Scotland) Act 2004 Section 23 (other agencies etc. to help in exercise of functions under this Act) Public Services Reform (Scotland) Act 2010 All functions of Health Boards conferred by, or by virtue of, the Public Services Reform (Scotland) Act 2010 Except functions conferred by – Section 31 (public functions: duties to provide information on certain expenditure etc.); and Section 32 (Public functions: duty to provide information on exercise of functions). Patient Rights (Scotland) Act 2011 All functions of Health Boards conferred by, or by virtue of, the Patient Rights (Scotland) Act 2011 Except functions conferred by The Patient Rights (Complaints Procedure and Consequential Provisions) (Scotland) Regulations 2012/36 Page 131 of 326
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Page 28 of 37 ANNEX 1 Part 2: Services currently provided by the Health Board that must be integrated Set out below is the list of services that relate to the functions at Part 1 that must be delegated by the Health Board to the IJB. These services relate to care and treatment provided by health professionals as defined in Schedule 3 of The Public Bodies (Joint Working) (Prescribed Health Board Functions) (Scotland) Regulations 2014. Acute Hospital Services The IJB will assume lead responsibility jointly with the five other Health and Social Care Partnerships within the Greater Glasgow and Clyde area for the strategic planning of the following: • Accident and Emergency services provided in a hospital. • Inpatient hospital services relating to the following branches of medicine: - General medicine; - Geriatric medicine; - Rehabilitation medicine; - Respiratory medicine. - Psychiatry of learning disability. • Palliative care services provided in a hospital. • Inpatient hospital services provided by general medical practitioners. • Services provided in a hospital in relation to an addiction or dependence on any Page 132 of 326
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Page 29 of 37 substance. • Mental health services provided in a hospital, except secure forensic mental health services. Community & Hospital Services Services that will be delegated to the IJB: • District nursing services • Community and in-patient services for an addiction or dependence on any substance • Services provided by allied health professionals in an outpatient department, clinic or outwith a hospital • The public dental service • Primary medical services provided under a general medical services contract, and arrangements for the provision of services made under section 17C of the National Health Service (Scotland) Act 1978, or an arrangement made in pursuance of section 2C(2) of the National Health Service (Scotland) Act 1978 • General dental services provided under arrangements made in pursuance of section 25 of the National Health Service (Scotland) Act 1978 • Ophthalmic services provided under arrangements made in pursuance of section 17AA or section 26 of the National Health Service (Scotland) Act 1978 • Pharmaceutical services and additional pharmaceutical services provided under arrangements made in pursuance of sections 27 and 27A of the National Health Service (Scotland) Act 1978 • Services providing primary medical services to patients during the out of hours period • Services provided outwith a hospital in relation to geriatric medicine • Palliative care services provided outwith a hospital • Community learning disability services • Mental health community and in-patient services (except secure forensic mental health services) • Continence services provided outwith a hospital • Kidney dialysis services provided outwith a hospital • Services provided by health professionals that aim to promote public health Page 133 of 326
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Page 30 of 37 ANNEX 2 Part 1: Functions delegated by the Council to the IJB Set out below is the list of functions that must be delegated by the Council to the IJB as required by the Public Bodies (Joint Working) (Prescribed Council Functions etc.) (Scotland) Regulations 2014. SCHEDULE Regulation 2 PART 1 Functions prescribed for the purposes of section 1(7) of the Public Bodies (Joint Working) (Scotland) Act 2014 Page 134 of 326
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Page 31 of 37 Column A Enactment conferring function Column B Limitation National Assistance Act 1948 Section 48 (duty of councils to provide temporary protection for property of persons admitted to hospitals etc.) The Disabled Persons (Employment) Act 1958 Section 3 (provision of sheltered employment by local authorities) The Social Work (Scotland) Act 1968 Section 1 (local authorities for the administration of the Act) So far as it is exercisable in relation to another integration function. Section 4 (provisions relating to performance of functions by local authorities) So far as it is exercisable in relation to another integration function. Section 8 (research) So far as it is exercisable in relation to another integration function. Section 10 (financial and other assistance to voluntary organisations etc. for social work) So far as it is exercisable in relation to another integration function. Section 12 (general social welfare services of local authorities) Except insofar as it is exercisable in relation to the provision of housing support services Section 12A (duty of local authorities to assess needs) So far as it is exercisable in relation to another integration function. Section 12AZA (assessments under section 12A – assistance) So far as it is exercisable in relation to another integration function. Section 13 (power of local authorities to assist persons in need in disposal of produce of their work) Section 13ZA (provision of services to incapable adults) So far as it is exercisable in relation to another integration function. Section 13A (residential accommodation with nursing) Page 135 of 326
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Page 32 of 37 Section 13B (provision of care or aftercare) Section 14 (home help and laundry facilities) Section 28 (burial or cremation of the dead) So far as it is exercisable in relation to persons cared for or assisted under another integration function. Section 29 (power of local authority to defray expenses of parent etc., visiting persons or attending funerals) Section 59 (provision of residential and other establishments by local authorities and maximum period for repayment of sums borrowed for such provision) So far as it is exercisable in relation to another integration function. The Local Government and Planning (Scotland) Act 1982 Section 24(1) (The provision of gardening assistance for the disabled and the elderly) Disabled Persons (Service, Consultation and Representation) Act 1986 Section 2 (Rights of authorised representatives of disabled persons) Section 3 (Assessment by local authorities of needs of disabled persons) Section 7 (Persons discharged from hospital) In respect of the assessment of need for any services provided under functions contained welfare enactments within the meaning of section 16 and which have been delegated Section 8 (Duty of local authority to take into account abilities of carer) In respect of the assessment of need for any services provided under functions contained in welfare enactments (within the meaning set out in section 16 of that Act) which are integration functions The Adults with Incapacity (Scotland) Act 2000 Section 10 (Functions of local authorities) Section 12 (Investigations) Page 136 of 326
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Page 33 of 37 Section 37 (Residents whose affairs may be managed) Only in relation to residents of establishments which are managed under integration functions Section 39 (Matters which may be managed) Only in relation to residents of establishments which are managed under integration functions Section 41 (Duties and functions of managers of authorised establishment) Only in relation to residents of establishments which are managed under integration functions Section 42 (Authorisation of named manager to withdraw from resident’s account) Only in relation to residents of establishments which are managed under integration functions Section 43 (Statement of resident’s affairs) Only in relation to residents of establishments which are managed under integration functions Section 44 (Resident ceasing to be resident of authorised establishment) Only in relation to residents of establishments which are managed under integration functions Section 45 (Appeal, revocation etc.) Only in relation to residents of establishments which are managed under integration functions The Housing (Scotland) Act 2001 Section 92 (Assistance for housing purposes) Only insofar as it relates to an aid or adaptation The Community care and Health (Scotland) Act 2002 Section 5 (Council arrangements for residential accommodation outwith Scotland) Section 14 (Payments by local authorities towards expenditure by NHS bodies on prescribed functions) The Mental Health (Care and Treatment) Scotland Act 2003 Section 17 (Duties of Scottish Ministers, local authorities, and others as respects Commission) Section 25 (Care and support services etc.) Except insofar as it is exercisable in relation to the provision of housing support services Section 26 (Services designed to promote wellbeing and social development) Except insofar as it is exercisable in relation to the provision of housing support services Page 137 of 326
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Page 34 of 37 Section 27 (Assistance with travel) Except insofar as it is exercisable in relation to the provision of housing support services Section 33 (Duty to inquire) Section 34 (Inquiries under section 33: Cooperation) Section 228 (Request for assessment of needs: duty on local authorities and Health Boards) Section 259 (Advocacy) The Housing (Scotland) Act 2006 Section 71(1)(b) (Assistance for housing purposes) Only insofar as it relates to an aid or adaptation The Adult Support and Protection (Scotland) Act 2007 Section 4 (Council’s duty to inquire) Section 5 (Co-operation) Section 6 (Duty to consider importance of providing advocacy and other services) Section 11 (Assessment Orders) Section 14 (Removal Orders) Section 18 (Protection of moved persons property) Section 22 (Right to apply for banning order) Section 40 (Urgent cases) Section 42 (Adult Protection Committees) Section 43 (Membership) Social Care (Self-directed Support) (Scotland) Act 2013 Section 5 (Choice of options: adults) Section 6 (Choice of options under section 5: assistances) Page 138 of 326
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Page 35 of 37 Section 7 (Choice of options: adult carers) Section 9 (Provision of information about self-directed support) Section 11 (Council functions) Section 12 (Eligibility for direct payment: review) Section 13 (Further choice of options on material change of circumstances) Only in relation to a choice under section 5 or 7 of the Social Care (Self-directed Support) (Scotland) Act 2013 Section 16 (Misuse of direct payment: recovery) Section 19 (Promotion of options for self-directed support) Carers (Scotland) Act 2016 Section 6 (Duty to prepare adult carer support plan) Section 21 (Duty to set local eligibility criteria) Section 24 (Duty to provide support) Section 25 (provision of support to carers: breaks from caring) Section 31 (Duty to prepare local carer strategy) Section 34 (Information and advice service for carers) Section 35 (Short breaks services statement) Functions, conferred by virtue of enactments, prescribed for the purposes of section 1(7) of the Public Bodies (Joint Working) (Scotland) Act 2014 Column A Enactment conferring function Column B Limitation The Community Care and Health (Scotland) Act 2002 Page 139 of 326
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Page 36 of 37 Section 4 The functions conferred by Regulation 2 of the Community Care (Additional Payments) (Scotland) Regulations 2002 Page 140 of 326
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Page 37 of 37 ANNEX 2 Part 2: Services currently provided by the Council that are to be integrated Set out below is the list of services that relate to the functions at Part 1 that are to be delegated by the Council to the IJB. These services are exercisable in relation to persons of at least 18 years of age: • Social work services for adults and older people • Services and support for adults with physical disabilities and learning disabilities • Mental health services • 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, including aids and adaptations • Day services Page 141 of 326
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Page 38 of 37 • Local area co-ordination • Respite provision • Occupational therapy services • Reablement services, equipment, and telecare Page 142 of 326
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Page 39 of 37 ANNEX 3 Part 1: Additional Functions delegated by the Health Board to the IJB Health Functions National Health Services (Scotland) Act 1978 Sections 36 (accommodation and services) for the provision of medical, nursing, and other services in relation to specialist children’s services for those aged under 18 years of age, 38 (Care of mothers and young children) & 39 (medical and dental inspection, supervision and treatment of pupils and young persons), so far as they relate to school nursing and health visiting services. Mental Health (Care and Treatment) (Scotland) Act 2003 Section 23 (provision of services and accommodation for certain patients under 18) for the provision of appropriate services to any child or young person aged under 18 who is receiving treatment for a mental disorder wither on a voluntary basis or is detained under provisions within the Act. There is to be excluded from such provision any care or treatment provided under regionally funded arrangements for in-patient accommodation. Mental Health Care & Treatment (Scotland) Act 2003 Section 24 (provision of services and accommodation for certain mothers with post-natal depression) provision to allow a mother whilst receiving treatment to care for her child in hospital. Page 143 of 326
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Page 40 of 37 ANNEX 3 Part 2: Additional Services which are to be integrated In relation to those functions listed in Part 1 of Annex 3, the following services are to be delegated to the IJB, except for those in-patient services that are provided by the Health Board as a regional service: • School Nursing and Health Visitor Services Page 144 of 326
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Page 41 of 37 ANNEX 4 Governance Relationships Page 145 of 326
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1 APPENDIX 2: Renfrewshire Integration Scheme Summary of Changes – Leadership Board Section and Pages Summary of Changes Overview of changes to revised Scheme Changes made to the Scheme include updates to: • Sections that referred to actions that have been completed since they were committed to in the original Scheme • Outdated terminology, such as the name of specific groups or structures • Adopt a common structure and text, where possible and appropriate, with Integration Schemes for the other five IJBs in the NHSGGC area • The finance clause to clarify information and ensure greater consistency in approach across the NHSGGC area • Reflect changes in legislation since the original Scheme, including the Carers Act and General Data Protection Regulation (GDPR) • Description of arrangements for services that are hosted by one HSCP on behalf of one or more of the six HSCPs in the NHSGGC area Revised Scheme – Section Updates Page 146 of 326
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2 Section 1: Introduction Pages 1 - 5 • Updated tense and terminology • Confirms Body Corporate arrangement retained as set out in Section 1(4)(a) of the Public Bodies Joint Working Act 2014 • Explanation of “lead agency” arrangement • Explains changes made to the Scheme subject to a review for context • Clauses 1 – 15 removed to improve readability and make document more concise, reflecting that governance and operating arrangements have now been in place for several years. • Additional definitions and interpretations added to provide greater clarity for reader which reflects current governance arrangements and key partners e.g., Health Improvement Scotland and Care Inspectorate • Removed detail of 9 National Health and Wellbeing Outcomes – reference to the framework and legislation has however been retained Section 2: Local Governance Arrangements Pages 5 - 6 • Minor changes to tense to reflect updated position since IJBs were established and to update detail from original Scheme where appropriate • Update through removal or addition of references to some Annexes. • Confirmation that the Health Board (health services) and Council (social work and social care) both retain operational responsibility for services commissioned by the IJB • Update to description of hosting arrangements Section 3: Delegation of Functions Pages 6 - 7 • Minor changes to wording of hosting arrangements and reference to Annexes updated Section 4: Local Operation Delivery Arrangements Pages 7 – 10 • Substantial revisions to reflect how arrangements for Hosted Services are described - previous iterations of Scheme contained an Annex that listed services subject to hosting arrangements and which HSCP area was responsible for those services across the Board territory. Now removed to futureproof Schemes from any subsequent changes and emphasise that the Scottish Government approves the Scheme, but not specific hosting arrangements agreed locally. Scheme now simply describes how hosting arrangements are to be implemented Page 147 of 326
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3 • Updated in line with changed operational management arrangements for some services and to clarify the difference between HSCP and IJB • Updated references to Annexes • Some parts re-worded to capture progress made during period of current Scheme • Reference to national and local objectives and targets to support achievement of National Health and Wellbeing Outcomes, Core Suite of National Integration Indicators and quality and performance of services delivered through IJB Directions added • Performance, reporting arrangements/requirements and strategic planning/support arrangements since Scheme first implemented have been updated Section 5: Clinical and Care Governance Pages 10 - 12 • Updated, in line with new governance arrangements, outdated terminology including names of groups, responsibilities, roles, fora, and structures e.g., NHSGGC Clinical and Care Governance Committee and Renfrewshire HSCP Quality, Care & Professional Governance Executive Group • Functions of IJB, Strategic Planning Groups and Localities updated Section 6: Chief Officer Pages 12 - 13 • Updated to reflect current working arrangements • References to Annexes updated • Structures updated e.g.; Corporate Management Team added Section 7: Workforce Pages 13 - 14 • Updated to reflect current approach to workforce planning and organisational development e.g., Reference to joint Workforce Development and Support Plan and an Organisational Development strategy added • Removed reference to Annex 5 • Recognition that employment status of staff does not change due to revised Scheme • Reference to employees having a safe working environment, promoting the health and wellbeing of staff, patients/clients, and wider community Section 8: Finance Pages 14 - 18 • Confirmation of how budgets are approved • Reference to draft budget and applicable detail added • Information Services Division replaced with Public Health Scotland • Reporting requirements updated • Section of Hosted Services re-drafted to reflect current arrangements and reflect wider changes to how this is captured in scheme • Section heading on set aside budgets removed and wording revised and amalgamated within the delegated budget section Page 148 of 326
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4 • Reporting timescales updated Section 9: Participation and Engagement Pages 18 - 18 • All wording removed and to be updated post consultation to reflect stakeholder engagement undertaken - based on arrangements that have developed to further participation and engagement over the period of the current scheme Section 10: Information- Sharing and Data Handling Pages 18 - 18 • Updated to reflect current working arrangements, frameworks and roles including reference to the Information Commissioner’s Office and Data Protection Officers • Updated to reflect changes to legislation and regulations e.g., European Union Data Protection Regulations, GDPR and Data Protection Act 2018 Section 11: Complaints Pages 18 - 19 • Updated in line with changes over the period of the Scheme including processes and updated reference to the Complaints Standards Authority of the Scottish Public Services Ombudsman Section 12: Claims Handling, Liability & Indemnity Pages 19 - 20 • Reference to common law of Scotland statute added Section 13: Risk Management Pages 20 - 21 • Updated to take recognition of changes in practice and remove timescales related to the establishment of the IJB e.g., reference to IJB Risk Management Policy, strategy and framework added as well as reference to the IJB Audit, Risk and Scrutiny Committee Section 14: Dispute Resolution Pages 21 -22 • Emphasis of collaborative and co-operative approach to be undertaken to resolution – wording added Annexes Pages 23 - 37 • Layout changed – legislation inserted into tables to improve structure an readability • Footnotes removed (references to amendments to legislation) • Hosted Services (previously Annex 3) removed • Clarification about the extent of the delegation and relative responsibilities of partners in relation to some services Page 149 of 326
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___________________________________________________________________ To: Leadership Board On: 21 February 2024 ___________________________________________________________________ Report by: Chief Officer, Renfrewshire Health and Social Care Partnership ___________________________________________________________________ Heading: Adult Social Care Update Report 2023/24 ___________________________________________________________________ 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 report, together with Renfrewshire’s Integration Joint Board Performance Management Mid-Year Report 2023/24 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; • Approve the revised suite of adult social care performance indicators included in Appendix 1; and • Note that the 2023/24 Annual Adult Social Care update report will be presented to the Leadership Board on 18 September 2024. _________________________________________________________ 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: Item 6 Page 151 of 326
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• Social work services for adults and older people; • Services and support for adults with physical disabilities and learning disabilities; • Mental health services; • 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; and • Reablement services, equipment, and telecare. 3.2 Whilst regular reporting in relation to these services is provided to the Integration Joint Board (IJB), it was previously agreed that regular updates would also be presented to the Leadership Board. This ensures oversight of the key activities and wider context relating to the delivery of these services. 3.3 Integration Schemes are required by statute to be reviewed within five years from initial approval. Renfrewshire’s Scheme was laid before Parliament on 27 June 2015, however, the review was interrupted by the COVID-19 pandemic and was therefore delayed, with the approval of the Scottish Government. A draft updated Integration Scheme has been developed and is included as a separate report to this Leadership Board. 4. Renfrewshire IJB’s Performance Report 4.1 Renfrewshire IJB’s Performance Management Mid-Year Report 2023-24 provides a comprehensive reflection on the HSCP’s performance against local and national performance indicators. A summary of the mid-year status of the IJB’s performance indicators are provided in the table below. Performance Indicator Status 2023/24 (as at 30/09/2023) Target achieved 13 Warning (less than 10% variance of target) 10 Alert (more than 10% variance of target) 5 Data only (no target) 20 Page 152 of 326
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4.2 Of the five indicators that are red alerts, one relates to adult services - Sickness absence rate for HSCP Adult Social Work staff (work-days lost per FTE). This remains a challenge and work continues across the Partnership and is monitored regularly by the Senior Management Team. During November 2023, approximately 40 HSCP managers and team leads attended absence management coaching, and a range of health and wellbeing resources are available to support staff. 4.3 As part of the IJB’s wider commitment to performance monitoring and evaluation, on 29 September 2023, the IJB approved changes to its 2023/24 performance Scorecard. A full review of all performance indicators was undertaken, with a particular focus on ensuring that social care indicators were more reflective of the breadth of activity across the Partnership. 4.4 The revised Scorecard utilises accurate and robust data, routinely reviewed by services, therefore it is recommended that the suite of adult social care indicators included in Appendix 1 is adopted by the Leadership Board. The existing indicators that will be replaced or removed from the existing Scorecard are included in Appendix 2. 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 involving Heads of Service and Service Managers 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. 5.3 The Scorecard includes adult social care indicators alongside a variety of both local and national health service indicators. As detailed in Section 4, the suite of adult social care indicators has been reviewed and the revised Scorecard for this Board is attached for approval. The service has significant ongoing challenges with increasing demand for services as an ageing population places greater pressure on the Partnership’s available budgets and the recruitment and retention of staff. 5.4 There are 19 adult social care indicators, details of the performance are provided in Appendix 3, however a summary is included in the table below. Performance Indicator Status No. Target achieved 2 Warning (less than 10% variance of target) 1 Alert (more than 10% variance of target) 0 Data only (no target) 15 Page 153 of 326
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6. Key Activities 6.1 A summary of the key activities undertaken during the last six months related to the delegated services is detailed in the section below. Winter Pressures 6.2 Each year, Renfrewshire HSCP develops plans to ensure the resilience of critical services over the winter period. The planning process for winter 2023/24 was undertaken across all HSCP internal and hosted services. The key priorities over the winter were as follows: • Vaccination programmes - protect our staff and the public by delivering the required seasonal vaccination programmes; Flu and COVID Booster. • Operational resilience - embed our frameworks, policies and plans to support service resilience and the prioritisation of emergency and critical services, whilst maintaining the delivery of other essential services. This includes a focus this winter on the HSCP’s ‘Data Resilience’ plans and specifically how each service would respond when faced with a loss of systems, network, or power. • Surveillance and response [monitoring and control (governance)] - survey our environment and stay abreast of how our services are performing for our service users, taking note of any lessons learned and amending our policy and practice as required to sustain service levels. • Supporting the public - continue to access required services, addressing their critical and essential needs and supporting residents to remain safe and well. • Supporting our partner organisations – take steps to prepare for winter and collaborate on necessary solutions for the benefit of residents. • Enable and optimise existing infrastructure - deliver, champion, and optimise the use of appropriate infrastructure across the Partnership, with our partners, to underpin the successful delivery of our plans. • Festive period planning - adequately understand the needs of services during the festive period and plan appropriately to maintain and manage service levels and any potential disruption. • Workforce planning / staffing - ensure we deliver the right balance of annual leave and staffing across services to maintain service levels throughout the winter period. Ensure we support the health and wellbeing of our staff so they remain well and are able to undertake their roles during potentially challenging winter conditions. Sustainable Futures Programme 6.3 The Sustainable Future Programme aims to identify and develop options, subject to the IJB’s agreement, to address a projected financial gap of £14.7m in 2024/25. The options were agreed by the IJB on 30 June 2023 to progress to a process of engagement and more detailed impact assessment: 6.4 The final proposals relating to these options will be presented to the IJB for further consideration in March 2024.The HSCP has commenced a process of engagement with staff, service users, residents, families, and carers to gather Page 154 of 326
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feedback on the options above and this will be reflected in equality impact assessments and options appraisals. 6.5 Aligned to the Sustainable Futures Programme, on 26 January 2024 the IJB approved a suite of recommendations to be considered by Renfrewshire Council in relation to its Non-Residential Charging Policy. 6.6 A separate detailed report will be presented to the Leadership Board following completion of appropriate Equality Impact Assessments for the proposals. Adult Support and Protection (ASP) 6.6 Some people may find it more difficult to keep themselves safe and might need help and support to look after themselves. Renfrewshire Adult Protection Committee (RAPC) continues to oversee the effectiveness of our adult protection practice. 6.7 In September 2023, the new Independent Chair for both the Adult and Child Protection Committees, Tam Baillie was appointed. He has over 40 years’ experience working across many areas of social care: children and young people, including youth homelessness, street-work and throughcare and aftercare; as well as child and adult protection. During the period May 2009 to May 2017, Mr Baillie was Scotland’s Commissioner for Children and Young People. 6.8 The ASP Biennial Conference took place on 5 October 2023, as a hybrid event, the theme of which was a Trauma Informed Approach to ASP. The keynote speakers for the event were Dr Karen Treisman MBE and Joanna Macdonald, Depute Chief Social Work Adviser, Scottish Government. The remainder of the programme showcased work already underway in Renfrewshire around trauma informed approaches to ASP. The event was well attended both online (156 people) and in person (92 people) and evaluated very positively with only one improvement - provide more time for networking. 6.9 The ASP minimum data set is regularly monitored by the Adult Protection Committee and the Practice, Policy and Performance subgroup, the analysis from the Quarter 2 period July to September 2023, highlighted the following: • Physical harm is the well-established primary type of harm reported. Worthy of note that psychological, self-harm and financial harm all have significant numbers confirming the range of issues. • Physical, psychological, and financial harm invariably involve close relatives, friends, and carers. • Significant majority of harm takes place in people’s own home thus reinforcing the data indicating that people suffer harm from relatives, carers, and friends. In contrast, very little harm is reported while people are in hospital. • Although all client groups are at risk of harm, those at a higher risk are individuals with dementia, poor mental health and those with a learning disability. Page 155 of 326
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Care Home Inspection 6.10 An unannounced inspection of Hunterhill care home (HSCP operated) took place between 12 and 14 September 2023. The Inspection Team looked at a selection of the quality indicators which are based on the intelligence they hold about the service, and any risk factors that they may have identified. The evaluation provided to the care home is as follows: How well do we support people's wellbeing? 4 - Good People experience compassion, dignity and respect 4 - Good People get the most out of life 5 - Very Good People's health and wellbeing benefits from their care and support 4 - Good How good is our leadership? 4 - Good Quality assurance and improvement is led well 4 - Good 7. National Care Service 7.1 Between June and August 2023, various regional and online forums have taken place as part of the ongoing National Care Service co-design process. The engagement programme focused on 5 themes: (1) local care support; (2) information sharing; (3) complaints/independent advocacy; (4) rights and responsibilities; and (5) workforce. 7.2 In October 2023, the engagement summary reports were published. The reports outline the key findings and next steps in the co-design process which will take place over the next 18 months. 7.3 On 6 December 2023, the Scottish Government updated the Scottish Parliament’s Health Social Care and Sports Committee on proposed changes to the plans for the creation and delivery of the NCS following the Scottish Government’s tripartite negotiations with local government and NHS on the shared accountability agreement in summer 2023. This includes prioritised agreement on matters requiring primary legislation and further work that will be required, including the detail to be included in secondary legislation and what will be involved to implement agreed legislation. 7.4 On 17 January 2024, the Scottish Parliament agreed that Stage 1 consideration of the Bill would be extended to 1 March 2024. 8. Scottish COVID-19 Inquiry 8.1 The Scottish COVID-19 Inquiry has been launched to investigate the devolved strategic response to the Covid pandemic in Scotland between 1 January 2020 and 31 December 2022. The Inquiry will resume its health and social care Page 156 of 326
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impact hearings on 12 March 2024, to allow time for the Chair to have and recover from surgery, continuing through to 28 March before a short pause over the Easter break. They are then scheduled to resume the week beginning 15 April and continue until 31 May 2024. 8.2 The Inquiry began its health and social care impact hearings in October 2023 before pausing them for January 2024 while the UK Covid-19 Inquiry holds its Scotland hearings in Edinburgh. 9. Next Steps 9.1 The 2023/24 Annual Report on delegated Adult Social Care functions will be reported to the Leadership Board on 18 September 2024. ___________________________________________________________________ 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 157 of 326
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12. Cosla Policy Position – none. 13. 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 None ___________________________________________________________________ Author: Yvonne Farquhar, Policy Manager, Chief Executive’s Service yvonne.farquhar@renfrewshire.gov.uk Page 158 of 326
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Appendix 1 Proposed New Suite of Adult Social Care Indicators (Targets to be set for indicators unless otherwise stated) Performance Indicator 21/22 Value 22/23 Value Context Population of clients receiving Telecare (75+) - Rate per 1,000 58 140 Existing indicator to be retained, however, the methodology for the indicator has changed and this will be taken into consideration when developing a target for 2024-25. Population of clients receiving Telecare (all ages) Rate per 1,000 4.4 4.2 Critical to supporting people at home and would anticipate an upward trajectory for these indicators. Number of people accessing Community Alarms (all ages) 2,503 2,791 Number of people accessing Community Alarms (75+) 1,969 2,121 Balance of Care: Home Care - Total number of open community placements versus open residential placements for 65+ - CP: 1,554 (61.5%) RP: 971 (38.5%) To provide context around resource management required for community and all building based residential and nursing care. Balance of Care: Home Care - total number of hours per week provided for clients receiving personal care versus non-personal care - PC: 14,699.25 NPC: 317.75 To provide more context around resource management. Number of adult support plans completed with carers by the HSCP (age 18+) 40 25 This indicator will capture HSCP activity in addition to the Carers’ Centre indicator. Work is underway to align information systems with the aim of achieving a total HSCP figure for 2024-25. Number of adult carer support plans completed for carers (age 18+) (Renfrewshire Carers Centre) 148 203 Existing indicator to be retained Page 159 of 326
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Performance Indicator 21/22 Value 22/23 Value Context Number of Adult Support and Protection referrals (by source) Mental Welfare Commission for Scotland Care Inspectorate Healthcare Improvement Scotland Office of the Public Guardian Police Scotland NHS 24 NHS Primary Care NHS Acute Services NHS Specialist Drug and Alcohol Services Community Health Services Mental Health Services – Hospital and Community Other Health (Public, Private and Prison) Social Work Adults (inc Mental Health Officers) Social Work Children and Families Scottish Ambulance Service Scottish Fire and Rescue Scottish Prison Service Care Home Care at Home Provider Housing Education Other Child Protection Service Self (Adult at Risk) Unpaid Carer Friend, Relative, Neighbour (not an unpaid carer) Other Member of the Public Third Sector Organisation Financial Institution Anonymous Other 1.068 1,314 Enhance indicator will now track volume of referrals by source to give context and allow additional trend and analysis. Data only indicator, therefore no target will be established Percentage of Adult Support and Protection referrals where investigatory powers are used - - Data will be collated during 2023/24, this will allow additional breakdown of activity to inform resource allocation. Page 160 of 326
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Performance Indicator 21/22 Value 22/23 Value Context Data only indicator, therefore no target will be established Number of Chief Social Worker Guardianships (as at position) 125 132 Existing indicator to be retained Number of Private Guardianship Applications 47 158 To enhance our understanding of the number of overall guardianship applications in comparison to the number of CSWO guardianship. This is in line with guidance from the Mental Welfare Commission Scotland. Data only indicator, therefore no target will be established Total Mental Health Officer service activity 1,222 1,362 Existing indicator to be retained Percentage of Children registered in this period who have previously been on the Child Protection Register in the last two years 30.4% 9.52% Existing indicator amended from Percentage of children registered in this period who have previously been on the Child Protection Register Sickness absence rate for HSCP Adult Social Work staff (work days lost per FTE) 17.79 21.86 Existing indicator to be retained Appendix 2 Proposed Indicators to be Replaced/Removed from Scorecard Page 161 of 326
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Performance Indicator 21/22 Value 22/23 Value Reason Percentage of long-term care clients receiving intensive Homecare 65+ 29% 28% Replaced by more meaningful and relevant indicators reflecting the balance of care. Percentage of clients accessing out of hours home care services (65+) 93% 80% Homecare hours provided – rate per 1,000 population aged 65+ 411 444 Percentage of homecare clients aged 65+ receiving personal care 99% 99% Percentage of routine Adult Social Work Occupational Therapy referrals allocated within 9 weeks 68% 92% This Indicator currently reflects only one area of work within the HSCP. During 2023-24, the Rehabilitation and Enablement Service (RES) Improvement Group and Locality Services will develop new indicators for inclusion in the 2024-25 Scorecard, which will be reflective of all OT activity. This process will take some time due to the complexity of the data collection process. No. of SW employees, in the MTIPD process, with a completed IDP 1,000 - People, Performance and Talent Policy is currently reviewing the MTIPD and therefore any new indicators will be monitored through this process. Number of adult carer support plans declined by carers (age 18+) 36 226 This indicator only includes the number of declined adult carer support plans from the Carers Centre. Number of young carers' statements completed 27 49 Renfrewshire Children’s Services Partnership monitor the progress of the Young Carers’ Strategy and work closely with Renfrewshire Carers Centre who provide support to young people to complete their statement. Appendix 3 Existing Performance Indicators The 19 adult social care services’ indicators are as follows: Page 162 of 326
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Performance Indicator Status No. Target achieved 2 Warning (less than 10% variance of target) 1 Alert (more than 10% variance of target) - N/A Not applicable require year end figure 1 Data only 15 Status Direction of Travel Performance Indicator 20/21 Value 21/22 Value 22/23 Value 23/24 Value (Q3) Target Percentage of clients accessing out of hours home care services (65+) 90% 90% 92% 91% 85% Average number of clients on the Occupational Therapy waiting list 159 143 226 326 350 Percentage of long-term care clients receiving intensive home care 29% 29% 28% 27% 30% N/A N/A Sickness absence rate for HSCP Adult Social Work staff (work days lost per FTE) 13.50 17.79 21.86 9.86p (Apr-Sep) 15.3 days Data Only Indicators Performance Indicator 20/21 Value 21/22 Value 22/23 Value 23/24 Value Homecare hours provided - rate per 1,000 population aged 65+ 390 411 444 451 Direction of Travel Improvement Deterioration Same as previous reporting period Page 163 of 326
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Performance Indicator 20/21 Value 21/22 Value 22/23 Value 23/24 Value Percentage of homecare clients aged 65+ receiving personal care 99% 99% 99% 99% Population of clients receiving telecare (75+) - Rate per 1,000 (2022/23 includes all telecare, previous years included enhanced alarms only) 46 58 140 162 Percentage of routine OT referrals allocated within 9 weeks 41% 68% 92% 92% Number of adult carer support plans completed for carers (age 18+) (Renfrewshire Carers Centre only, does not include the number for HSCP) 86 148 203 87 Number of adult carer support plans declined by carers (age 18+) (Renfrewshire Carers Centre only, does not include the number for HSCP) 51 36 223 Carers centre to provide Number of young carers' statements completed 49 27 49 Carers centre to provide Number of Adult Protection contacts (including AWC) received 3,487 4,263 4,123 2,597 Total Mental Health Officer service activity 627 1,222 1,362 550 Number of Chief Social Worker Guardianships (as at position) 115 125 132 119 Percentage of children registered in this period who have previously been on the Child Protection Register 29% 30.4% 9.52% 2.7% No. of SW employees, in the MTIPD process, with a completed IDP 909 1,000 People, Performance and Talent Policy is currently being reviewed and a new indicator will be developed. Local Government Benchmarking Framework Page 164 of 326
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Performance Indicator 19/20 Value 20/21 Value 21/22 Value 22/23 Value Care at Home costs per hour (65 and over) £26.40 £23.05 £25.67 Information from LGBF available 2024 and report to Audit Risk and Scrutiny Policy Board Direct payment spend on adults 18+ as a % of total social work spend on adults 18+ 5.88% 4.05% 4.8% Net residential costs per week for older persons (over 65) £298 £277 £633 Page 165 of 326
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___________________________________________________________________________ To: Leadership Board On: 21 February 2024 ___________________________________________________________________ Report by: Chief Executive __________________________________________________________________ Heading: Renfrewshire Gaelic Language Plan 2024-2029 ___________________________________________________________________ 1. Summary 1.1 Public authorities have a responsibility under the Gaelic Language (Scotland) act 2005 to produce a Gaelic Language Plan. Gaelic Language Plans allow the public sector to demonstrate how they contribute to creating a sustainable future for Gaelic by raising the status and profile of the language. 1.2 On 30 November 2022, the Leadership Board approved a draft Gaelic Learning Plan 2022-2027, and as required was submitted to Bòrd na Gàidhlig for ratification. Following ongoing consultation and engagement with the Bòrd, the plan has now been updated to reflect their requirements and the current Renfrewshire position, particularly following the success of the Royal National Mòd in October 2023. 1.3 Renfrewshire’s Gaelic Language Plan 2024-29 outlines the steps the Council will take to support Gaelic in our organisation and in our communities. The plan reflects the aim of the National Gaelic Language Plan 2023-28 to “increase the use and learning of Gaelic.” The Council is committed to the achieving this aim by focussing work on these three priorities: • Increasing the use of Gaelic within the organisation and encouraging more people to use Gaelic more often when they interact with the Council; Item 7 Page 167 of 326
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• Increasing the opportunity for people to learn Gaelic as part of our day-to-day operations; and • Promoting a positive image of Gaelic whenever we can as part of our day-to-day operations as an organisation. ___________________________________________________________________ 2. Recommendations 2.1 It is recommended that the Leadership Board approves Renfrewshire’s Gaelic Language Plan 2024-29 for publication. ___________________________________________________________________ 3. Background 3.1 The Gaelic Language (Scotland) Act 2005 was passed by the Scottish Parliament with a view to securing the status of the Gaelic language as an official language of Scotland commanding equal respect to the English language. The Council has prepared a refreshed Gaelic Language Plan in accordance with the requirements of the 2005 Act to outline the activity it will progress over the coming five years to support the development and promotion of Gaelic in Renfrewshire. 3.2 Renfrewshire’s Gaelic Language Plan 2024-29 builds on the achievements of the previous plan and has been developed in collaboration with Bòrd na Gàidhlig – the principal public body in Scotland responsible for promoting Gaelic development – to identify high level aims that guide overall direction. Associated actions have been drafted with engagement with key stakeholders across Council services, reflecting the need for a co-ordinated, corporate approach to ensure effective delivery. 3.3 A selection of the activities which will be undertaken throughout the period of the plan includes: • Take a proactive approach to promoting relevant Gaelic content in a way that is easily accessible to our communities. • Enhance reach and awareness of learning opportunities through enhanced collaboration, signposting, and information sharing. • Engage with parents/carers to measure the extent of their awareness of their right to request Gaelic Medium Education and the options available to them. • Promote further opportunities to learn and use Gaelic in the area e.g. continue to promote and support Fèis Phàislig activity and schools engagement programme and provide a platform for Page 168 of 326
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Renfrewshire’s trad musicians through the council’s event programme etc. • Create a fully bilingual logo showing equal respect to both Gaelic and English. • Positive messaging will be included on our Renfrewshire Council's website to encourage communication from the public in Gaelic. • Staff induction materials made available through digital learning platforms include information on the Gaelic Language Plan. 3.4 As stated in Section 1.2 above, the Leadership Board approved the draft Gaelic Learning Plan 2022-2027, and as required was submitted to Bòrd na Gàidhlig for ratification. A formal notification of assessment of the Renfrewshire Gaelic Learning Plan 2022-2027 was received on 4 September 2023. Since this time, a series of meetings have taken place between Council officers and the Bòrd which has resulted in the plan being revised plan and the associated timescales being changed. This plan has been submitted Bòrd na Gàidhlig and will require to be ratified by them, pending the Leadership Board’s approval. ___________________________________________________________________ 4. Next Steps 4.1 Progress against actions will be closely monitored by the Gaelic Language Plan Oversight Group comprised of key stakeholders across Council services, currently chaired by the Head of Policy and Partnerships. The group will review the opportunities and challenges in delivering intended activity, drawing on the skills, capacity and resources from teams and other local groups and organisations where possible to ensure successful outcomes. 4.2 The Gaelic Language Plan Oversight Group will submit all statutory reporting requirements to Bòrd na Gàidhlig within expected timescales. This will be shared publicly to ensure our communities can review our achievements and opportunities. 4.3 In terms of wider developments, elected members are asked to note that the Scottish Parliament’s Education, Children and Young People Committee are seeking views from the public as they begin to scrutinise the Scottish Languages Bill. The legislation would change the status of Scots and Gaelic and change the responsibilities of both the Scottish Government and other public bodies to support the languages. ___________________________________________________________________ Page 169 of 326
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Implications of the Report 1. Financial - None 2. HR & Organisational Development – None. 3. Community/Council Planning – The report outlines activities which complement local council and community planning themes. 4. Legal - None. 5. Property/Assets – None 6. Information Technology - none 7. Equality & Human Rights - The recommendations contained within this report have been considered in relation to their impact on equalities and human rights. No negative impacts on equality groups or potential for infringement of individuals’ human rights have been identified arising from the recommendations contained in the report. If required following implementation, the actual impact of the recommendations and the mitigating actions will be reviewed and monitored, and the results of the assessment will be published on the Council’s website. 8. Health & Safety – None. 9. Procurement – None 10. Risk – Risks related to the delivery and management of services are regularly monitored and included in Renfrewshire Council’s Corporate and Strategic Risk Registers. 11. Privacy Impact – None 12. Cosla Policy Position – None. 13. Climate change – None ___________________________________________________________________ Author: Contact Officer within the department is Yvonne Farquhar, Service Planning & Policy Development Manager yvonne.farquhar@renfrewshire.gov.uk or Michelle Stewart, Resource Officer michelle.stewart@renfrewshire.gov.uk Page 170 of 326
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1 Renfrewshire Council Gaelic Language Plan 2024 - 2029 Page 171 of 326
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Renfrewshire Council Gaelic Language Plan 2024 - 2029 2 FOREWARD Renfrewshire Council is committed to supporting the development of Gaelic in our organisation and in our communities. Our Gaelic Language Plan 2024-2029 highlights our aims for Gaelic over the next five years. We have learned from previous work, listened to our stakeholders, and considered opportunities to help us identify actions that we think will nurture and cultivate Gaelic in line with local need. Gaelic is an integral part of our shared heritage and national identity, and we are proud of its rich cultural tradition. We will support our communities to celebrate this and realise the benefits that embracing Gaelic presents. Doing so will help us safeguard the future of Gaelic in Renfrewshire as a language that is visible, utilised, and respected. Janie O’Neill Director of Children’s Services Page 172 of 326
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Renfrewshire Council Gaelic Language Plan 2024 - 2029 3 TABLE OF CONTENTS 1. Introduction………………………………………………………….…………….….…Page 4 2. Key Principles…………………………………………………………….……….……...Page 8 3. Plan Commitments a. High Level Aims………………..…………………………………….…………..Page 10 b. Corporate Service Aims…………………………………………….……….…..Page 13 4. Publication…………………………………………………………….……………...….Page 20 5. Resourcing the Plan……………………………………………….……………...……..Page 21 6. Monitoring the Plan……………………………………...………………………………Page 22 7. The Gaelic Language Plan in the Public Authority……………....……………………Page 23 Page 173 of 326
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Renfrewshire Council Gaelic Language Plan 2024 - 2029 4 1. INTRODUCTION Description of Renfrewshire Council Renfrewshire Council is a medium sized local authority based in the west of Scotland serving a population of approximately 184,000. The Council is responsible for providing a range of public services including education, social care, housing, roads and recycling. The Council covers an area of 270 square kilometres, with a mixture of thriving towns, vibrant villages, and rural settlements. The area boasts healthy business and commercial activity, with ongoing enhancements to local infrastructure to support advanced manufacturing. The area also benefits from rich built and cultural heritage, with an attractive offer of notable landmarks and open spaces that support a strong tourism industry. Renfrewshire Council Headquarters is based in Paisley, Renfrewshire’s largest town. The Council has approximately 8500 employees and is one of the biggest employers in the area. Renfrewshire Council has 43 councillors across 12 multi-member wards, with each ward containing either 3 or 4 elected members. More information on Renfrewshire Council and the area is services can be found on www.renfrewshire.gov.uk Council priorities Renfrewshire Council’s priorities are published in its Council Plan. The current Plan covers the period 2022-2027, and identifies the following five strategic outcomes: • We will encourage kind and connected communities where citizens take pride in the place they live • We will support a strong and flexible local economy • We want Renfrewshire to be a fair place, where people feel safe, supported and empowered • We will work towards a greener future • As an organisation, we will be driven by our values, to be fair, helpful, collaborative and value learning. Cutting across all of this is our wish for all of Renfrewshire’s children to have loving, happy lives where everyone can enjoy the same opportunities and where wellbeing is nurtured. Page 174 of 326
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Renfrewshire Council Gaelic Language Plan 2024 - 2029 5 Gaelic within Renfrewshire Council The most up to date insight regarding Gaelic language skills in Renfrewshire’s communities remains the 2011 Census. The Census reveals Renfrewshire has a small number of residents with Gaelic skills, with the number of people who understand, speak, read, or write Gaelic decreasing in recent years, from 1837 in 2001 to 1586 in 2011. There are two exceptions to this trend, relating to those who “speak, read and write Gaelic” and “speak but do not read or write Gaelic”, rising by two and sixteen people respectively. Renfrewshire has a small Gaelic community, but we are committed to providing sustainable support and learning opportunities matched to their needs and aspirations. The results from the 2022 Census will provide an opportunity to review these figures and understand the impact of recent work to enhance Gaelic provision. The Council and our partners are successful in delivering cultural events programmes, collaborating with groups and organisations to raise the profile of Renfrewshire and our visitor offer. Where possible, we have sought to include Gaelic provision, such as the inclusion of Gaelic music in our regular Spree music festival. We also support groups who seek to further Gaelic language locally, using their expertise and knowledge to provide authentic learning and development experiences. During October 2023, the Royal National Mòd, took place in Paisley. The very successful eight- day national festival was organised by An Comunn Gàidhealach, supported by Renfrewshire Councl, featured a range of competitive disciplines, including Gaelic song, poetry, literature, drama, instrumental, Highland dancing and sport. In addition to this, the Mòd fringe events included activities for children and families, at venues around the town centre. We will continue to build on the success of the festival. Renfrewshire Council is committed to providing Gaelic education opportunities for our residents and those who wish to undertake this in future. Gaelic Medium Primary Education is available, allowing pupils starting primary 1 to access local provision within a dedicated establishment. Additionally, a number of Renfrewshire pupils undertake Gaelic Medium Education (GME) at schools in neighbouring authorities. Demand for provision in neighbouring authorities will likely decrease over time as Renfrewshire’s provision becomes established. GME follows the same "Curriculum for Excellence" as other Scottish schools, with the difference being that teaching is undertaken in the Gaelic language. GME is a form of immersion education, with Gaelic the sole language of learning, teaching and assessment in the first three years of primary school. From P4 to P7, immersion education continues with the introduction of English. From P4 onwards, Page 175 of 326
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Renfrewshire Council Gaelic Language Plan 2024 - 2029 6 following the introduction of English, Gaelic remains the predominant language of the classroom. Gaelic is used for all learning and teaching in the first 2 years of primary school (Bunsgoil), with English being introduced for reading and writing from primary 3 onwards. In the secondary school (Àrd sgoil), Gaelic is used for the teaching and learning of as many subjects as possible. The Gaelic Language (Scotland) Act 2005 The Gaelic Language (Scotland) Act 2005 was passed by the Scottish Parliament with a view to securing the status of the Gaelic language as an official language of Scotland commanding equal respect to the English language. One of the key features of the 2005 Act is the provision enabling Bòrd na Gàidhlig to require a public authority to prepare a Gaelic Language Plan. This provision was designed to ensure that the public sector in Scotland plays its part in creating a sustainable future for Gaelic by raising the status and profile of the language and creating practical opportunities for its use. This document is Renfrewshire Council’s Gaelic Language Plan prepared within the framework of the Gaelic Language (Scotland) Act 2005. It sets out how we will use Gaelic in the operation of our functions, how we will enable the use of Gaelic when communicating with the public and key partners, and how we will promote and develop Gaelic. Renfrewshire Council’s Gaelic Language Plan has been prepared in accordance with statutory criteria set out in the 2005 Act and having regard to the National Gaelic Language Plan and the Guidance on the Development of Gaelic Language Plans. The National Gaelic Language Plan Renfrewshire Council supports the main aim of the National Gaelic Language Plan 2023-2028 to increase the use and learning of Gaelic. We are committed to the achieving this aim by focussing our work on these three priorities: • Increasing the use of Gaelic within our organisation and encouraging more people to use Gaelic more often when they interact with us • Increasing the opportunity for people to learn Gaelic as part of our day-to-day operations • Promoting a positive image of Gaelic whenever we can as part of our day-to-day operations as an organisation Page 176 of 326
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Renfrewshire Council Gaelic Language Plan 2024 - 2029 7 Internal Gaelic capacity audit Renfrewshire Council will continue to review available data to understand the Gaelic skills that exist within the authority. Where appropriate we will supplement this with our own capacity audits to identify local need and refine our proposed activity. This information will supplement this Plan and be publicly available. Consultation on the draft Gaelic Language Plan In accordance with the Gaelic Language (Scotland) Act 2005 the Council conducted a seven-week consultation of the draft Gaelic Language Plan between August and September 2022. Key activity included: • Notification of consultation on Council’s website • Gaelic and English versions of draft Plan provided to all Renfrewshire’s libraries • Awareness raising through Council’s social media channels and local partners • Public engagement event, and • Local press releases A total of 121 responses were received during the consultation period. Consultation feedback highlighted the potential to enhance communication and awareness of the Council’s statutory responsibilities stemming from the 2005 Act. The aims and actions outlined in the Plan demonstrate our efforts to raise the local status, profile and use of Gaelic to meet these responsibilities. Respondents also highlighted the need to demonstrate the pursuit of the Plan’s aims will not detract from other service provision. This is an important consideration, and attention will be focused on using resources effectively and timeously to ensure planned activity adds value to a broad range of outcomes. There is also scope for the Council to enhance monitoring and performance reporting over the Plan’s life, and this will be progressed through the establishment of a new monitoring oversight group. A key deliverable will be increased progress reporting to ensure our communities have more opportunities to review our achievements. Page 177 of 326
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Renfrewshire Council Gaelic Language Plan 2024 - 2029 8 2. KEY PRINCIPLES Renfrewshire Council’s Gaelic Language Plan is underpinned by five key principles of equal respect, active offer, mainstreaming, third parties and corporate parenting. The following section identifies our commitment to these principles and how they are applied throughout the Plan and our associated activities. Equal respect Under the terms of the 2005 Act, Bòrd na Gàidhlig works with a view to securing the status of the Gaelic language as an official language of Scotland commanding equal respect to the English language and the Bòrd in turn expects that public authorities will demonstrate in their plans how the principle will be achieved and maintained in practice. Renfrewshire Council will ensure that where Gaelic is included as part of our operations and services, we will ensure they are of an equal standard and quality as those that we provide in English. Active offer Renfrewshire Council will make an active offer of our Gaelic services to our employees and the public. By this we mean that the Council’s Gaelic services are prominent and accessible to Gaelic users who in turn are actively encouraged to use them. This approach will take the responsibility away from the individual to ask for the service and will give Gaelic users the confidence to know that their needs will be met if that is their choice. We will ensure that our Gaelic language services are as accessible as our English language services. Mainstreaming Renfrewshire Council will ensure that opportunities for the public and our staff to use Gaelic are normalised, in support of the National Gaelic Language Plan 2023-2028 aim to increase the use and learning of Gaelic. Page 178 of 326
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Renfrewshire Council Gaelic Language Plan 2024 - 2029 9 Third parties Where appropriate, Renfrewshire Council will seek support from Arm’s Length Executive Organisations and other contractors help with the delivery of the public authority Gaelic Language Plan. Corporate parenting Renfrewshire Council fulfils its duties as a Corporate Parent and will continue to ensure that care experienced children and young people and care leavers receive support and guidance aligned to their language and communication needs, including Gaelic users. Page 179 of 326
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Renfrewshire Council Gaelic Language Plan 2024 - 2029 10 3. PLAN COMMITMENTS High-level aims Renfrewshire Council’s high-level aims were co-produced with the support of Bòrd na Gàidhlig. The high-level aims identify strategic actions, closely linked to the National Gaelic Language Plan 2023-2028. They are framed around the three National Gaelic Language Plan headings of: • Increasing the use of Gaelic • Increasing the learning of Gaelic • Promoting a positive image of Gaelic The commitments outlined below form a key part of formal assessment and are used as a basis to measure performance and impact. Increasing the use of Gaelic High-level Aim Actively promote the use of Gaelic in communication between the public and the Council and within the community. Proposed Outcome Our Gaelic community are aware of the scope of the Council’s Gaelic provision and understand how to access/engage in this. Current Practice Provision is in place for interpretation and translation services for non-English speaking clients. Actions Required Take a proactive approach to promoting relevant Gaelic content in a way that is easily accessible to our communities. Target Date March 2029. Increasing the learning of Gaelic High-level aim We will continue to encourage participation in Gaelic learning at all levels, from early years through to adult education with a view to increasing uptake. Proposed Outcome Gaelic learning opportunities are actively promoted to our communities and information made available to assist those who wish to participate. Current Practice Individual stakeholders are responsible for promoting discrete activities. Actions Required Enhance reach and awareness of learning opportunities through enhanced collaboration, signposting, and information sharing. Undertake an audit of current Gaelic provision as an L3. L3 is a Page 180 of 326
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Renfrewshire Council Gaelic Language Plan 2024 - 2029 11 second different language introduced from second level/P5 onwards. Following completion of the audit a development plan should be implemented to increase the number of schools providing Gaelic as an L3. Teachers who express an interest in Gaelic learning will receive appropriate training. Explore the opportunities for Gaelic early years and secondary provision. Target Date March 2029. High-level aim Undertake the duty under the Education (Scotland) Act 2016 to promote and support, as appropriate, the potential for Gaelic medium and Gaelic learner education to Renfrewshire Council residents. Proposed Outcome Families are fully informed of their choices and opportunities in respect of Gaelic medium and Gaelic learner education. Current Practice Gaelic Medium Education is communicated to parents and carers via the P1 registration process and Council website. Actions Required Engage with families and evaluate the accessibility and usefulness of GME communications, incorporating feedback where appropriate to enhance this process. Target Date March 2026. High-level aim We will continue to make all parents aware of their right to request Gaelic Medium Education for their child. Proposed Outcome All parents/carers are fully informed of their right to request Gaelic Medium Education, the options available to them and the process for doing so. Current Practice (Process for registering for provision outwith authority) Families can request that the Council review the need for Gaelic Medium Primary Education provision. Actions Required Engage with parents/carers to measure the extent of their awareness and identify actions to enhance this. Target Date March 2026. Page 181 of 326
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Renfrewshire Council Gaelic Language Plan 2024 - 2029 12 High-level aim Continue to work with partners to provide Gaelic Learners Education at primary and secondary level with a view to increasing uptake. Proposed Outcome Demand for Gaelic Learners Education is measured, and proportionate opportunities are identified, relative to available capacity and resources. Current Practice No Gaelic Learners Education currently offered. Actions Required Engage with schools and early learning establishments to assess demand and work with partners to identify all relevant opportunities. Target Date March 2026. Promoting a positive image of Gaelic High-level aim As a legacy of the Royal National Mòd 2023 in Paisley, promote further opportunities to learn and use Gaelic in the area. Proposed Outcome Increased awareness of Gaelic language and culture. Current Practice The Gaelic Unit at West Primary is promoted through the council’s annual communication plan. Gaelic programming is included in the council’s events programme. Funding is provided through the council’s cultural grants programme to support Fèis Phàislig. Actions Required Promote handy phrases in Gaelic through Renfrewshire’s visitor website Paisley.is and on the council website. Continue to promote and support Fèis Phàislig activity and schools engagement programme. Provide a platform for Renfrewshire’s trad musicians through the council’s event programme. We will continue to support the Gaelic choir and work with Fèis Phàislig to promote Gaelic music opportunities to our young people. Continue to incorporate opportunities to learn and use Gaelic within the council’s event programming. Target Date Ongoing. Page 182 of 326
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Renfrewshire Council Gaelic Language Plan 2024 - 2029 13 Corporate service aims The following Corporate Service Aims are determined by Bòrd na Gàidhlig and must form part of Renfrewshire’s Gaelic Language Plan. These aims also form a key role in monitoring and review, with the Council required to demonstrate incremental progress over time with a view to achieving the desired outcomes. Status Desired Outcome Logo and brand Aim to render the corporate logo and branding in both Gaelic and English at the first opportunity and as part of any renewal process. Current Practice Renfrewshire Council does not currently have a Gaelic logo and/or branding. Actions Required Develop a Gaelic logo and branding and at the point of any renewal we will create a fully bilingual logo showing equal respect to both Gaelic and English. Target Date Ongoing, with review in advance of the statutory monitoring report. Desired Outcome Signage Prominent signage will include Gaelic and English as part of any renewal process. Current Practice Renfrewshire Council does not routinely consider the benefits of Gaelic signage. Actions Required As part of any renewal process, we will render prominent signage, particularly at Renfrewshire House, bilingual showing equal respect to Gaelic and English. Target Date Ongoing, with review in advance of the statutory monitoring report. Page 183 of 326
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Renfrewshire Council Gaelic Language Plan 2024 - 2029 14 Communicating with the public Desired Outcome Promotion Positive message that communication from the public in Gaelic is always welcome. Current Practice Current practice meets above outcome. Actions Required Increase the visibility of the use of Gaelic language when communicating with the council. Positive messaging will be included on our website to encourage communication from the public in Gaelic. Create an annual promotion plan for Gaelic Medium Education (GME). Target Date Ongoing, with review in advance of the statutory monitoring report. Desired Outcome Written Communication Written communication in Gaelic is always accepted (post, email, and social media) and replies will be provided in Gaelic in accordance with the general policy. Current Practice Current practice meets above outcome. Actions Required Our current policy is to accept and reply in Gaelic to communications received in Gaelic. We will continue with the present policy but also increase promotion and awareness of measures to ensure this and other Gaelic corporate aims are better understood across all Services. Target Date Ongoing, with review in advance of the statutory monitoring report. Desired Outcome Reception and phone Where Gaelic speaking staff can provide this service, they are supported to do so, and the service is promoted to the public. Current Practice Gaelic speaking staff are supported to provide this service to the public. Actions Required Staff will be aware that the Council will support relevant training/development opportunities to support Gaelic greetings. Page 184 of 326
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Renfrewshire Council Gaelic Language Plan 2024 - 2029 15 Target Date Annually. Desired Outcome Public meetings Opportunities to hold public meetings bilingually or in Gaelic are regularly explored and promoted. Current Practice Equality and diversity principles adopted and representations relating to bilingual meetings appraised on a case-by-case basis. Actions Required Actively promote the option to hold public meetings bilingually or in Gaelic where they are likely to be particularly relevant to the Gaelic community. Target Date Ongoing, with review in advance of the statutory monitoring report. Information Desired Outcome News releases High profile news releases and all news releases related to Gaelic are circulated in both Gaelic and English. Current Practice Previous content about Gaelic in schools has gone out in English. Actions Required Going forward, all content about Gaelic in schools will be in Gaelic and English. Target Date Ongoing. Desired Outcome Social Media Gaelic content distributed regularly through social media, guided by the level of actual and potential users. Current Practice Previous content about Gaelic in schools has gone out in English. All posts regarding the Royal National Mòd included Gaelic. Actions Required Going forward, all content about Gaelic in schools will be in Gaelic and English. Information relating to Gaelic in schools will be posted bilingually with the aim to publishing at least 3 bilingual posts annually. Target Date On going and annual. Page 185 of 326
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Renfrewshire Council Gaelic Language Plan 2024 - 2029 16 Desired Outcome Website Gaelic content should be available on the public authority's website, with emphasis given to the pages with the highest potential reach. Current Practice Current webpage about Gaelic in schools is available in English. Actions Required Refresh the information on the Gaelic in schools page and make it available in both Gaelic and English. Target Date Ongoing. Desired Outcome Corporate Publications Produced in Gaelic and English, with priority given to those with the highest potential reach. Current Practice Documents are made available in alternative languages when requested. Actions Required We will identify, with policy colleagues, corporate publications, such as the Council Plan that would be suitable for Gaelic language editions, either in full or summary form. Target Date Ongoing, with review in advance of the statutory monitoring report. Desired Outcome Exhibitions Opportunities to deliver public exhibitions bilingually or in Gaelic should be explored on a regular basis, with priority given to those with the highest potential impact. Current Practice Current practice meets above outcome. Actions Required We will produce guidelines for the use of Gaelic in exhibitions where Gaelic is a prominent subject matter. Target Date Ongoing, with review in advance of the statutory monitoring report. Page 186 of 326
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Renfrewshire Council Gaelic Language Plan 2024 - 2029 17 Staff Desired Outcome Internal audit Conduct an internal audit of Gaelic skills and training needs through the life of each plan. Current Practice Organisational development managed corporately. Staff training needs coordinated at a team/service level, which includes Gaelic skills training where relevant to role. Actions Required Within the first 2 years of the plan undertake an internal audit information at organisational and team/staff level where relevant to role. Utilise other available insight where it relates to Renfrewshire’s staff. Target Date March 2026. Desired Outcome Induction Knowledge of the public authority’s Gaelic Language Plan included in new staff inductions. Current Practice Staff induction materials made available through digital learning platforms include information on the Gaelic Language Plan. Actions Required Ensure materials point to the Gaelic Language Plan. Target Date Continue with current practice. Desired Outcome Language training Gaelic language skills training and development offered to staff, particularly in relation to implementing the public authority’s Gaelic Language Plan. Current Practice No training and development currently offered to staff. Actions Required Training and development opportunities will be offered to staff in accordance with the outcome of skills audit. Ad hoc requests will be supported where this is relevant to role. Target Date December 2026. Page 187 of 326
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Renfrewshire Council Gaelic Language Plan 2024 - 2029 18 Desired Outcome Awareness training Gaelic awareness training offered to staff, with priority given to directors, board members, councillors and staff dealing directly with the public. Current Practice No current offer of awareness training. Actions Required Consider the use of existing training modules via iLearn in collaboration with Bòrd na Gàidhlig. Target Date December 2026. Desired Outcome Recruitment Recognising and respecting Gaelic skills within the recruitment process throughout the public authority. Current Practice Currently supported on a case-by-case basis. Actions Required This will form part of the review of the recruitment policy which will be completed by end of 2025. Target Date By the end of 2025. Desired Outcome Recruitment Gaelic named as an essential and / or desirable skill in job descriptions to deliver the Gaelic Language Plan and in accordance with the Bòrd na Gàidhlig recruitment advice. Current Practice Responsibility to deliver Gaelic Language Plan sits with staff across the Council. Actions Required Annually review establishment of Gaelic officer post and consider any potential funding opportunities with other local authorities. Target Date Annually. Page 188 of 326
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Renfrewshire Council Gaelic Language Plan 2024 - 2029 19 Desired Outcome Recruitment Bilingual or Gaelic only job adverts for all posts where Gaelic is an essential skill. Current Practice Current practice meets above outcome. Our recruitment teams and colleagues across the Council have access to translations services. Actions Required This will be considered as part of the review of the recruitment policy mentioned above. Target Date Ongoing and review to be concluded by the end of 2025. Gaelic Language corpus Desired Outcome Gaelic Orthographic Conventions The most recent Gaelic Orthographic Conventions will be followed in relation to all written materials produced by the public authority. Current Practice Gaelic materials produced by Renfrewshire Council utilise the most recent Gaelic Orthographic Conventions. Actions Required Publish the most recent version of the Gaelic Orthographic Conventions - https://www.sqa.org.uk/sqa/45356.html - and include guidance on the Gaelic for Renfrewshire Council - Comhairle Shiorrachd Rinn Friù. Target Date Ongoing, with review in advance of the statutory monitoring report. Desired Outcome Placenames Gaelic place name advice from Ainmean-Àite na h-Alba is sought and used. Current Practice Ainmean-Àite na h-Alba consulted as appropriate. Actions Required Continue to consult Ainmean-Àite na h-Alba to ensure we maintain our confidence in the use of the Gaelic forms of placenames. Target Date Ongoing, with review in advance of the statutory monitoring report. Page 189 of 326
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Renfrewshire Council Gaelic Language Plan 2024 - 2029 20 4. PUBLICATION Publishing and publicising the plan This section outlines the steps Renfrewshire Council will take to publish and publicise the Plan to internal and external stakeholders. This will increase awareness of the Plan and the commitments found within it. Internal The Plan will be published on Renfrewshire Council’s website. It will complement a collection of other key strategic documents, reinforcing the Plan’s profile and importance. Internal communication channels will be used to highlight the availability of the Plan and raise the profile of key priorities and planned activity. External Renfrewshire Council’s Gaelic Language Plan will be published in Gaelic and in English on our website. In addition, we will: • publicise the plan through a variety of social media platforms • distribute copies to partner organisations, explaining their role in the delivery of the plan • distribute copies of the plan to key stakeholders in the public, private and third sectors • distribute copies of the plan to relevant Gaelic organisations and other interested bodies • make hard copies available on request Page 190 of 326
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Renfrewshire Council Gaelic Language Plan 2024 - 2029 21 5. RESOURCING THE PLAN The costs associated with resourcing this plan will be mainstreamed within existing Council budgets. Funding opportunities will be explored where they align to the key activity outlined in the Plan. Stakeholders will be invited to add value through collaborative activity. Page 191 of 326
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Renfrewshire Council Gaelic Language Plan 2024 - 2029 22 6. MONITORING THE PLAN The Council has established Gaelic Language Plan Oversight Group to support the delivery, monitoring and evaluation of this Plan. The group will meet twice yearly to review progress against actions and produce an annual progress report to Bòrd na Gàidhlig. The first report will be issued 12 months after the Plan’s approval. The group will make annual progress reports available online to ensure our communities can review our progress. Page 192 of 326
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Renfrewshire Council Gaelic Language Plan 2024 - 2029 23 7. THE GAELIC LANGUAGE PLAN IN THE PUBLIC AUTHORITY Overall responsibility for the plan Head of Policy and Partnerships. Day-to-day responsibility for the plan Strategy, Policy and Insight Manager. Arm’s length organisations and third parties Renfrewshire Council will share the Plan with OneRen and utilise expertise in relation to cultural and leisure-based activity, and where this may complement the Plan’s commitments. The Council will be mindful of the potential benefits that may be secured via its commissioning processes and explore these where relevant. Page 193 of 326
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24 Chief Executive’s Service Renfrewshire Council Renfrewshire House Cotton Street Paisley PA1 1BR This plan has been prepared under Section 3 of the Gaelic Language (Scotland) Act 2005 and was approved by Bòrd na Gàidhlig on [approval date] Page 194 of 326
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____________________________________________________________________________ To: Leadership Board On: 21 February 2024 ____________________________________________________________________________ Report by: Chief Executive ____________________________________________________________________________ Heading: Local Partnerships – Launch of 2024 Development Programme ____________________________________________________________________________ 1. Summary 1.1 In 2019, Renfrewshire Council approved a new model of community level governance through the launch of 7 new Local Partnerships. The partnerships have continued to develop and grow over this period, promoting community empowerment through the identification of the initial local priorities, local grant making and the nationally recognised youth participatory budgeting process Celebrating Renfrewshire. 1.2 The pandemic has impacted some of the planned developments in relation to the Local Partnerships, and a consultation and engagement exercise was undertaken in late 2023 to learn from the work that has been undertaken to date and to identify options for building on this as we move forward. The findings of the consultation exercise were reported to Leadership Board in September 2023. 1.3 Local Partnerships have a huge amount of potential to strengthen community empowerment and capacity in Renfrewshire, and to harness this potential it is proposed that next phase of their development is now progressed. With a focus on “Local Plans, Local Priorities and Local Voices”, a range of development actions are now proposed, as set out in Section 4 of this report. 1.4 Subject to the approval of the board, this development programme and related campaign will commence from the end of February 2024. A key focus in 2024 will be around enhancing communications in relation to Local Partnerships activities, refreshing partnership membership and supporting a review of current priorities for each Local Partnership. Regular updates will be provided to Leadership Board as progress is achieved. Item 8 Page 195 of 326
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1.5 In addition to the Local Partnerships development programme for 2024, members are also asked within this paper to consider Local Partnership Grant Funding guidance which has been refreshed for 2024 in response to the consultation exercise feedback received. ____________________________________________________________________________ 2. Recommendations 2.1 It is recommended that members of the Leadership Board: • Note the launch of a new campaign to relaunch the Local Partnerships which will be implemented from end February 2024; • Approve the refreshed Local Partnership Guidance for 2024 and; • Note that future updates on the Local Partnerships will be provided as part of the six monthly reports on community planning provided to Leadership Board. ____________________________________________________________________________ 3. Background 3.1 Local Partnerships were established during 2019 following an extensive programme of consultation. Seven Local Partnerships were created, replacing the previous Local Area Committees that had been in place for many years. 3.2 This new model of community level governance was viewed as being critical to the Council changing the way in which it works with local communities, providing opportunities for communities to have a say on what matters at a local level and working together to achieve these ambitions. 3.3 It was initially intended that the operation of the Local Partnerships would be reviewed after a period of 12 months, however due to COVID and wider resource pressures, the review was postponed at that time. In September 2023, officers commenced a consultation and engagement process to inform the next phase of the development of Local Partnerships, with a key focus on building on existing strengths and identifying further opportunities for the Partnerships to grow. 3.4 Specifically the process focused on identifying opportunities to: • Enhance participation in Local Partnership meetings • Facilitate greater engagement from Council services and partner organisations on issues which impact Local Partnership areas • Develop meaningful local priorities and action plans • Identify options for improving the grant allocation process 3.5 A detailed report on the consultation findings was presented to Leadership Board in December 2023. Overall there was consensus that Local Partnerships have created a new community level governance model which has moved on considerably from that which previously operated under the Local Area Committee model. One of the key strengths identified was that current model supports Local Partnerships to develop their Page 196 of 326
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own identity and to work flexibly in line with local requirements and that this was a very important feature to be protected. 3.6 Extensive feedback was provided on what is working well and also on opportunities to develop the model even further. Key findings were highlighted as being: Summary of findings: • Local partnerships are generally working well, but there could be a better balance of input with more opportunities for the community voice. • Adjustments may be required to ensure greater participation of Local Partnership members/groups facing barriers. • Local representation could be strengthened in terms of ensuring that all membership spaces are filled and that there is a spread of representation across communities and with different groups such as young people. • Council services and partner organisations need to review the way in which they engage with Local Partnerships to ensure this is tailored and focused on what matters to each Local Partnership. • Local Partnerships represent a significant opportunity – they should not be solely about grants, and all opportunities to strengthen their role should be progressed. • There is strong support in relation to Local Partnerships refreshing their priorities and developing local action plans – but this needs to be meaningful and there needs to be resource in place between meetings to make things happen and to join the dots. • Local Partnerships need support to reach out into communities and to communicate what is happening at a local level through the collaboration that is taking place. • Grants allocation guidance and support for applicants needs to be strengthened • Information on grant applications could be further strengthened to support decision making. A stronger focus needs to be placed on reporting back impact at a local level. ____________________________________________________________________________ 4. Next Phase of Local Partnerships – Local Plans, Local Priorities, Local Voices” 4.1 In response to the findings from the consultation and engagement findings, officers have been working to develop the next phase of the Local Partnerships, and subject to approval of the board, this will be launched from late February 2024. Under the banner of a “Local Plans, Local Priorities and Local Voices” campaign, we will work with partners and communities to implement the following elements: Page 197 of 326
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• Local Partnership membership refresh exercise to be undertaken to ensure strong and representative Local Voices inform their activities • To further strengthen representation the Community Learning and Development team will work with young people to develop proposals on how to involve young people more meaningfully in the work of the Local Partnerships. • Support will be provided to each Local Partnership to review current Local Priorities during 2024 to ensure these remain fit for purpose: - these will be used to develop a future work programme of activity through a Local Partnerships Plan • Work will be undertaken to enhance communication on the work of the Local Partnerships – through newsletters, email and social media channels: - showcasing impact of activities and positive opportunities to get involved in local activities. • A Local Partnership Development Officer will be recruited who will co-ordinate all related activities including the review of local priorities and development of the Local Partnership Plans • A new meetings schedule for Local Partnerships will be implemented – 3 core meetings per year to focus on taking forward Local Partnership Plans, with one special meeting per annum in May/June each year to consider grant awards. • Refreshed grants guidance will be launched early March 2024 – making it clearer for grant applicants and Local Partnership members to participate in the grant making process, and with a much stronger emphasis on evidencing the difference or impact that grant funding has made in a local area. • A Council grant prospectus will be developed and promoted - ensuring there is visibility and enhanced awareness of all available Council grant funding, with Local Partnerships focusing on funding small and locally focused projects. ____________________________________________________________________________ 5. Launch of Local Partnerships Funding 5.1 Extensive feedback was provided through the engagement process on the current Local Partnerships grant funding process. Respondents recognised that Local Partnerships needed to continue to develop to focus on other activities beyond grant awards, however the grant award process itself could be strengthened moving forward. Local Partnership funding is heavily oversubscribed and it was recognised that applicants may need more help to ensure their applications are strong and tailored for consideration on a small grants basis. 5.2 Key points raised within the consultation and engagement exercise were: • Continuing to improve the support provided to grant applicants on the process as well as to direct to other sources of funding which may be appropriate to the requirements of a community organisation, or to the project/initiative seeking funding • The need to review grant criteria to make this clearer on the process and funding criteria – strongly reinforcing the requirement for applicants to evidence links to Local Partnership priorities and to provide evidence of impact. • A requirement to review the levels of grant funding available through the Local Partnerships Grant Funding – specifically including the provision of a cap on application values given that the funding is significantly oversubscribed. Page 198 of 326
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5.3 Existing funding guidance has now been reviewed and refreshed Local Partnerships Guidance 2024, is now attached at Appendix 1 for approval. In updating the guidance, officers have aimed to incorporate the key suggestions and points made through the engagement exercise, including the implementation of maximum funding levels in line with other small grant funding opportunities offered eg Community Food Fund, Summer of Fun and the Winter Connections programme. ____________________________________________________________________________ 6 Next steps 6.1 The consultation and engagement exercise highlighted the strong progress that Local Partnerships have made, moving to a community level governance model which is much more strongly rooted in community voice and representation. The launch of the second phase of the Local Partnerships represents a significant opportunity to move forward and strengthen the potential impact that these can have across Renfrewshire’s communities. Regular updates on the implementation of Phase 2 – Local Plans, Local Priorities and Local Voices will be provided to Leadership Board through the 6 monthly update reports provided in relation to community planning. Implications of the Report 1. Financial – none 2. HR & Organisational Development – none 3. Community/Council Planning – as outlined within the content of the report. 4. Legal - none 5. Property/Assets - none 6. Information Technology - none 7. Equality and Human Rights – 8. Health and Safety - none 9. Procurement – none 10. Risk – none 11. Privacy Impact – none 12. COSLA Policy Position – none 13. Climate Risk – none Author: Laura McIntyre, Head of Policy and Partnerships Page 199 of 326
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Local Partnerships Funding Local Partnerships provide small grants for local activities and projects that help them to meet their Local Priorities. We’ve made some changes to this funding, so please take the time to read this guidance – even if you’ve applied before. About the fund We want to support projects that bring communities together around their shared priorities for where they live. We believe that communities that work together and share resources provide a stronger and more sustainable impact. Therefore, we want applications from projects that demonstrate how they connect with their communities, make best use of the existing skills and assets in an area, and will provide the biggest possible impact to those who need it most. Please be aware that we always have more applications than we’re able to fund, so Local Partnerships will prioritise awards based on their Local Priorities, and the projects they feel will have the most impact for people in their local area. Key Information • Awards of up to £5,000 are available for voluntary and community organisations. • Applications can be submitted to more than one Local Partnership. • Awards are for local activities and projects which bring communities together. • Each Local Partnership has its own Local Priorities for this area. Applications should clearly show how they contribute to the Local Priorities in the area they are applying. • Applications should explain why there’s a need for the project and how it will be delivered for the benefit of people in the Local Partnership area. • Applications should consider how the project adds value to services currently available in your local community, and work collaboratively with other groups to maximise the impact of the project. • There may be other Council and external funding streams which better fit your project or organisational objectives. Officers may contact you as part of the process to explore other possible funding options. Page 200 of 326
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• If your application is successful, the Council’s Conditions of Grant require you to evidence the impact of your project. We will only ask for information that we need as part of the process, but it is important for Local Partnerships to know what impact funding is having within their local area. Local Partnerships may choose not to fund organisations who have not met the grant conditions for previous awards. Who and what we’ll fund Who can apply We welcome applications from any community or voluntary organisation operating in Renfrewshire. Applicants must have a constitution and a bank account and be accountable to their members. Who can’t apply While the focus is on what will be achieved, there are some organisation types that aren’t eligible for this fund. • An individual • A commercial or for-profit organisation • Departments or services of Renfrewshire Council What we can fund Provided your project meets the Local Priorities, we can fund a wide range of costs and items. However, your application should state how your project adds value to existing services or provision – we won’t fund costs that are already being incurred such as projects that have already occurred or core costs of staff members. Your project should consider how you involve your community in the design and delivery of the project to help show it’s really needed. Here are some projects we’ve funded previously and below are examples of what can be funded – if you’re not sure whether we can fund an item, please speak to us beforehand by calling xxxxxxxxxxxx, or xxxxxxxxxxxxxx • Improving community facilities such as a building or land to make them better and more accessible for community use. • Enhancing or creating community gardens to provide attractive spaces to be enjoyed by the community. • Community events that provide opportunities for local people to gather together. • Projects that help people get out and about and meet together so they are socially connected in the community and don’t feel isolated. Page 201 of 326
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What we won’t fund Unfortunately, we can’t fund everything and this fund won’t cover: • projects that don’t meet the Local Priorities of the Local Partnership they are applying to • projects that don’t clearly show how they will deliver their project in the Local Partnership area • large projects which require significant funding or investment • construction or refurbishment projects where building regulations approval, planning permission or landlord consent are needed and haven’t yet been obtained • costs of activities which have already happened • projects which exist to further religious or political beliefs • trips abroad and hospitality to other organisations • installation, storage and maintenance of Christmas lighting where this has not been agreed in advance with Council officers Awards are one-off and are not intended to provide ongoing funding for the same or similar activities on an annual basis. We may need further information about the sustainability of your project if you are applying for general running costs or existing costs of your organisation (e.g. utility bills, staffing etc) Local Partnerships may choose not to award funding to previous applicants who have not complied with grant conditions, for example, not providing feedback on their project. How much funding is available Awards of up to £5,000 are available for voluntary and community organisations. Local Partnerships may choose to limit total awards further, or part fund projects, if they are oversubscribed. Some Local Partnerships also have access to additional funding, called ‘Common Good’ funding. There is no limit on awards from the Common Good. This applies in the Renfrew, Paisley North, Paisley East and Gleniffer Local Partnerships. Funding priorities We always get more applications than we’re able to fund and use the Local Priorities to make decisions. The Local Priorities for each of the seven Local Partnerships are set out here: What the priorities are for each Local Partnership - Renfrewshire Website Applying Preparing your application Page 202 of 326
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Remember that we know nothing about your project and so it’s important you take your time to explain the essentials. • Who will benefit • Why the project is needed • How you’ll deliver those benefits About your project Think about the people you’re going to work with and be clear how you know they need this project. We particularly encourage applications that have been developed by the communities they’ll support, as this helps show there’s a need for the activity. You should also think about other services that may currently be offered by other organisations in the area and explain how your project complements these. Consider the potential impact or outcomes it’ll have on participants but be realistic with your targets and ambitions. If you apply for a project in more than one Local Partnership, it should be clear how the project will benefit people in each Local Partnership area. Be clear about where the project is based, how it is promoted within the Local Partnership and how you know if specifically benefits people from the Local Partnership you are applying to. Delivery Tell us the resources you need to deliver the activity and how you’ll ensure your project is a success. Make it clear how many people will benefit, and how you’ll reach the residents in the Local Partnership area you are applying. Think about any other organisations you’ll work with to help maximise the benefit of the project and how you’ll achieve a legacy with the project. If the amount you apply for from Local Partnerships funding is one part of a larger package with funding from other sources, please tell us about the other funding. Budget You will be asked to provide a breakdown of what any potential funding will be spent on. Consider whether your budget is offering the best value for money and includes all the costs you need to deliver the activity, even if you don’t require all the money from us. Supporting Documents Page 203 of 326
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We ask that you provide some key pieces of supporting documentation with your application, and your application cannot be considered until this has been submitted. You will need to provide: • A bank statement (less than 3 months old) • Annual accounts or Income & Expenditure Statement (this should be less than 15 months old. New organisations should submit estimates of income & expenditure for the first 12 months) • Constitution or Memorandum and Articles of Association (must be dated and signed) If you have project plans, budget, letters of support or videos that show the impact of your work then feel free to upload them or provide links to them when you submit your application. After You’ve Applied Your application and documents will be checked and then stored on the Council system. Please bear with us as our team respond to the demand for our funding. If we need some more information, we may contact you. A summary of your application will be prepared and included in the papers for the relevant Local Partnership meeting. The members of the Local Partnership in each area will make a decision on each funding application. We’ll try and notify you of the decision as soon as possible. You will not be required to attend or expected to speak at a Local Partnership meeting. Local Partnerships are public meetings, and may take place in-person or online. You are welcome to attend the meetings to observe or watch the recordings. Please be aware Local Partnerships only have limited funds available and therefore can’t fund everything they would like to, including some really good projects. As a result, applicants might not receive funding, even if they have previously been successful. Local Partnership funding is for the provision of additional projects in the community and shouldn’t be relied on if you are applying for funds needed to keep your organisation going. If you need funding for this reason, please speak to us about sustainability funding. If you’re successful If you’re successful, you’ll receive an award agreement by email, stating the purpose of the award and containing our terms and conditions, along with our monitoring and feedback requirements. It’ll also contain forms you’ll need to fill in to accept and claim your award. Please read your award letter carefully and keep it safe for future reference. Page 204 of 326
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Your grant funding is intended specifically for what you’ve applied for, and any proposed changes must be discussed with us in advance. You should also keep all receipts and evidence of expenditure. Payments for goods and services for the project must be made directly from the organisation’s bank account (i.e. not by cash) as we may request bank statements to verify project expenditure. You should make sure payments from your account are clearly annotated. There are some new ‘Fair Work First’ rules that apply to all Council grants. This means if we award you a grant, you must follow the Fair Work First criteria to: • pay at least the real Living Wage if, it applies to your project • provide appropriate channels for effective workers' voice, such as trade union recognition. Page 205 of 326
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___________________________________________________________________ To: Leadership Board On: 21 February 2024 ___________________________________________________________________ Report by: Chief Executive and Director of Finance and Resources ___________________________________________________________________ Heading: City Deal and TH.CARS2 Projects Update ___________________________________________________________________ 1. Summary 1.1 This report is to update the Board on the progress of Renfrewshire Council’s Glasgow City Region City Deal and TH/CARS2 projects being undertaken by the Council’s City Deal and Infrastructure Team. 1.2 Renfrewshire Council is delivering an ambitious regeneration agenda, focused on creating the infrastructure and business environment that will generate economic growth and jobs whilst promoting active travel and green opportunities ensuring that the area is a fairer, more inclusive place where all our people, communities, visitors and businesses thrive. As a partner in the Glasgow City Region City Deal, signed in 2014, Renfrewshire Council along with the Scottish Government, the UK Government and the other Member Authorities is tasked with growing the economy through the delivery of £1.13bn of infrastructure projects and supporting economic development activity. Since the City Deal projects were approved in 2014, the scale of the economic shock we have since experienced from global events such as the pandemic and war in Ukraine has been unforeseeable. Renfrewshire continues to invest and build on the enabling infrastructure provided by the City Deal to deliver its ambitious Advanced Manufacturing Innovation District Scotland (AMIDS) and the Levelling Up funded AMIDS South project as completion of these projects are central to the recovery and inclusive growth of the Renfrewshire economy. 1.3 Alongside this investment in economic regeneration the Townscape Heritage Conservation Area Regeneration Scheme Project (TH/CARS2) in Paisley Town Centre has been ongoing. This project aims to improve Paisley’s historic core by improving the condition of Paisley’s historic fabric (including building repairs, shopfront and streetscape improvements); providing opportunities for people to learn and develop skills Item 9 Page 207 of 326
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based on Paisley’s heritage and delivering community engagement via heritage education, training and events. ___________________________________________________________________ 2. Recommendations 2.1 The Leadership Board is asked to: i) Note the scale of ambition and progress of the City Deal projects as outlined in this paper. ii) Approve EH&I officers participation in the collaborative work being taken forward described in section 3.9 and that a report seeking relevant approval to next steps including any proposal to move forward and advance arrangements to go to market with the concession model will be taken to the Infrastructure, Land and Environment Board. iii) Note the completion of the TH.CARS2 project. iv) Approve the allocation of the remaining contingency funds of up to £40,000 to the Building Repair project at 32 High Street (note this has been approved in principle by funders). ___________________________________________________________________ 3. Project Updates At the commencement of the City Deal programme in 2014, the Glasgow Airport Investment Area (GAIA) project and the Clyde Waterfront and Renfrew Riverside (CWRR) project were viewed as complementary. Whilst each project individually contributed to economic growth, it was accepted, that the combined social and economic outcomes from both would be greater than the sum of the two individual parts, and that the absolute maximum potential of AMIDS would be achieved with the construction of both GAIA and CWRR City Deal Projects. It was also recognised that the development opportunities provided by CWRR will gain increased investor attention as a result of AMIDS. Coupled with the significant investment in cultural venues in Paisley and the TH/CARS2 investment, these ambitious projects will transform our area and together lead to a new sense of Place, where people will want to live, work and play in Renfrewshire. 3.1 Glasgow Airport Investment Area Project The Glasgow Airport Investment Area project provides the enabling infrastructure for AMIDS. Construction was completed in October 2022 and the project is now in an extended (5 year) defects and maintenance period. The CD&I project team are working with external advisers and the Contractor, Wills to close out a number of construction defects and bring the contract to a financial close. GAIA realigned a section of Abbotsinch Road between a point north of Arran Avenue and the existing A8 Inchinnan Road to the west of the existing Bascule Bridge. This has created a new road called Netherton Avenue which has wide shared active travel footways and high-quality lighting and landscaping to ensure the vision for the manufacturing district is achieved. A new vehicular bridge (the Page 208 of 326
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Barnwell Street Bridge) across the White Cart links the industrial and commercial sites at the bottom of Wright St including Westway Park with the realigned Abbotsinch Road and a new pedestrian and active travel bridge across the Black Cart which links to the cycling and walking improvements on Greenock Road (Inchinnan) land onwards to Inchinnan Business Park and beyond. This City Deal investment has been the catalyst for the location and delivery of the two anchor tenants, the National Manufacturing Institute Scotland and the UK Medicines Manufacturing Innovation Centre. Two new developments being planned and brought forward in the next couple of years – the Tech Terrace provided by our Joint Venture Development Partner which will provide much needed flexible space for small to medium university spin out organisations to expand and the new Oligionucleotide Manufacturing Innovation Centre (OMICE) which will be provided by CPi. In addition to these successes within Netherton Park there are noticeable private sector developments already emerging at Westway Park and the new Bidfoods development at the foot of Wright Street. This development of infrastructure was anticipated within the GAIA business case as a consequence of the significant increase in the connectively and attractiveness of these sites, creating greater confidence for investment. 3.2 Clyde Waterfront Renfrew Riverside Project The Clyde Waterfront and Renfrew Riverside (CWRR) project consists of a new opening road bridge at Meadowside Street, Renfrew linked to a new road network which links to Dock Street on the north side of the River Clyde and a new road connecting the bridge to AMIDS. The road will run between Meadowside Street, and Argyll Avenue, Renfrew to link with Inchinnan Road. The roads and bridge include provision for walking and cycling and will enable improved public transport links. CWRR provides an alternative route around Renfrew Town centre (for traffic travelling from and to locations outwith the area) by delivering the North Renfrew Development Road. This has a consequential improvement in air quality and public transport reliability, within Renfrew town centre. The main contractor, Graham Construction is progressing well with delivery of the project. Earthworks and road foundation courses are now in place for much of the North Renfrew Development Road, with the structures of the north and south bridge piers well advanced. Fabrication of the bridge structure is also well advanced and delivery of the two bridge spans is expected, by barge, in April and May of 2024 with construction due to be completed during 2024. The economic outcomes from the project remain the most significant within the whole of the City Deal infrastructure programme, providing the opportunity and environment to attract an estimated £230million of private sector investment over 25 years into the project area. Value for money checks on the project project a strong benefit to cost ratio of 10.2 for public sector spend and 3.1 for the combined public and private sector spend, following investment in development and business creation. Page 209 of 326
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As an outcome of the CWRR Project, 1,440 permanent jobs and 950 temporary construction roles are projected to follow from the estimated £230million in private sector investment attracted to both sides of the Clyde. Around 700 jobs already support the project construction. Included in these additional jobs resulting from construction of the CWRR project, there will be a minimum of 17 new entrant job opportunities and 25 work experience opportunities. Contractor Grahams have already employed 16 new entrants and 11 work experience personnel. Career awareness events and site visits have also been managed with clients from Invest in Renfrewshire employability team and schools. This project is also sustaining a significant number of existing jobs in the construction industry including 11 job opportunities for local experienced workers. The Construction Contract for the CWRR project requires that subcontract and supplier opportunities over a value of £10,000 are advertised through the PCS Tender portal. This requirement ensures that as the large-scale project is broken into smaller work parcels, local companies and SME’s have the opportunity to bid for packages of work. To date 21 works packages have been advertised, five awarded, three of which to companies within the City Region. This effort to attract local contractors and suppliers has seen the fabrication of a significant portion of the vessel layby berth (located at Rothesay Dock) at Westway in Renfrew. Additionally, a commitment of a minimum of 12 days will be spent by the Contractor undertaking supply chain development, to encourage and coach, local organisations and SME’s how to prepare to enable access to this and therefore other public sector work opportunities. Thus far five sessions of training have been held. 3.3 Airport Access Project/Clyde Metro The Airport Access project (AAP), a joint Glasgow City and Renfrewshire Council City Deal project, led by Renfrewshire was paused in April 2020 to allow a feasibility study to be undertaken on an alternative Clyde Metro solution, which would incorporate access to Glasgow Airport via a link from Paisley Gilmour Street Station. The City Region Cabinet agreed that the element of city deal funding already approved for the AAP (up to £14M was approved in December 2016) would be allocated as a contribution to the Clyde Metro feasibility costs. In December 2022, the Scottish Government published the Strategic Transport Projects Review (STPR2) which included the Clyde Metro. This inclusion places the Clyde Metro Project as a key priority project by the Scottish Government for future investment i.e. a project of national significance. The Chief Executive Group on 6 December 2023 agreed the reallocation of the remaining £12.155M of the business case stage funding previously approved by GCR Cabinet to Glasgow City Council to promote and accelerate business case development of Clyde Metro proposals towards key gateway decisions. Reporting and monitoring of this spend/activity will continue through GCR structures. Page 210 of 326
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SPT were confirmed in Nov 2023 as the lead and procuring organisation for the Clyde Metro, working in partnership with Glasgow City Council and Transport Scotland to deliver the Case for Investment which will include a network of route options to improve connectivity to key sites across the region, including Glasgow Airport. The scope of the previous City Deal Airport Access Project has now been incorporated within the wider development of a Clyde Metro network and delivery phasing options. Transport Scotland will provide an oversight role for the Clyde Metro Project. SPT aim to deliver the Case for Investment for the Clyde Metro vision within 2 years. Alongside this Glasgow City Council will lead on the supporting regional transformation aspects of the overall project network, including consideration of access to healthcare, housing, education and employment. Governance is currently being mapped out with Renfrewshire Council being invited, by SPT, to join the Clyde Metro Project Board. Whilst our understanding remains that the first line for the Clyde Metro is likely to be the South Clyde Growth Corridor, ie linking Glasgow, QEUH, AMIDS and the Airport this decision will be taken by SPT/Transport Scotland following the Case for Investment. 3.4 City Deal Reprogramming Following discussions with the UK and Scottish Governments, at this stage it is likely that 50% of the remaining AAP funds (circa £64M) will be distributed across the member authorities to assist in meeting exceptional project costs and inflationary pressures that have emerged due to the prevailing economic conditions and volatility. Renfrewshire will receive a share of this, expected to be circa £8M for the CWRR project. The remaining 50% (circa £64M) will be allocated to a new “Regional Project”. The governments have indicated a preference for a single regional project of scale, however given the timescales it is perhaps more likely funds will be allocated to two or maybe three regional projects. Member authorities will be invited to submit an expression of interest if there they have a suitable project(s) for consideration. It is expected Expressions of Interest will be required to be submitted in May for evaluation and scoring by the PMO. Council officers are currently considering potential options in this regard and an update and required approvals will be provided at an appropriate future board. 3.5 UK Share Prosperity Fund The Shared Prosperity Fund (SPF) is part of the UK Government Levelling Up agenda. It provides £2.6 billion of funding for local investment by March 2025, with all areas of the UK receiving an allocation from the Fund via a funding formula rather than via a bidding process. Renfrewshire Council have been awarded £6.3M for the first 3 year programme from 2022-25. There are 3 Core Fund priorities with both capital and revenue funding; Communities and Place; Supporting Local Business and People and Skills. £1.1M of the total award is specifically allocated to the Page 211 of 326
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Multiply Programme to support greater numeracy skills for adults over 19 years of age. The SPF will support the following levelling up objectives: • Boost productivity, pay, jobs and living standards by growing the private sector, especially in those places where they are lagging, • Spread opportunities and improve public services, especially in those places where they are weakest, • Restore a sense of community, local pride and belonging, especially in those places where they have been lost, • Empower local leaders and communities, especially in those places lacking local agency. Good progress has been made across all the core programmes and the Multiply programme. Within Renfrewshire, an early start was achieved on most interventions once investment plans were approved. £1.15M has been claimed to date with most budgets now fully committed until the end of the year. Priority Spend to date by Priority at end Dec 2023 Forecast Spend at end FY (March 2024) Communities & Place £84,145.62 £574,248.00 Local Business £376,044.87 £579,959.00 People & Skills £504,676.20 £930,131.00 Multiply £143,986.31 £268,264.00 Management & Administration £44,353.90 £100,000.00 The 2024-25 budget is the largest of the three years. Much of the additional budget will be allocated through grants for other organisations to deliver services. The grant commissioning process is already underway for delivery in 2024-25 and investment plans have been submitted to Glasgow City Region. 3.6 GCR Investment Zone In June 2023, Glasgow City Region was announced as one of two new Investment Zones in Scotland following a joint selection process by the UK and Scottish Governments. The two Investment Zones, in Glasgow City Region and the Northeast, were each initially supported by an overall funding envelope of up to £80 million in targeted investment, tax reliefs and other incentives over five years. This was subsequently increased to £160m each over 10 years in the Chancellors Autumn Statement. Funds are based around the principle of flexibility, meaning that areas can tailor their bids for funding to suit local needs, whether this be utilising the investment to develop facilities through the creation of new infrastructure or tax incentives to encourage additional inward investment. These new Investment Zones aim to meet the specific standards and policy agenda set out in the National Strategy for Economic Transformation (NSET). Page 212 of 326
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In January 2024 an open call was launched for project funding bids from eligible businesses/organisations. To be eligible to bid for funding, projects must fall within three key sectors: Life Sciences; Advanced Manufacturing and Precision Engineering; and Digital and Enabling Technologies. The Council is currently working alongside its AMIDS delivery partner and Strathclyde University to submit a comprehensive, evidence-based submission for the Netherton Campus site which will support the ambition to create Scotland’s main centre for advanced manufacturing. In addition, officers are meeting with Renfrewshire businesses wishing to submit applications to discuss what support we can offer. The deadline for applications is 31 March 2024 and a further update on the results of this process will be provided later this year. 3.7 Clyde Mission The Clyde Mission is a regeneration programme supported by the Scottish Government which seeks to unlock the potential of the River Clyde to support sustainable and inclusive economic growth in the West of Scotland. Initially launched by the Scottish Government in 2020, it has supported 13 different projects within the Clyde Mission footprint at a cost of £13.6 million. This includes funding to support the Paisley to Renfrew walking and cycling route in Renfrewshire. Responsibility for the programme has now been transferred to the Glasgow City Region, with additional funding from the Scottish Government. In total over £40m has now been allocated to support the programme. New funding will provide Glasgow City Region and Argyll & Bute Council with an investment over three years (2023-26) for the development of a masterplan which will set out plans for stimulating growth of a sustainable, wellbeing economy in the Clyde Mission area and wider city region. Updates on the masterplan development and the Programme as a whole will be provided on a rolling basis. 3.8 Regional Economic Strategy The Glasgow City Region launched the Regional Economic Strategy (RES) in December 2021. It was developed in partnership with the Region’s eight local authorities, government partners and agencies. Its overall aim is for the Glasgow City Region to have the most innovative, inclusive and resilient economy in the UK by 2030. Key issues covered include the climate emergency and the drive to net zero along with several other challenges such as COVID- 19, Brexit, AI and demographic shifts. An Action Plan for the Strategy was agreed in August 2022 and it sets out the high-level actions which will support the Region’s key economic challenges and ambitions. Eight portfolios have been set up to support the delivery of the Economic Strategy, including Enterprise, which is led by Renfrewshire Council. Going forward the Council will continue to try and support the delivery of the plan to achieve the goal of becoming an innovative economy through the development of key priority areas such as the Advanced Manufacturing Innovation District Scotland. 3.9 Electric Vehicle Charging Infrastructure Officers from Renfrewshire have been working with the Glasgow City Region local authorities to explore opportunities that can be offered through a collaborative approach to establish an EV strategy and expansion plan to meet the exponential growth that is anticipated for publicly accessible electric vehicle Page 213 of 326
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charging demand across the region in the years ahead. The city region authorities produced an indicative expansion plan in February 2023 which allowed an estimated scale of future demand to be established for each local authority area to inform this collaborative work. The City Region has agreed that officers will continue to progress this collaborative work to explore further the business case for delivering future expansion collaboratively as a region. Officers from Environment and Infrastructure continue to work with the other City Region authorities with a view to taking a regional approach to the next phase roll out of electric charging infrastructure. This will involve engagement with the private sector to decide on the most appropriate model for taking this issue forward across the region. This work will explore the different models potentially available, including the option for a mixed public/private concession model which would limit the risks to the city region councils, deliver a scheme which would require minimal investment from the member councils, provide influence over charging locations to ensure equity of access across the region (including to areas that may not necessarily provide strong commercial opportunities) and potentially secure a revenue return which could be reinvested in the charging network. The Glasgow City Region PMO is leading this on behalf of the Councils and has arranged workshops with each of the authorities to identify local needs that would need to be addressed through any future procurement process. An update will be brought to a future Board detailing the proposals on a potential way forward. Proposals will also be presented to the City Region Cabinet with individual Councils considering proposals and appropriate approvals through their own internal governance processes. 3.10 Housing Retrofit The Housing Retrofit section of the Glasgow City Deal, is exploring the opportunities a collaborative approach may offer to help member authorities to meet the wide scale retrofit of domestic properties that are and will emerge from housing investment programmes and the investment needs to help deliver net zero carbon and meet fuel poverty targets. The collaborative work to date has focused on identifying the challenges and possible solutions within the key area, reviewing key standards and assessing government policies. This has identified common challenges are around mixed tenure, financing & funding and skills development of contractors to deliver such a large-scale project. In addition, the varied approaches Local Authorities and Housing Association are currently adopting to tackle housing investment, current area-based schemes, differing retrofit standards and tackling fuel poverty has been identified as a key challenge. A baseline survey is being agreed by the group for each Authority to complete, which will outline how each Authority is currently setup to deliver housing investment, area-based schemes and if they have a defined retrofit standard. At present, Renfrewshire Council is not set up to deliver a wide scale multi tenure retrofit programme. Renfrewshire Council currently has a contract in place to produce housing retrofit designs to a particular high standard. This is for our housing stock and for owners within mixed tenure that the Council still has an interest in. Owners Page 214 of 326
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are offered area-based scheme (ABS) funding and some private sector housing grant, to assist them to fund their participation in a scheme. The current eight Housing Regeneration areas will operate with enhanced grants to encourage uptake. Recently owners where the Council has no interest have been offered ABS, concentrating in areas where the Council has carried retrofit works in the past. EESSH2 has recently been replaced with the Social Housing Net Zero Standard (SHNZS), which is currently in consultation and the current retrofit standard meets the proposed SHNZS. It is noted that owner occupiers and private landlords will have a lower standard to achieve and different backstop dates. This mix of standards undoubtedly creates challenges trying to retrofit mixed tenure blocks, of which there is a high proportion within Renfrewshire. The outcome from the Green Heat Finance Task Force is awaited, which is advising methods to attract private finance for owners to support participation in retrofit schemes and legislation from the Scottish Government on improvement to communal repairs and whole buildings assessment is also awaited and which may present additional considerations. 4. Paisley Townscape Heritage and Conservation Area Regeneration Scheme 2 The TH.CARS2 project is funded by National Lottery Heritage Fund, (£1,882,000), Historic Environment Scotland (£998,554), and through approved service budgets for the delivery of the Paisley Town Centre Heritage Asset Strategy (£1,218,706). The scheme is now drawing to a close with final scheme completion expected 31 March 2024. The delivery of TH.CARS2 has successfully improved the historic fabric of Paisley Town Centre as well as providing opportunities for local people to take part in heritage education, training and events. Building Repair grants of £1.56m have been awarded to ten external Building Repair projects with owners’ contributions totalling over £1m, and owners further investing in interiors of properties in some projects. Building Repair projects supported through TH.CARS2 include 2-3 County Place, (now converted to flats funded by the owner), 20 New St (Vienna’s), 41 High St (Right Way Credit Union), Sma Shot Cottages, 10 Shuttle St, 9 Gilmour St (Walker Laird offices), 5 George Place (The Paisley Trophy Centre), 18 Georges Gate and 28 High St. Grant supported works to properties have significantly improved the condition and appearance of these properties and helped to secure their long-term futures. The final Building Repair Project to complete on site will be the former Liberal Club at 32 High St. Completion of the project has been delayed by additional works discovered on site, with the building in a much poorer condition than original surveys had indicated, in particular significant rot works, with resultant increased costs in the region of £200,000. The project has received a TH.CARS2 grant of £600,000 split between the upper floor and shop owners, and additional support through the Place Based Investment Fund. It is proposed to increase the TH.CARS2 grant by up to £40,000, subject to funders approval, using remaining contingency within the existing TH.CARS2 budget. The external works to 32 High St are now expected to complete in May 2024 but TH.CARS2 funded works will complete by end of February 2024 allowing TH.CARS2 to conclude. Following completion of the external works at 32 High St, the owners will carry out works to the interior. The owners have decided not Page 215 of 326
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to proceed with converting the building into residential units. Interest has been shown in the property for let which would allow the building to retain its existing rooms and features. The external works project at 32 High St, has enabled very urgent and essential repairs significantly improving the condition and appearance of the property and securing the long- term future of this important building for the town centre. In addition to Building Repair projects, TH.CARS2 shopfront improvement grants of a total value of £400,000 have been awarded to ten shopfronts in Paisley Town Centre. Shopfronts which have been improved include recently completed projects at 18A and B High Street, (owners negotiation with tenants in progress) 63 High St (Nomads), 67 High St (Houston Kilts), 30 A and 30 B High St (Sinclair’s of Paisley and Paisley Gift Cart), 36 High Street (Shelter), 44 High St (Uptown Barbers), 61 High St (Print and Copy It) 41 High St (Right Way Credit Union). Small Grants of a total of over £58,000 have been awarded to twelve property owners in the TH.CARS2 area, mainly for repairs to traditional sash and case windows but also to support restoration of architectural details including replacement of decorative railings. TH.CARS2 has also delivered Public Realm Improvements at George Place, Weighhouse Close and the High Street pavements opposite the museum (with additional support from the Place Based Investment Fund and Environment and Infrastructure budgets). Resurfacing and lighting improvements at George Place have enhanced the townscape and the setting for TH.CARS2 grant projects in the vicinity. Resurfacing works have also improved the public realm at the junction of Weighhouse Close and the High Street. Works to resurface the High St pavements have also now successfully completed. This was a complex project involving structural works to basements below the pavements but now completed with the townscape opposite the museum significantly improved. The HETE Activity Plan has concluded and has delivered a successful programme of community engagement. Activity valued at over £550,000 has been delivered including £347,000 of TH.CARS2 grant and £205,000 of contributions from other sources such as in-kind support and volunteer support. A wide range of activities have been delivered in association with local community groups and stakeholders, with a focus on engaging young people and harder to reach groups. Effective partnership working has been key to the plan’s success, with over 100 local and national organisations involved. The HETE Activity Plan delivered 42 activities across 3 themes: Fabrication, Social Fabric and Built Fabric. TH.CARS2 will conclude with final reports submitted to the funders NLHF and HES including a detailed Evaluation report. Completion of the project will also involve archiving records of building repair and HETE projects and also to allow continued access to resources created through the HETE activity plan. ___________________________________________________________________ Page 216 of 326
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Implications of the Report 1. Financial – The financial implications arising from the Council’s participation in City Deal are set out in detail in item 3 Financial Sustainability and General Fund Financial Outlook section 7.7 and 7.8 of the report approved by Council on 30th June 2022. A The increased funding requirement can be accommodated within the existing revenue provision that has already been built into the Council’s financial plans. In total £45M City Deal prudential borrowing and £4M from ringfenced provision. 2. HR & Organisational Development – None. 3. Community/Council Planning – • Our Renfrewshire is thriving – These projects will link our communities and facilitate new development opportunities and business growth with both projects improving skills development, educational and health opportunities for people within the local communities as well as aiding employees to access these major existing and new employment centres. The projects align with and aid the outcomes of the Renfrewshire Economic Strategy 2020 -2030 and the Renfrewshire Economic Recovery Plan • Our Renfrewshire is well - The new safer walking and cycling infrastructure incorporated within these projects, will help encourage active travel by children and young people, as well as adults. • Reshaping our place, our economy and our future – These infrastructure projects provide connectivity and access to new and existing jobs for people in our communities. During the project construction period hundreds of new jobs have been created and as a result of new business creation it is estimated that thousands of additional new permanent jobs will be created. NMIS and MMIC are already up and running as a direct consequence of this enabling infrastructure. The combined projects investment in linking active travel infrastructure and education and will provide connectivity and access to new and existing jobs for people in our communities. • Tackling inequality, ensuring opportunities for all – CWRR provides access to development opportunities along Meadowside Street, increases the potential to reinvigorate Blythswood Retail Park and improves access for the communities on both sides of the River Clyde to facilities and employers on the other side such as the Queen Elizabeth University Hospital; NHS Golden Jubilee; West College Scotland’s Clydebank campus and Yoker train station. The project also increases the employee catchment area for businesses planning to locate at AMIDS, while improving links to suppliers and customers. • Creating a sustainable Renfrewshire for all to enjoy - The completed infrastructure includes segregated provision for walking and cycling and will also enable improved public transport links CWRR opens up development opportunities, which through the LDP will be managed as sustainable linked communities. Page 217 of 326
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• Working together to improve outcomes - Officers are working closely with local communities, neighbouring councils, private sector organisations, Scottish Government, Scottish Enterprise, and other partners to ensure the maximisation of positive outcomes from the projects noted within this report. 4. Legal – None. 5. Property/Assets – Completed assets will require to be maintained and operated by the Council. 6. Information Technology – None. 7. Equality & Human Rights - (a) The Recommendations contained within this report have been assessed in relation to their impact on equalities and human rights. No negative impacts on equality groups or potential for infringement of individuals’ human rights have been identified arising from the recommendations contained in the report 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 – All contracts are tendered in accordance with Council procurement procedures and where relevant taken to FRCS Board for approval. 10. Risk – Project specific and Programme level risk registers have been established for all projects. These are kept under regular review and reported to the Council’s internal City Deal and Infrastructure Programme Board. 11. Privacy Impact - None 12. COSLA Policy Position – Not applicable. 13. Climate Risk – the project will provide sustainable active travel routes and encourage sustainable neighbourhoods and transport links including provision of blue green infrastructure. __________________________________________________________________ List of Background Papers None. __________________________________________________________________ BW February 2024 Author: Barbara Walker, City Deal and Infrastructure Programme Director; Email Barbara.walkers@renfrewshire.gov.uk Page 218 of 326
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___________________________________________________________________ To: Leadership Board On: 21 February 2024 ___________________________________________________________________ Report by: Chief Executive and Director of Finance and Resources ___________________________________________________________________ Heading: Art Works Owned by Paisley Art Institute ___________________________________________________________________ 1. Summary 1.1 This report concerns the identification of art works owned by Paisley Art Institute Charity Number SC000840 (“PAI”) and proposed arrangements for the uplift of works from the Secret Collection Museum Store, Paisley. ___________________________________________________________________ 2. Recommendations 2.1 The Leadership Board is requested to: (a) Approve the release of the Objects listed at Appendix 1 of this report to PAI; (b) Authorise OneRen’s Chief Executive to make appropriate arrangements with PAI for the uplift of the Objects; (c) Note that the Trustees of PAI have each provided, to the Council and OneRen, warranties which confirm PAI has full legal title to the Objects and indemnities against any liability arising from competing ownership claims; and (d) Approve the updating of historic records to show that the Objects have now been confirmed to be under PAI ownership and to correct any reference to the Objects being listed in the art registers of the Council or its predecessors. ___________________________________________________________________ 3. Background 3.1 Paisley’s Museum was first established in 1871, initiated by the developing collection of the Paisley Philosophical Society and the library collections. The Item 10 Page 219 of 326
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museum later came to incorporate Scotland’s first public observatory and was expanded a number of times to accommodate a growing interest in building Paisley’s collections and displays. 3.2 As well as the Paisley Philosophical Society, Paisley Art Institute (PAI) has a long history of association with the museum, being the first to use the extended gallery space in 1915 to exhibit its members’ work and alongside the town’s museum, establishing its own art collection. In the early part of the 20th century, members of PAI also sat on the town’s museum committee. As well as shared members, the museum committee and PAI shared an interest in the artwork they collected. The civic art collection is formed by 3,267 artworks, the entire civic collection incorporates some 350,000 Objects. 3.3 PAI used the museum premises to store their collection by informal arrangement and without charge. The artworks for both the civic and PAI collections were, therefore, held in shared storage and as a result, particularly in the early part of the 20th Century, were at times referenced in some of the same catalogues and collection registers. This practice was technically incorrect as they were separate collections, and the museum register should only record works owned by the civic body. Further, the museum’s historical collection documentation used multiple formats and methods in recording, documenting, and management. For example, over the museum’s 150-year history there have been over 20 different numbering systems used to document the collection. This does not reflect modern-day professional museum practice established in recent decades. 3.4 Therefore, the practice for cataloguing and documentation used by both the museum and PAI in the first part of the 20th century appears to be inconsistent, incomplete and at times inaccurate. The historic working arrangements have presented challenges in clearly identifying the provenance of each work and its status in each collection as distinct entities. This has been exacerbated where there are examples of both organisations benefiting from the same bequest and where there is evidence to suggest frequent movement of works between public and private locations in the past, without any formal object movement or exit documentation. 3.5 Since the formation of Renfrewshire Council, and later the Council’s commissioning of Renfrewshire Leisure Limited (now known as OneRen) to manage the museums service on its behalf, significant improvements to collections management have been made. The different numbering systems have been consolidated so that the information associated with each system is properly recorded, and standardised, ensuring information is more readily searchable and accessible. Present-day collection management policies and procedures are developed in line with best practice and include a programme for digitising object records. In the first instance, the digitisation process has Page 220 of 326
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focused on the objects planned for display in the new museum. To date 33,727 object records have been digitised including those formally on loan. 3.6 As part of the preparatory work for the Paisley Museum Re-Imagined Project, PAI and the museum service jointly recruited a researcher to undertake digitisation work and improve collection management records, work funded by the Council and the National Lottery Heritage Fund. The subsequent report confirmed that 240 works held within the museum store could be evidenced to legally belong to PAI. Since then, four further works have been confirmed as belonging to PAI and PAI’s Trustees have confirmed, to date, that the art works listed in Appendix 1 to this report (“Objects”) are in PAI’s ownership. 3.7 The museum service has identified historical records relating to a further three PAI owned works dating between 1929 and 1951 that have not been documented as seen within Council premises, or those of its predecessors, for more than 70 years. All three have incomplete records and as far as can be currently determined, do not appear in any museum records beyond the early-1950s. None are listed in the museum inventories of 1968, 1975, 1996,1997,1998, 2017 or 2019. Due to the passage of time, if no further information comes to light, these items may be listed as presumed lost, pending a final outcome report. 3.8 The museums service has identified a further work which is believed to belong to PAI which was moved to the McManus Galleries in Dundee in 1955. Consultation with PAI and McManus Galleries will be required in relation to the potential return of that work. This item and the three mentioned in paragraph 3.7 are listed in Appendix 2. 3.9 PAI’s Trustees have advised they believe further artworks held by the museums service under the civic collection legally belong to them. The museum team is not currently in possession of, nor has received, any documentation to confirm this. However, as with all cases, it remains open to updating records and where proven, ownership. 3.10 To address the lack of formal arrangements and bring clarity to the distinction between the two collections and their use, in August 2023, a formal approach was made to PAI proposing two agreements. Firstly, a Collections Agreement for the continued storage of their Objects in the Museum Store. An annual fee of £10,000 was proposed to cover the storage, curatorial and insurance costs, in recognition that these works, whilst not used by the museums service and not part of the civic collection, would continue to be cared for through the public purse. Secondly, a Loan-In Agreement for 43 historic PAI artworks that had previously been selected for display in the new museum with PAI’s agreement and which PAI had already given permission for the project to conserve at the cost of £53,000. As is usual practice, the agreement provided Page 221 of 326
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for the borrower (in this case the Council through OneRen) to cover all costs associated with items on loan. These proposals were, however, rejected and PAI’s Trustees have intimated they wish, instead, to arrange to uplift all Objects from the Council’s storage facilities. 3.9 OneRen staff have been liaising with PAI and their legal representatives on the logistics of the proposed uplift which, given its scale, will require careful planning and management. Although OneRen staff will oversee and document the uplift and will control access to the Museum Store, specialist art handlers, commissioned and paid for by PAI, will be responsible for the handling and removal of the Objects. Further, it will be PAI’s responsibility to ensure appropriate insurances are in place for the uplift as well as all packing requirements. 3.10 Due to the historic, informal practice identified in the earlier relationship between PAI and the museum, and the volume of works involved, the museum service continues to seek advice from national bodies such as the UK Museums Association and National Museums Scotland regarding the updating of records within current-day practice. The Council’s historic museum records will be updated to indicate any objects that were previously registered in error and therefore not formally part of the civic collection. It is possible that in future, further anomalies of this type may come to light, in which case the museums service will be able to follow the same process. 3.11 Given the lack of documentation concerning the Objects, PAI’s Trustees have each provided, to the Council and OneRen, warranties which confirm PAI has full legal title to the Objects and indemnities against any liability arising from competing ownership claims. 3.12 The Collections Agreement between Renfrewshire Council and Renfrewshire Leisure Limited dated 2 July 2015, outlines the obligation of and agreements between Renfrewshire Council and Renfrewshire Leisure Limited (now known as OneRen) in managing the civic collection and transactions associated with the collection. Such transactions include acquisitions, lending and borrowing, research and disposal. Whilst OneRen prepare and manage such requests, they must be authorised by the Council as owners of the collection. 3.13 Under the Scheme of Delegated Functions, the Head of Policy and Partnerships has delegated authority, in consultation with the Leader of the Council, to oversee OneRen’s obligations in relation to these collection transactions. However, the delegation does not apply in the case of: Any matter out with the Collections Agreement which is of material interest to Renfrewshire Council and /or its reputation; Loan requests of items from the Recognised Collection (the Paisley Shawl Collection); Sampling and analysis requests; Disposal and rationalisation; Spoliation / Repatriation. In such Page 222 of 326
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cases, the approval of the Leadership Board is required. Accordingly, approval to release the Objects is requested in paragraph 2.1 (a) of this report. ___________________________________________________________________ Implications of the Report 1. Financial –PAI will be responsible for the costs of the uplift including payment for the specialist art handlers and appropriate insurances. 2. HR & Organisational Development – The uplift of the Objects will be co-ordinated and managed by OneRen staff. 3. Community/Council Planning – None arising from this report. 4. Legal – PAI’s Trustees have each provided, to the Council and OneRen, warranties confirming that the Objects are owned by PAI and indemnities against any liability arising from competing ownership claims. 5. Property/Assets – None arising from this report. 6. Information Technology – None arising from this report. 7. Equality & Human Rights - The Recommendations contained within this report have been assessed in relation to their impact on equalities and human rights. No negative impacts on equality groups or potential for infringement of individuals’ human rights have been identified arising from the recommendations contained in the report because for example it is for noting only. If required following implementation, the actual impact of the recommendations and the mitigating actions will be reviewed and monitored, and the results of the assessment will be published on the Council’s website. 8. Health & Safety – The uplift arrangements will be appropriately risk assessed. 9. Procurement – None arising from this report 10. Risk – PAI will require to ensure appropriate insurances are in place for the uplift of the Objects. 11. Privacy Impact – None arising from this report. 12. Cosla Policy Position – Not applicable. _________________________________________________________ Authors: Laura McIntyre, Head of Policy and Commissioning and Lynn Mitchell, Managing Solicitor (Contracts and Conveyancing) Page 223 of 326
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Appendix 1 Object Number Title Artist TEMP.2018.2322 Paisley's Domes and Spires Houston, Falconer TEMP.2018.2336 Glasgow Houston, Falconer AT.C91 Figure Subject Germanicus MacDougall, Hugh TEMP.2020.11 Moonlight, Firth of Clyde Brady, Emmet TEMP.2017.1311 Self Thomson, Eve AT.C97 Dinant on the Meuse Cameron, David Young AT.C98 Market of St. Germains, Paris Rushbury, Sir Henry G. AT.B29 York Minster Bone, Sir Muirhead AT.B74.1 Landscape with Figures, Sheep & Cattle Hargitt, Edward AT.C233 Loches Cameron, David Young TEMP.2020.57 A View of Paisley from the East Paul, Robert AT.A189v Poultry Livens, H. M. AT.B72.1 Landscape with figures Artz, Constant AT.B75 A Haymaker Burr, John TEMP.2020.94 The Guest House, Gargunnock Bone, Sir Muirhead TEMP.2019.290 Danae II Ross, Alastair, R. AT.D76 Bust of the Late Provost Robert Cochran Shanks, William Somerville TEMP.2019.820 Paisley Head Allan, Tom AT.D56 Peter Coats Proudfoot, Alexander AT.D65 Provost Peter Eadie Shannan, McFarlane, A. M AT.A189AN Effet de Neige Thaulow, Fritz AT.A89M The Paisley Shawl Newbery, Francis AT.B189L Firelight Reflections Guthrie, James AT.B189T The Mosque, Evening Meville, Arthur ARTTEMP.2017.92 Behold the Scorpion Cosgrove, James TEMP.2018.2315 Hero of the Town Howson, Peter AT.B189A The Well Lhermitte, Leon Augustin AT.A189U Snowscene Le Sidaner, Henri Eugene AT.B189H Entering the Fold Lhermitte, Leon Augustin ARTTEMP.2017.55 Craig Dhu Cameron, David Young AT.A189ae A Rough Sea Lavery, John AT.A123 A Portrait of an Old Lady Kennedy, William J. AT.A189W The Glen Concert Lavery, John AT.A130 Nethy Bridge MacGregor, William AT.A189AS Waterfall, The Glen Lavery, John AT.A102 Courts of the Paisley Lawn Tennis Club Lavery, John AT.A181 The Hen Roost Pirie, George AT.A189AJ James Fulton Lavery, John AT.A122 A Portrait of an Old Gentleman Kennedy, William J. AT.A209 Hydrangeas Park, Stuart AT.A217 Landscape Walton, Edward Arthur AT.A118 The Oak and the Ash Walton, Edward Arthur AT.A94 Cattle Scene Denovan, J. AT.B189AD Head of Ullswater Bough, Samuel AT.A247 Portsoy Harbour Coventry, Robert McGown AT.A297 By the Loch Side Coventry, Robert McGown AT.A189ao Woodland Scene Docharty, Alexander Brownlie AT.A195 Cattle Resting Douglas, Andrew AT.A95 Queen's View, Loch Tummel Farquharson, David AT.B73 Landscape with Stream and Figures Farquharson, David AT.A288 Landscape with Sheep Fisher, Mark AT.A289 Gypsies in a Landscape Fraser, Alexander AT.A159 An Old Mill, Barncluith Fraser, Alexander AT.A292 Mending of the Nets Fraser, Alexander TEMP.2017.571 Kilchurn Castle, Loch Awe Fripp, G. A. AT.A131 Midsummer Pastures Fraser, Alexander Page 1 of 5 Page 225 of 326
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Appendix 1 Object Number Title Artist AT.A194 Coming of Winter Houston, George AT.A119 A Highland Drove Road MacWhirter, John TEMP.2017.573 My Hearts in the Highlands McCulloch, Horatio AT.A190 The Breath of Autumn Murray, David AT.A178 A Frosty Morning near the Mouth of the Lugar Mauchline Riddel, James AT.A231E Autumn Afternoon on Loch Katrine MacWhirter, John AT.A165 Gloaming in the Eye Wintour, John Crawford AT.A239a Garelochhead Wright, James AT.A296 River Scene with Fishing Boats Allan, R. W. TEMP.2017.236 A Model Dobson, Cowan AT.A309 The Pass of Lenny Kay, Archibald AT.A204 Fan Tails Law, Andrew AT.A210 A Continental Street Kay, James AT.A153 Birdport Weaving Newbery, Francis Henry AT.A290 The Breton Girl Dean, Stansmore Richmond Leslie AT.A113 The Late William Rowat Newbery, Francis Henry AT.A156 Still Life McGlashan, Archibald A. AT.A199 Portrait of Archibald Kay Shanks, William Somerville AT.A100 The Gleaners Torrance, James AT.A105 Mermaid Greiffenhagen, Maurice AT.A121 Passing Day Wilson, David Forrester TEMP.2019.1132 Portrait of JAD MacKean? (dated 1917) Greiffenhagen, Maurice AT.A106 Home from the Fishing Bryce, William Snodgrass AT.A207 Wailing Potatoes Brown, William Marshall AT.A174 Spaniel and Terrier Fulton, Sam AT.A189aw The Byre Haig, J. Hermiston AT.A89n Motherless Fildes, Luke AT.A343 Mourning, Mary and Dora Hutchison, Robert Gemmell AT.A184 The Windmill, Holland Lochhead, John AT.A189AC Companions Orchardson, William Quiller AT.A285 Conversation Reid, George Ogilvy AT.A89B The Penny Whistle Stewart, William AT.A152 The Dominie Stewart, William AT.A133 William Stewart, Self Portrait Stewart, William AT.A183 Michelangelo Sculpting the 'Statue of Night' Paton, Joseph Noel AT.A151 Massacre of the Innocents Paton, Joseph Noel AT.C89A Figure Study - Germanicus Blair, John AT.A171 Church of the Nativity, Jerusalem Roberts, David AT.A89A Blind Harry Reciting the Deeds of Wallace Allan, William AT.C89B Figure Study - Venus Blair, John AT.A284 Christ and Two Figures in a Landscape Dolci, Carlo AT.A134 The Exile Blair, John 2018.148 Medal mounted in frame of "The Exile" (AT.A134) AT.C107 Frieze Hill, Mrs. A. McL. R. AT.A205 Goat and Kids Thomson, J. Murray AT.A89L John Brown Monro, Hugh AT.A120 Katriona Hutchison, William Oliphant AT.A215 The Golden Apple Hope, Robert AT.A141 Mother and Child Foggie, David Simpson AT.A208 The Dressing Table Foggie, David Simpson TEMP.2017.259 At Arbroath Harbour Cusack, Aideen 1946.245 Merlin and the Fairy Queen Duncan, John AT.A238B A Rockbound Coast Cursiter, Stanley AT.A142 Portrait of a Lady Alison, David AT.A154 Still Life Anderson, James Bell AT.B28 Bachanalle Smyth, Olive Carleton Page 2 of 5 Page 226 of 326
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Appendix 1 Object Number Title Artist AT.A203 January, Where Daffodils Grow Birch, Samuel John Lamorna AT.A219 Interior Elwell, Mary AT.A308 Art and the Jade Draper, Herbert James AT.A213 Summer Morning Glehn, Wilfred Gabriel de ARTTEMP.2017.65 The Kiln by the Sea Flint, William Russell AT.A140 Lady in Black Shawl Shannon, Charles AT.A163 A Lock on the Stour, Suffolk AT.B21 The Shrine of our Lady, Abbeville Laing, James G. AT.B18 The Church, Montreuil - sur- mer Paterson, Emily M AT.B114 After-market gossip Yugoslavia Loxton, John TEMP.2017.500 Oude Delft Jungman, Nico AT.B30 The Market, Concaraneau Dixon, Anna TEMP.2017.2638 Landscape With Snow Muhrman, H. AT.C106 Ajax Hill, Mrs A. McL. R. AT.A206 Still life with pumpkin Anderson, James Bell AT.B90 Summer Time Park, Andrew AT.A376 Portrait of John Brown McTaggart, William TEMP.2017.2640 Calves Barr, William AT.A89K Mrs Stewart Clark Lockhart, William Ewart AT.A170 George Barclay Esq Carter, William AT.A103 Sir Peter Coats McNalty, I. 1914.14.b View of river and Abbey at Paisley, Renfrewshire Dukes and Sarjent TEMP.2017.224 Through the Arched Window McDonough, Michael AT.B70 Winter's Fuel Meulen, F.P. Ter AT.C105 School House, Ballantrae Bone, Sir Muirhead AT.B189Z A Rainy Sunset Clausen, G. TEMP.2017.2623 Scene d'Hiver Muhrman, Henry AT.B189M Scene D'Hiver Muhrman, H. AT.A287 Landscape with Shephard & Sheep Ter Meulen, F. P. AT.A189o Femme col Broderie Carriere, Eugene AT.A189AI Flower Piece Gues, Alfred AT.B189X Cottages at Night Clausen AT.A214 A Sunlit Strand Burgess, Arthur James Wetherall TEMP.2017.437 Interior with mother and child Valkenburg AT.B20D Portrait of John Polson Legros, Alphonse AT.A145 Brittany Fish Market Mura, Frank AT.B25 Bather Zorn, Anders AT.B76 Woodland scenes with lumberman Zwart, W. H. De AT.A189E The Windmill Jacque, Charles Emile AT.B71 Cattle Ter Meulen, F. P. AT.A293 Landscape with Cow and Calves Haas, Joannes Hubertus Leonardus de AT.A189Q Meadow Pasture Jacque, Charles Emile AT.A189R Landscape Diaz de la Pena, Narcisse Virgil ARTTEMP.2017.63 Dutch Landscape Hervier, Louis Adolphe AT.A291 Watering Horses Echenfelder, F. AT.A161 Un Sous Bois Avec Des Vaches Troyon, Constant AT.A294 Resting Beck, Theodor V. N. AT.A286 Landscape with Cattle Maris, Willem AT.A189I The Mill Stream Corot, Jean-Baptiste-Camille AT.B189J Landscape - Lone Tree Walton, Edward Arthur 1994.341 Nude Curr, James AT.B189AG Sheep Duff, J. R. K. TEMP.2017.411 Back View Dunbar, Lennox TEMP.2017.1205 The Find Dunbar, Lennox AT.A89F Portrait of R. A. Smith Campbell, W. R. AT.C109 Fascisti Rushbury, Sir Henry G. Page 3 of 5 Page 227 of 326
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Appendix 1 Object Number Title Artist AT.B40 The Pirn Wheel Wright AT.B69 Bringing Home Peats Smart, John TEMP.2017.1074 Cardiadae McMurdo, Wendy A. TEMP.2017.396 Prime Whitty, Jim 1991.134 Fish Supper McInnes, Jock TEMP.2017.395 Uninvited Guests McIntyre, Keith TEMP.2017.277 The Yoker Yards Calder, Tom TEMP.2017.1256 Celtic Ring MacInnes, Jock 1991.133 This Stall is for Progress Young, Jennifer M. TEMP.2017.1076 Scratch Wilson, Robert TEMP.2017.255 Tracy Wilson, Helen F. TEMP.2017.291 Mirror Mirror Howard, Ian TEMP.2017.1319 The Model Paul, Muzni TEMP.2017.238 Evening Light San Marco Birnie, William TEMP.2017.1321 Shore Grave Wright, Bill TEMP.2017.1242 Mysterium Magnum Kingsley, John AT.A116 Midsummer Gauld, David TEMP.2017.1134 Yachts of Iona Kelsey, Robert TEMP.2017.557 Still Life with Cala Lilies Knox, Liz TEMP.2019.1156 The Boathouse, Culzean Duff, Margaret TEMP.2017.1120 Flotsom and Jetsam Hargan, Joe AT.C95 Near Modena Bone, Sir Muirhead ARTTEMP.2017.56 Trevi Fountain Bone, Sir Muirhead AT.C103 Moonlight in Stirlingshire Bone, Sir Muirhead AT.A223 Garibaldi near Palermo Ademollo, Carlo AT.A189G Landscape Daubigny, Charles-Francois AT.A172 Un Matin Brumeaux Corot, Jean-Baptiste-Camille AT.A189AU Red House, Bruges Le Sidaner, Henri AT.A189AQ - A89 Church Exterior Le Sidaner, Henri Eugene AT.A155 Road to Deauville Boudin, Eug�ne Louis AT.A189AF Kittens Lambert, Louis Eugene AT.A160 Boeufs a Labour Troyon, Constant AT.A189AA Shades of Evening Allonge, Auguste AT.A189B Schooners Outside Antwerp Boudin, Eugene Louis AT.A189Y In the Wood Lavieille, Eugene Antoine Samuel AT.A189AV The Sentry Cazin, Marie AT.A189C Harbour Scene, Trouville Boudin, Eugene Louis AT.A189AM Le Coucher de Soleil Daubigny, Charles-Francois AT.A162 Love's Messenger Diaz de la Pe�a, Narcisse Virgile AT.A189F Roadway and Cottages Cazin, Jean-Charles AT.A182 Landscape: The Full Moon Hervier, Louis Adolphe AT.A147 The Destruction of Pompeii Monticelli, Adolphe AT.A189AP Peaches and Greengage Fantin-Latour, Henri AT.A189D Landscape Rousseau, Theodore AT.A189N Lady Resting Fantin-Latour, Henri AT.A189K Paysage de Neige Courbet, Gustave AT.A189AT Peaches and Grapes Fantin-Latour, Henri AT.A189AB Claire de Lune Le Sidaner, Henri Eugene AT.A179 Pink and Gold Cadell, Francis Campbell Boileau AT.A104 The Red Fisherman Christie, James Elder AT.A143 Thermae of Caracalla Cameron, David Young AT.A101 Mealfourvonie Cameron, David Young AT.A108 Tam O'Shanter Christie, James Elder AT.A167 Halloween Frolics Christie, James Elder AT.A189AL Willows (Farm Scene) Gauld, David AT.A107 Hallowe'en Christie, James Elder Page 4 of 5 Page 228 of 326
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Appendix 1 Object Number Title Artist AT.A230 Suffer Little Children to Come unto Me Christie, James Elder ARTTEMP.2017.53 Melrose Cameron, David Young AT.A274 The Stonebreaker Guthrie, James AT.A382 Summer Afternoon Wells, William Page Atkinson AT.A193 Glen Fruin Hamilton, James Whitelaw AT.A225 Roses Park, Stuart AT.B24 Durham Paterson, James AT.A117A Spring (Triptych, left panel) Henry, George AT.A189A The Tortoiseshell Mirror Henry, George AT.A117C Winter (Triptych, central panel). Henry, George AT.A117B Autumn (Triptych, right panel). Henry, George AT.A96 John Millar Henry, George AT.A216 Lady with Green Scarf Henry, George AT.A180 Beauty and the Beast Henry, George AT.A189ay The Reverie Kennedy, William J. AT.A89J Voices in the Woodland Hornel, Edward Atkinson AT.A112 Village Cross, Woolhampton Kennedy, William J. AT.A127 The Vidette Kennedy, William J. AT.A411 Pink Rose, Fruit & Still Life Hunter, George Leslie AT.A218 Landscape Stevenson, Robert Macauley AT.B74.2 Frame for "Landscape with Figures, Sheep & Cattle" Hargitt, Edward AT.B72.2 Frame for "Landscape with figures" Artz, Constant Page 5 of 5 Page 229 of 326
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Appendix 2 Object Number Title Artist A189AR House with Green Shutters Le Sidaner, Henri Eugene Augustin B26 The Eildon Hills Cameron, David Young C111 Tolbooth Steeple, Glasgow Thomson, Alexander P. B79 Cows and Sheep Cooper, Thomas Sidney Page 1 of 1 Page 230 of 326
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__________________________________________________________________ To: Leadership Board On: February 21, 2024 ________________________________________________________________________ Report by: Chief Executive ________________________________________________________________________ Heading: Royal National Mòd 2023 ________________________________________________________________________ 1. Summary 1.1 This report updates Elected Members on the economic, social and cultural impact of hosting the Royal National Mòd in Paisley in 2023. The Report outlines the ways the event has contributed to promoting Gaelic language and culture in Renfrewshire and how it supports the aims and objectives of Renfrewshire’s (draft) Gaelic Language Plan for 2024 – 29 and the Council’s Events Strategy 2022-23. The report also provides members with information on the wider engagement programme that accompanied the event, including the school’s engagement programme and Mòd Fringe programme. 2. Recommendation 2.1 Elected members are asked to note the social, cultural and economic impact of hosting the Royal National Mòd in Paisley in 2023 and to note the official handover to Oban on October 21st October 2023. Members are asked to also note the contribution that hosting the Mòd and pre-event engagement has made to Renfrewshire’s Gaelic Language Plan commitments. 3. Background 3.1 In November 2016, the Director of Children's Services brought a Report to Leadership Board to recommend a Council bid to host the Royal National Mòd in 2021. The report followed the successful hosting of the Royal National Mòd in Paisley in 2013 and an independent evaluation that found there had been a significant positive impact on the local economy. The bid to stage the 2021 event received cross-party support and it was highlighted that hosting the Mòd would be a key platform for Gaelic cultural activity as part of a year of culture in 2021 and would contribute to the promotion of Paisley as Item 11 Page 231 of 326
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a vibrant and connected location for hosting events and festivals; make a significant contribution to the local economy and contribute to the delivery of the Council's Gaelic language plan. Members agreed to progress the bidding process and a budget commitment of £300,000 should Paisley's bid be successful and a further total budget of £12,500 per annum to be available from financial year 2017/18 up until 2021 to stage and support several Gaelic events, activities and projects in preparation for hosting the Royal National Mòd. 3.2 The bid was led by the Marketing and Communications service and was submitted in 2017, at which time both Paisley and Perth submitted bids to host the event in 2021. An Comunn Gàidhealach later confirmed the high quality of both bid submissions meant both Paisley and Perth would host the event, with Paisley opting to host in 2022. As a result of the Covid-19 pandemic and the cancellation of the Royal National Mòd in 2020, Paisley’s host year was delayed until October 2023. 3.3 A Local Organising Group originally convened in 2019 and paused in 2020, was reconvened in October 2022, in a new format established by An Comunn, to support delivery of the 2023 event in Paisley. The Local Organising Group was Chaired by Angus Ferguson and attended by Provost Lorraine Cameron, Councillor John Shaw and Councillor Janis McDonald, the Director of Finance and Resources, council officers from marketing, communications and events and Childrens Services and several place partners and local Gaelic supporters. The Group were responsible specifically for the marketing and promotion of the event nationally and locally, delivery of pre-events and the Mòd Fringe, local engagement programmes – including engagement with schools, and establishing the required volunteering capacity and town readiness programme. 4. Strategic context 4.1 Gaelic Language Plan Renfrewshire Council is committed to supporting the development of Gaelic in our organisation and in our communities. The Gaelic Language Plan 2024-2029 highlights our aims for Gaelic language, culture and education over the next five years, and considers opportunities and identifies actions that will nurture and cultivate Gaelic in line with local need. The plan supports communities to celebrate and realise the benefits that embracing Gaelic presents. Doing so will help safeguard the future of Gaelic in Renfrewshire as a language that is visible, utilised, and respected. High-level aims presented within the plan were co-produced with the support of Bòrd na Gàidhlig. The high-level aims identify strategic actions, closely linked to the National Gaelic Language Plan 2018-23, and are framed around the three themes: • Increasing the use of Gaelic • Increasing the learning of Gaelic • Promoting a positive image of Gaelic Supporting delivery of the third high-level aim in particular, the marketing, communications and events service will continue to promote a positive image of Gaelic and progress the following actions incorporated in the Plan: Page 232 of 326
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• Promote handy phrases in Gaelic through Renfrewshire’s visitor website Paisley.is and on the council website. • Continue to promote and support Fèis Phàislig activity and schools' engagement programmes. • Provide a platform for Renfrewshire’s trad musicians through the council’s event programme. • Continue to support the Gaelic choir and work with Fèis Phàislig to promote Gaelic music opportunities to our young people. • Continue to incorporate opportunities to learn and use Gaelic within the council’s event programming. 4.2 Renfrewshire Council Event Strategy 2022-23 & 2024-26 Renfrewshire Council’s interim events strategy 2022/23 was produced in the context of the Covid recovery and was incorporated within Renfrewshire’s Visitor Plan, with major outdoors event brands positioned as a driver of visitor numbers and spend, especially during seasonal closures and during the refurbishment of cultural assets and venues. A new events strategy is being developed for 2024-26 informed by the ambition and strategic priorities of Scotland’s National Events Strategy 2024-2035. The marketing of visitor events has been a key component of the strategy, destination marketing and the Future Paisley programme, significantly contributing to changing the reputation of Paisley nationally and securing VisitScotland and EventScotland partnerships and funding. Hosting the Royal National Mòd 2023 in Paisley formed part of the strategy to elevate the regions’ connections to Gaelic culture through programming, co-design with local communities and local business engagement. It also delivered significant publicity for the region. 5. Event hosting and delivery 5.1 The Royal National Mòd took place in Paisley during 13-21 October 2023. The eight- day national festival was organised by An Comunn Gàidhealach, supported by Renfrewshire Council and the Local Organising Group, and featured a range of competitive disciplines, including Gaelic song, poetry, literature, drama, instrumental, Highland dancing and sport. In addition to this, the Mòd fringe events programme included activities for children and families, at venues in and around the town centre. A schools engagement programme including Mòd Academy and Stramash presented further opportunities for young people across the region to engage. 5.2 A programme of pre-engagement activity was designed and delivered over the course of twelve months in the lead up to Mòd week. A range of PR opportunities, Gaelic language events and activities were supported by Renfrewshire Council and the Local Organising Group as detailed below: Publicity • Handover of the Mòd flag to Paisley at The Massed Choirs event in Perth in October 2022. Page 233 of 326
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• Promoted Paisley’s hosting of the Mòd and benefits during World Gaelic Week in February 2023. • Highlighted Fèis Week in July 2023 run by Fèis Phàislig. • Roll out of shinty in select primary schools in Renfrewshire. Sponsorship • Category sponsorship of FilmG Gaelic Film awards 2023. • Stage sponsor of the inaugural The Reeling Festival at Rouken Glen Park in June 2023. Events • The Renfrewshire Collection Concert at the Bungalow hosted by Fèis Phàislig in summer 2023. • Hosted The Scots Language Awards 2023 at Johnstone Town Hall. • Hosted a secret gig featuring Tideline’s front man Robert Robertson at The Sneddon in September 2023. Community Engagement/Events • Gaelic conversation coffee mornings and an awareness raising ceilidh at The Wynd Centre. • Renfrewshire groups Community Circus and Fèis Phàislig participated in Seachdain na Gàidhlig (World Gaelic Week) in February 2023 to further promote the use of Gaelic in our communities. Town Readiness As part of the Local Organising Group, council officers worked closely with Paisley First to engage with local businesses in preparation for Town Centre readiness; this included a Paisley First Open Event for local businesses, popular Gaelic phrases and language training, the provision of welcome packs and promotional information including a food and drink map, bunting, Gaelic welcome signs and coffee stencils. Three local businesses also stocked the Mòd merchandise. 5.3 Mòd Fringe programme and flagship events 5.31 Mòd Phàislig got underway with the Cuirm-Fosglaidh a' Mhòid 2023 (Mòd 2023 Opening Concert) at Paisley Town Hall on Friday 13th October, featuring contemporary folk act, Breabach. Other signature Fringe events included a concert celebrating the publication of The Francis Tolmie Collection, and a sold-out, closing concert with folk-electronica band Niteworks playing their only Scottish indoor venue gig of the year in the newly refurbished Paisley Town Hall. 5.32 Ar Cànan ‘s Ar Ceòl (Our Language Our Music) showcased young talent from Renfrewshire and beyond. Celtic Praise and Gaelic Church Service took place at Paisley Abbey. While other flagship events included Battle of the Bands, Literature Prize Giving, Book Launch events, The Silver Pendant Final, the Mòd Drama Final, Gold Medal Final, Combined Rural Choirs’ Competition, Page 234 of 326
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Traditional Gold Medal Final, Highland Art Exhibition & Prize Giving, Combined Area Choirs and the Massed Choirs closing event. 5.33 For the first time ever, the Mòd hosted its very own Festival Club in Paisley at the Sneddon Bar offering a variety of pop-up live music sessions programmed by the Bungalow in conjunction with the Local Organising Group. Bars around the town centre were programmed with live music as part of the festival’s ‘Late & Live’ programme, including the Old Swan, The Keg and the Bungalow featuring 8 gigs across the festival week with lots of the festival’s favourite top name musicians such as Valtos and Project Smok and local musicians such as Evelyn Laurie. 5.34 A full programme of children’s events included a Gaelic Kids’ Clubs across Renfrewshire in partnership with Erskine Arts, Lochwinnoch Arts Festival, the Tannahill Centre, and delivered in partnership with Fèis Phàislig. 20 Gaelic Kids Club sessions were delivered (10 session in Paisley, 10 elsewhere in Renfrewshire) with 182 participants. A further Gaelic Session was delivered with Gateway Intensive Support Service young individuals and another with individuals from Disability Resource Centre in the lead up to the Mòd. 5 Gaelic Bookbug sessions were delivered in partnership with Renfrewshire Libraries and Fèis Phàislig in Linwood, Glenburn, Foxbar, Ralston & Johnstone. A series of Family Ceilidhs also took place, including a multi-cultural ceilidh in the Tannahill Centre hosted by the School of African Cultures and Fèis Phàislig. 5.35 There was also an opportunity to connect with Gaelic outside with a Gaelic Nature Walk at Paisley’s Fountain Gardens led by Alasdair Whyte and developed in partnership with community development organisation STAR Project. 5.36 Mòd Sporting Saturday was supported by OneRen Active Schools and the Camanachd Association and saw a selection of youth teams from across Central Scotland play alongside the main competitions for the Mòd Football Cup and Men’s and Women’s Shinty Cups at KGV Playing Fields in Renfrew. As part of legacy planning, OneRen purchased training kit to teach shinty to children in local schools to increase participation in the sport and were gifted a full-size set of shinty goals for future use. 5.4 Schools engagement As part of the strategy for Mòd Phàislig, it was important to engage our learning communities to raise awareness and understanding of the Mòd and its cultural contribution to life in Scotland. There were two strands to the programme. The first, Stramash featured a series of workshops delivered by our third sector partner, Fèis Phàislig funded by Renfrewshire Council. 45 schools and around 11,000 young people participated in workshops across April and May 2023. Pupils got a ‘taste’ of the Mòd experience and what to expect in October with the aim of inspiring young people to engage with the wider programme at the Mòd. Workshops centred around Gaelic music, theatre/drama and cultural heritage. All schools had the opportunity to hear live Page 235 of 326
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traditional music, learn some Gaelic, ask questions to the team of professional musicians. Importantly, the workshops were able to raise awareness of the Mòd and signpost to other opportunities for young people to engage with traditional music and Gaelic Culture. The second input was Acadamaidh a Mhòid – Mòd Academy – a partnership between Renfrewshire Council and An Comunn Gàidhealach, delivered by Fèisean nan Gàidheal and funded by Bòrd na Gàidhlig and Scottish Government. All schools were given the opportunity to register interest and 16 schools participated in the programme, including the Gaelic medium department Sgoil an Iar at West Primary. The programme began in May 2023, with five tutors visiting each of the 16 primary schools every week over a six-week period. 8 schools took part in Phase 2 of the programme from August 2023. Feedback from schools highlighted that although pupils found the prescribed works for the Mòd to be challenging, learners responded positively to the vibrant nature of the workshops and the wider resources used. The children enjoyed singing in Gaelic and celebrating Scottish culture. Most children enjoyed learning the fast and upbeat Gaelic songs that had actions. Both Stramash and Mòd Academy were delivered by practitioners who were fluent in the Gaelic language. Whenever possible, tutors delivered the session in Gaelic, with only general introductions and occasional prompts involving the use of English. Stramash reached around 11,000 learners across their 45 workshops, while Mòd Academy impacted 979 young people across 300 sessions. Both programmes have received positive feedback from schools, and the council’s music service have confirmed it is the intention to embed Gaelic Medium expressive arts within the annual programme to schools. 5.5 Competitions There were over 200 competitions throughout the event, ranging from traditional instruments like accordion, fiddle, and piping, to solo Gaelic singing, storytelling, poetry, sport, and choir competitions, which the first half of the week dedicated to children’s competitions. The week attracted fluent and learner Gaelic speakers, with a host of other interested attendees. Competitions involved more than 1,600 competitors, watched by friends and family, with almost 400 day-tickets sold, and took place at multiple venues across Paisley including at Re:Hope Church, The Wynd Centre, Paisley Town Hall, The Methodist Central Hall and Paisley North Church. 5.6 Volunteers A key component of the delivery model is the provision of local volunteers to support attendees and support event management at each of the competition venues. A target of 40 volunteers was set, based on the previous volunteer numbers at Mòd events. In total 85 people registered to volunteer at the Mòd 2023, who were supported with training in advance, and a total of 68 local people undertook volunteering during the Mòd week (excluding lead volunteers provided by the An Comunn Gàidhealach office). 1623 local volunteering hours were generated over the Mòd week. Page 236 of 326
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Volunteering roles varied from Mòd merchandise volunteers, to meet and greet volunteers, assisting and providing information to the public, competitors and audiences, checking and selling tickets and wristbands, and overseeing smooth running of the competitions. 80% of volunteers agreed they would volunteer again with Renfrewshire Council events team and/or Royal National Mòd, with 20% responding maybe. Over 90% of volunteers agreed their time was well spent volunteering at the Royal National Mòd: “I enjoyed the Mòd experience and met incredibly talented people. Friendly and welcoming.” (Mòd Volunteer, 2023) 5.7 Marketing and communications support A Scotland-wide marketing and PR campaign was delivered to encourage attendance at Mòd Phàislig and Mòd Fringe events from regular attendees, visitors and local people. In partnership with An Comunn, officers showcased the programme of events taking place across the town centre for the duration of the festival. The plan included regular PR content, paid-for advertising promoting the Mòd in the Scottish Highland and Grampians and Scottish Islands, out-of-home advertising in Glasgow and Renfrewshire including bus rears, large poster sites, digital advertising activity and social media. Our social media activity included paid-for and organic content across council, partner and Paisley.is channels targeted to reach regular Mòd attendees and inspire local people to come and experience a celebration of Gaelic culture. The team also designed and produced a range of marketing materials including the event programme, visitor handbook, digital newsletters, partner toolkits and Mòd merchandise. All marketing materials were dual language. See Appendix 1 – Mòd 2023 Marketing Campaign for further information. 5.8 The table below provides members with an update on the delivery of the combined programme: Programme Strand Attendees / participants Highlights Mòd Fringe Programme including Flagship events (20k Council investment) • Attendees: 7,630 • Participants: 760 • Programme of 56 events and activities held across 26 local venues. • 25 local (17) and national (8) cultural delivery partners. • Local businesses directly engaged (music prog. / merchandise / catering): 15 • Community groups directly engaged: 12 • Local Performers: 88 *NB: Total number of performers: 221 (not including performers involved in Flagship competition events, which is captured under competitors fig.) Re-furbished Paisley Town Hall inaugural festival: • Civic Reception & Opening Concert feat. Braebach attracted more than 500 attendees. Page 237 of 326
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• Closing Concert feat. Niteworks sold out with more than 1,000 attendees. • BBC Alba Broadcast coverage across the 9 days. Families and inclusion: • 20 Gaelic Kids’ Club (4-12years) sessions delivered (10 in Paisley, 10 across Renfrewshire) with 182 participants. • 5 Gaelic Bookbug sessions delivered across Renfrewshire in partnership with Renfrewshire Libraries. • Mòd Sporting Saturday (supported by OneRen Active Schools and the Camanachd Association) saw a selection of youth teams from across Central Scotland play alongside the main competitions for the Mòd Football Cup and Mòd Men’s and Women’s Shinty Cups. • Gaelic sessions delivered to young individuals from Gateway Intensive Support Service and Disability Resource Centre. • Series of themed Family Ceilidhs delivered, with 452 attendees, including a multi-cultural ceilidh in the Tannahill Centre hosted by the School of African Cultures and Fèis Phàislig. • Gaelic Nature Walk co-designed with STAR project participants for Fountain Gardens. • Inclusive Gaelic / BSL workshop and performance delivered. Around town offer: • 21 music gigs delivered as part of Mòd Festival Club (13) and Late & live (8) programmed across 5 local bars to around 1,300 attendees. Schools’ engagement (£13,292 Council investment) • Approx. 12,000 pupils / participants • 45 schools and around 11,000 young people participated in workshops across April and May 2023 as part of Stramash. • Mòd Academy impacted 979 young people across 300 sessions (16 schools in phase 1, 8 schools in phase 2). Competitions • Attendees: 382 (based on day tickets sold) + friends & • More than 200 competitions throughout the event including traditional instruments such as accordion, fiddle, and piping and solo Gaelic singing, storytelling, poetry, sport, and choir competitions. Page 238 of 326
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family of competitors • Participants (competitors) : 1,600 Volunteers • 68 • 68 individuals volunteered over the Mòd week, this number excludes lead volunteers provided by the An Comunn Gàidhealach office. • Total volunteering hours over the Mòd week were just over 1623 hours. 6. Event impacts and key findings 6.1 Economic impact • There were an estimated 8,410 in person attendees at the Mòd in Paisley, excluding an estimated 1,509 children. The Independent evaluation survey sampling frame size was 6,901 visitors. • Almost all Mòd participants were residents in Scotland, mainly in the Highlands, Paisley, City of Glasgow, Renfrewshire, Argyll & Bute, Western Isles, and the City of Edinburgh • 62% of all accommodation has taken place in Paisley and Renfrewshire. 34% of accommodation expenditure took place in the City of Glasgow and 4% elsewhere in Scotland. • 84% of expenditure was additional to Scotland and 98% additional to Paisley and Renfrewshire • Overall, the Mòd generated around £1.6m of direct visitor expenditure in Paisley during the event. • There was an estimated £136,000 of direct expenditure from pre and post Mòd staying visitors and organiser spend. Including pre and post stays and organiser spend, the Mòd has generated around £2.3m direct expenditure in total. • Expenditure at the Mòd supported around 21FTE jobs through total direct expenditure after taxation. • The Mòd created Return on Investment for Renfrewshire Council of 11:1 and of 14:1 for Bord na Gàidhlig. • A high proportion of respondents have visited the Mòd in recent years and are likely to be regular visitors (69% of attendees surveyed attended Perth 2022 / 67% Glasgow 2019). • 95% said the Mòd was their only or their main reason to visit Paisley. • There was a significant reduction in the percentage staying away from home – (66% staying away one or more nights / 34% on day trip home) by comparison to Perth in 2022 (83%/17%). This had an impact on the economic impact of the 2023 Mòd. The reduction in staying visitors is due to: o The proximity of Paisley to Glasgow with its high numbers of Gaelic speakers o The ability of that group to travel to Paisley on a day trip. Page 239 of 326
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o By comparison to other venues such as Perth or Inverness where an overnight stay is required for almost all participants o Consequently, the main element of visitor expenditure – accommodation - is reduced in Paisley by comparison to other venues. 6.2 Impact on Gaelic language & culture % Attendees surveyed that agree or strongly agree that attending the Mòd has: • Increased my aspirations to improve my Gaelic language skills - 64% • Inspired me to attend cultural events or activities more frequently than I normally do - 62% • Increased my awareness of Gaelic Arts - 56% • Increased my understanding of Gaelic Arts - 50% • Increased my confidence in use of Gaelic in conversation - 40% • Encouraged me to use Gaelic more often - 61% • Enhanced my Gaelic skills - 51% • Led me to believe more strongly that Gaelic is important to Scotland - 75% 6.3 Social impact • 61% agreed that participation in The Mòd was beneficial to mental health. • 67% agreed that participation in the Mòd encouraged social engagement. • 72% agreed that the Mòd was a great way to meet friends again. 6.4 Marketing & communications reach Hosting the Mòd generated significant coverage for Renfrewshire, Paisley and the Council: • Marketing activities including an extensive media buy in Highlands and Islands, Glasgow City Region and Renfrewshire generated 5,092,914 opportunities to see and hear (OTSH). • Press and PR activities generated coverage in regional and national titles and generated 49,449,988 OTSH. • Social media activity engaged with over 55,000 Facebook users and over 7,000 Instagram users. • A dedicated event website available at www.Mòdphaislig.com from Feb 2023-Oct 2023 had 8,310 page views, with a further 11,940 page views of event-related content at www.paisley.is in same time period. The full event evaluation report can be found at Appendix 2 - Glamis Consultancy, Independent Evaluation Report, commissioned by An Comunn Gàidhealach Implications of the Report 1. Financial – none 2. HR & Organisational Development – none Page 240 of 326
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3. Community/Council Planning – Council Plan PLACE - working together to enhance wellbeing across communities - positioning Renfrewshire as a destination of choice, through visitor and investor marketing and major events, building on our cultural infrastructure investment and the opportunities this will bring to Renfrewshire. 4. Legal – none 5. Property/Assets – none 6. Information Technology – none 7. Equality & Human Rights – none 8. Health & Safety – none 9. Procurement – none 10. Risk – none 11. Privacy Impact – none 12. Cosla Policy Position –not applicable Author: Louisa Mahon, Head of Marketing and Communications, T: 0141 618 7546 E: louisa.mahon@renfrewshire.gov.uk Page 241 of 326
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Aims & objectives • Promote Paisley’s hosting of The Royal National Mòd and enhance its reputation as an events and visitor destination • Encourage attendance at Mòd Phàislig and Mòd Fringe events from visitors and locals • Provide a high-quality visitor experience with high visitor satisfaction, positive word- of-mouth and propensity to visit Paisley again Target audiences Targeting the existing Mòd audience encouraging to visit and enjoy Paisley in 2023 Target a potential local and regional (up to 1 hour travel time) audience who may enjoy Mòd and Mòd fringe events Page 243 of 326
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Key activities • Design and production - Mòd Phàislig programme • Design and production of signage and dressing • Merchandise - Design, production and management of pre-sales • Digital activity • Website management • Social media - organic and paid-for • Newsletters • Media buy – portion of Renfrewshire Council's annual events promotion media buy • Toolkit – images, artwork, copy, key messages – for all event partners and suppliers • Media and PR activity • Selling our place - things to see and do in Paisley and Renfrewshire • Visitor information and welcome materials Page 244 of 326
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Digital approach www.modphaislig.org Dedicated event website www.paisley.is/modphaislig Renfrewshire Council’s destination marketing website. Mòd Phàislig 2023 information linked to main menu and homepage www.renfrewshire.gov.uk Renfrewshire Council activities to promote Gaelic culture Partner activity - URLs, partner copy, images & key messages to feature on partner websites Page 245 of 326
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PR milestones Promote Paisley's hosting of the Mòd with a calendar of proactive media activity Worked collaboratively with An Commun and Innes and Campbell to support and provide comment on key event activity and communications: • 27 January – World Gaelic Week Funding announcement • 19 February – World Gaelic Week • 18 July –FèisWeek activity • 21 September – 10 things to see and do and the Mòd • 28 September – Local Venues Late and Live programme • 30 September – 2 weeks to go to the Mòd • Early October – Launch of shinty in schools • 9 October – Start of event • 23 October – Post-event comms • Early 2024 - Economic impact comms Page 246 of 326
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Additional PR activity • Prepared a Mòd Phàislig 2023 media pack – to include core scripts, briefs, Q&A, banked quotes from key spokespeople, Gaelic credentials, visitor offer info etc • Created a MarComms handbook for the event which includes; key contacts, information on suitable outdoor broadcast locations, accessibility etc • Innes & Campbell (AC Communications agency) – covered support in the media centre for the duration of Mòd Phàislig • Key spokespeople provided for interview during the event to ensure Renfrewshire Council messaging was delivered Page 247 of 326
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Media buy forMòdPhàislig2023 Media buy (Republic of Media) • Regional newspaper package with MediaForce – 15x3 advert placements in Scottish Highland & Grampians and Scottish Islands titles / MPUs and digital billboards for online presence, linking to modphaislig.com. 21 August – 30 September. • Bus rears (x21), bus interiors (x246), 4 sheets PGS and Central (x5) and D6s (x8). 2 October – 22 October. Page 248 of 326
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Additional paid-for marketing activity forMòdPhàislig2023 Media buy-£14,400 Topupmedia spend=£3,991 TheList • Fullpage advert / 20K MPUs and 20Kleaderboards / Social post / Newsletter inline ad. Oct 2023. What’sOnNetwork • Fullnetwork digita ad (MPU) from 11 September FOCMedia • Bespoke distribution of posters and flyers across Renfrewshire from 11September. ThePosterAssociates • 20 x 4 sheet poster sites in Glasgow City Centre x 4 weeks coverage from 11September Page 249 of 326
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Social media approach • Royal National Mòd - An Commun's channel • Renfrewshire Council – was the lead on need-to know for local residents and education in Gaelic medium across Renfrewshire • Paisley.is channel - lead on event information, raising awareness, ticket promotion and visitor information • Provost channel – content on Mòdfrom Provost • Future Paisley channel - lead on the social impact of hosting the Mòd, opportunities for community engagement, and anything Future Paisley-funded • Network of community partners (Paisley First, Fèis Phàislig, OneRen) and event-specific partners and supporters provided with social media assets Page 250 of 326
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Social media –organic content Some examples of the organic content that was created • Quick guides – Mòd competitions, shinty, programme • My Mòd – Meet the Pipers, Feis harpist & others • 10 things you didn’t know about the Mòd • Practical information – travel • 5 things not to miss • Mòd handy phrases • Mòd highlights – fringe programme • Welcome to Paisley and Renfrewshire • Mòd – Spend local spotlight • Daily what’s on • Venue guide • Photo galleries • 5 things not to miss Page 251 of 326
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Social media –paid-for approach • Prospecting campaigns on Facebook and Instagram delivered from 21 July – 18 September • 2180 landing page views, 54k accounts reach and 166k impressions delivered • £0.23 cost per result • Remarketing campaignacross Facebook & Instagram until13 October • Focused on driving traffic to Mòd Phàislig and pushing ticket sales to 5 ticketed events: • Battle of the Bands • Our Language Our Music • Frances Tolmie Collection • Breabach • Welcome to BSL by Evie Waddell • £700 in total Page 252 of 326
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Signage • Lamp post banners – Paisley town centre • Venue dressing – exterior flags, pull up banners, digital signage, larger banner displays, pavement stencils, banners • Branding assets – BBC and partners • Business engagement – bunting, open/closed signs, toilet signs, coffee stencils. Awaiting costs from supplier for LOG consideration. Page 253 of 326
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Additional activity • Programme distribution • Paisley venues and Glasgow • Paisley First – Food and Drink map • Paisley.is – visitor handbook • Distributed to all accommodation providers • Venues • Local hospitality • Newsletter content • Paisley Town Centre • Schools and Nurseries • What’s On – October • Elected members • AC newsletters • Mòdmerchandise • Pre-sales closed • Available during the week at Methodist • Key competitor information • Email to competitors – getting here, travelinformation, useful links – Food and Drink map,What’s On, merchandise etc • Partner activity - Paisley First,OneRenand GlasgowCity Region • Paisley First –Business engagement Page 254 of 326
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Evaluation • Marketing & media buy • outdoor impacts • print circulation • clicks to website • digital impressions • Rail 4 sheets – Regional stations; Print – Herald Mag, Daily Record, Glasgow Times; Digital – InVibes, Herald/Evening Times • Press & PR OTSH 49,449,998 • Social media (Paisley.is and Renfrewshire Council support) Paisley.is lead • Reach: 195,447 • Engagement: 8,519 • Renfrewshire Council support Reach: • Engagement: • Websitepageviews www.paisley.is - 7,726 • www.modphaislig.com- 8,310 • Total – 16,036 Page 255 of 326
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1 HOSPITALFIELD HOUSE – REVIEW OF TRADING REVENUE ADMIN@THEGLAMISCONSULTANCY.COM Page 256 of 326
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2 AM MÒD NÀISEANTA RÌOGHAIL 2023, PÀISLIG - MEASADH CONTENTS Executive Summary 3 1 Introduction 5 2 Terms of Reference 5 3 Methodology 5 4 Participant Profile 7 5 “In Person” Visitors to Paisley 12 6 Economic Impact Assessment 19 7 Evaluation of the Online Programme 31 8 Impact on Gaelic Cultural Engagement 33 9 Overall Conclusions 37 Page 257 of 326
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3 AM MÒD NÀISEANTA RÌOGHAIL 2023, PÀISLIG - MEASADH Executive Summary 1. Introduction On behalf of An Comunn Gaidhealach (An Comunn), The Glamis Consultancy Ltd has undertaken an evaluation of the 2023 Royal National Mòd held in Paisley at a range of venues and via the online programme of competitions and events (hereinafter referred to as the “online programme”) The main findings are as follows: 1. The 2023 Royal National Mòd has had a strong beneficial impact on Gaelic culture and arts and has created significant economic benefit for Paisley and the Renfrewshire area. 2. There were an estimated 8,910 “in person” attendees at the Mòd in Paisley excluding an estimated 1,509 children. 3. The sampling frame size was 6,901 visitors 4. Almost all Mòd participants were residents in Scotland, mainly in the Highlands, Paisley, City of Glasgow, Renfrewshire, Argyll & Bute, Western Isles, and the City of Edinburgh. 5. Around 95% of Mòd participants visited Paisley as their sole way of taking part in the Mòd. 6. 4% of respondents visited the Mòd both in person and via the online programme. 7. None of the Mòd audience members participated via the online programme only. 8. There was a lower proportion of all visitors staying overnight by comparison with the previous event in Perth in 2022 2. Economic Impact from Staying Visitors An estimate of the economic impact was undertaken based on visitors attending the 2023 Royal National Mòd in Paisley in person. 1. There was a 12% increase in participant numbers by comparison with Perth in 2022. 2. The estimated total direct expenditure from attendees at the Royal National Mòd was around £1.7m 3. A further £136k was spent by visitors staying in Paisley prior to and following the Mòd. 4. There was an estimated £1.7m of direct expenditure from Mòd visitors including those who stayed before and following the event. 5. There was an estimated £557k of organiser expenditure. 6. Estimated total direct expenditure was around £2.3m including pre/post visits and organiser spend. 7. 62% of all accommodation has taken place in Paisley and Renfrewshire 8. 34% of accommodation expenditure took place in the City of Glasgow and 4% elsewhere in Scotland. 9. 84% of expenditure was additional to Scotland and 98% additional to Paisley and Renfrewshire Page 258 of 326
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4 AM MÒD NÀISEANTA RÌOGHAIL 2023, PÀISLIG - MEASADH 10. The multiplier impact of the Royal National Mòd means that the Direct and Type I expenditure generated by the Mòd was £1.65m after taking taxation impact into account. 11. This expenditure supported around 27 FTE jobs after Type I multiplier impact is considered. 12. The Mòd created Return on Investment for Renfrewshire Council of 11:1 and of 14:1 for Bord na Gàidhlig. 13. Based on additional value created by the Mòd for Scotland, the RoI for Event Scotland is estimated to be 73:1 14. The Mòd created £390k of potential future visitor spend from returning visitors to Paisley. 4. Impact of The Online programme An Comunn continued to offer an “online programme” In 2023. The findings in relation to the online programme were as follows: 1. Usage was significantly lower than in 2022 - no respondents used the online programme solely whilst 4% used the online programme and also attended in person. 2. 6% of online programme users participated as performers – fewer than 1% of all performers. 3. The online programme was positively regarded by users. 4. 65% of online programme users indicated that they would have participated in the Mòd if they had not done so via the online programme. 5. The online programme, whilst still of limited use, did not fulfil the same importance as a performance route as it did in previous years. 6. If there had been no online programme, 44% of online participants would not have taken part in the Mòd at all whilst 56% would have competed in Paisley. 7. Whilst the actual number of users of the online programme is now very small, it still plays an important role for those Mòd participants who made use of it. 5. Cultural Impact of the 2023 Mòd The 2023 Royal National Mòd in Paisley has had the following overall impacts: 1. Participant numbers increased by 12% compared with 2022 2. There are high levels of visitor satisfaction overall with both the Mòd itself and Paisley. 3. The Mòd continues to have a highly positive cultural impact. It has: Stimulated interest in Gaelic language, arts, and culture Had a positive impact on mental health. Stimulated a high level of demand to attend Oban in 2024 Created a high level of recommendation. 4. An Comunn were highly regarded by participants for their efforts. Page 259 of 326
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5 AM MÒD NÀISEANTA RÌOGHAIL 2023, PÀISLIG - MEASADH 1. Introduction In August 2023, The Glamis Consultancy was commissioned by An Comunn Gàidhealach (The Highland Association – An Comunn) to undertake a social, cultural, and economic evaluation of The Royal National Mòd (hereafter referred to as the Mòd) which was held in Paisley and via an online programme in October 2023. The Royal National Mòd is the biggest Gaelic cultural festival staged in Scotland with a history dating back to 1892. The Mòd has a varied and broad schedule of events which includes dancing, music, sport, literature, and drama. The main Mòd events run concurrently with the Mòd Fringe, a programme of non-competitive events covering main Gaelic artforms. The main aims of An Comunn are to support and develop all aspects of the Gaelic language, culture, history, and heritage at local, national, and international levels. As a result, the Mòd forms a central component of their ongoing efforts. 2023 once again witnessed a full-scale Mòd event. Nevertheless, aspects of the online programme were retained for 2023. An assessment of the impact of the Mòd is set out in the remainder of this report. 2. Terms of Reference The study terms of reference reflected those for previous Mòd events namely, to undertake an evaluation of the 2023 Royal National Mòd held in Paisley from Friday October 8th to Saturday October 16th, 2023, together with assessment of the impact of the Online programme. 3. Methodology In 2023 the evaluation methodology successfully employed an online survey. 3.1. Advantages of an Online Survey Approach There are many reasons why an online survey approach was preferred for 2023. These are: It is retrospective - respondents have already attended the Mòd so they can reflect upon their entire experience rather than having to estimate halfway through their visit as would be required in a face-to-face survey at the Mòd. More detailed questions are possible because the survey completion time can be longer. They can respond in their own time from the comfort of their own home. It was possible to include users of the online programme – a face to face survey at the Mòd would have missed those who took part only via the online programme. It was anticipated that with the “in person” attendance likely to be higher than in previous years, a representative response would again be achievable. Page 260 of 326
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6 AM MÒD NÀISEANTA RÌOGHAIL 2023, PÀISLIG - MEASADH The sampling frame is made up of: Mòd visitors who have left their contact details with An Comunn through online booking and other captured data. Those who made ticket purchases at the Paisley venues i.e. mainly “walk up” spectators who visit the Mòd without preplanning. Media, sponsors and other supporters for whom An Comunn holds contact details. 3.2. Achieving a Representative Sample By again using an online survey, it was hoped that the following representative sample could be achieved: 99% confidence level 10% margin of error Audience analysis from An Comunn indicated that the total audience size was estimated to be 8,910 of whom 500 were duplicates and 1,509 were children. The deduplicated sampling frame was 8,410 which was comprised of an estimated 6,901 unique participants. Invitations to participate were distributed via an email composed by The Glamis Consultancy and distributed to contacts via An Comunn with reminder emails sent and a prize draw incentive included within the survey. To achieve the anticipated levels of confidence required 170 responses. The survey achieved 317 responses which represents: 99% confidence level 7% margin of error This response level means that the survey data gathered was representative of the totality of the Mòd audience and exceeded the target margin of error. _________________________________________________________________________ Page 261 of 326
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7 AM MÒD NÀISEANTA RÌOGHAIL 2023, PÀISLIG - MEASADH 4. Participant Profile In this section the profile of the Mòd audience was analysed. 4.1. Age Profile The average number of people in each age group attending the Mòd in Paisley in person is shown in Table 4.1. TABLE 4.1. AGE GROUP PROFILE Age Range Average Number of People 55 – 64 years 5.0 65 – 74 years 4.4 45 – 54 years 4.2 35 – 44 years 4.2 27 – 34 years 4.1 18 – 26 years 3.3 8 – 17 years 2.6 75+ years 2.4 Aged 7 or under 1.1 Table 4.1 shows that, as in previous years, the age profile of the Mòd is balanced mainly towards adults in the over 27-year-old categories. 4.2. Country of Residence The main country of residence was predominantly Scotland (Table 4.2). TABLE 4.2 COUNTRY OF RESIDENCE Scotland 98% Other 2% The “other” countries specified were all “United Kingdom” for reasons unclear given that all choices were those countries which comprise the United Kingdom. Nevertheless, around 95% - 98% of all respondents are resident in Scotland. 4.3. Place of Residence in Scotland The usual place of residence of those participants in Scotland is shown in Table 4.3. Page 262 of 326
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8 AM MÒD NÀISEANTA RÌOGHAIL 2023, PÀISLIG - MEASADH TABLE 4.3 PLACE OF RESIDENCE IN SCOTLAND Highland 16% Glasgow City 12% Argyll & Bute 12% Eilean Siar 11% Renfrewshire 11% Edinburgh City 8% East Dunbartonshire 3% Perth & Kinross 3% North Lanarkshire 3% Fife 2% North Ayrshire 2% Stirling 2% Aberdeenshire 2% Dundee City 2% East Renfrewshire 1% Midlothian 1% South Lanarkshire 1% Aberdeen City 1% Angus 1% East Ayrshire 1% Falkirk 1% Inverclyde 1% Moray 1% West Dunbartonshire 1% Most respondents are resident in areas with highest Gaelic speaking populations or more rural areas where the Gaelic language and culture are strongest. The exception is Renfrewshire which is the host community where only 1% of participants resided in 2022. 4.4. Gender Respondents were invited to indicate their gender (Table 4.4). TABLE 4.4 GENDER OF RESPONDENTS Female 71% Male 27% Prefer not to say 2% Other 1% Page 263 of 326
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9 AM MÒD NÀISEANTA RÌOGHAIL 2023, PÀISLIG - MEASADH 4.5. Gaelic Language Skills Respondents were invited to indicate what they thought of their own level of Gaelic language skills (Table 4.5). TABLE 4.5 GAELIC LANGUAGE SKILLS Some / limited knowledge of the Gaelic language 38% Fluent Gaelic speaker 26% Learner 23% Don’t speak Gaelic 10% Enthusiast / Novice 3% Table 4.5 indicates that most participants are in the “non fluent” wider category but 64% are fluent or have some knowledge of Gaelic. Most participants are in the “non fluent” wider category with around a quarter being learners or enthusiasts. 4.6. Attendance at Previous Mòd Respondents were asked to indicate which, if any, Mòd events they had attended in the past (Table 4.6). TABLE 4.6 PREVIOUS MÒD ATTENDANCE Perth 2022 69% Glasgow 2019 67% Dunoon 2018 52% Fort William 2017 51% Oban 2015 47% Inverness 2014 42% Inverness 2021 40% Western Isles 2016 40% Paisley 2013 40% Oban 2009 38% Dunoon 2012 36% Fort William 2007 35% Western Isles 2011 33% Falkirk 2008 31% Dunoon 2006 29% Caithness 2010 28% Western Isles 2005 28% None 15% As in previous years, a high proportion of respondents have visited the Mòd in recent years and are likely to be regular visitors. Page 264 of 326
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10 AM MÒD NÀISEANTA RÌOGHAIL 2023, PÀISLIG - MEASADH 4.7. Performance at Previous Mòds All respondents were asked if they had competed at previous Mòds (Table 4.7) TABLE 4.7 COMPETED AT PREVIOUS MÒDS Yes 67% No 33% Over two thirds of respondents indicated that they had competed at previous Mòds. 4.8. Finding Out About the Mòd Respondents were asked how they found out about the Mòd (Table 4.8). TABLE 4.8 HOW PARTICIPANTS FOUND OUT ABOUT THE MOD I had always known about the Royal National Mòd 61% Previous visit to the Royal National Mòd 46% Mòd competition online programme 35% Social media 35% Word of mouth 28% Website 27% Mòd competition printed programme 25% Mòd fringe online programme 17% Other (please specify) 15% Mòd fringe printed programme 11% TV coverage/advertising 10% Radio coverage/advertising 9% Social media advertising 8% Newspaper / magazine coverage / advertising 6% Education Experience/Opportunity 3% An Comunn Twitter Account 3% Information at accommodation or attraction 1% I was passing by 1% Visitor Information Centre 0% Unsurprisingly given the level of previous visits, most respondents have always known about the Mòd. Amongst those who said that their main source of information was a website, the most popular website was the An Comunn website with 68% using it as their main way of finding out about the Mòd (Table 4.9). Page 265 of 326
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11 AM MÒD NÀISEANTA RÌOGHAIL 2023, PÀISLIG - MEASADH TABLE 4.9 WEBSITES USED An Comunn website (www.ancomunn.co.uk) 68% Paisley Local Committee Website (www.modphaislig.com) 17% Paisley.is 8% Other (please specify) 6% VisitScotland.com 0% By comparison to 2022 use of the local committee website increased by 15% whilst use of the An Comunn website decreased by 15%. Use of Paisley.is represented a 3% increase over the comparator local authority website in 2022. 4.9. In Person or Online Visitors Respondents were also asked about ways in which they participated in the Mòd (Table 4.10). TABLE 4.10 PARTICIPATION AT THE MÒD IN PAISLEY In person at a specific Paisley Mòd venue 95% Both in person and via the online competitions 4% Via the online competitions only 0% Most respondents indicated that they had participated through attendance in person in Paisley only, whilst 4% indicated that they had also used the online programme in addition to visiting Paisley in person. No respondents indicated that they participated via the online programme only. 4.10. Further Analysis These responses were then used as the basis of further detailed analysis. In subsequent sections the following have been assessed: Opinions of those who visited Paisley. The economic impact of those who visited Paisley. The opinions of participants using the online programme For subsequent analysis, the total audience was disaggregated into two broad categories: “In Person” visitors to the Mòd in Paisley (including some who may also have used the online programme) Participants who used the online programme to participate in the Mòd. _________________________________________________________ Page 266 of 326
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12 AM MÒD NÀISEANTA RÌOGHAIL 2023, PÀISLIG - MEASADH 5. “In Person” Visitors to Paisley Overall, 99% of respondents indicated that they had visited Paisley at some point during the Mòd either as a staying or non-staying visitor. 5.1. Reason to Visit Paisley For a very high number of respondents, the Mòd was their only or their main reason to visit Paisley (Table 5.1). TABLE 5.1 REASONS TO VISIT PAISLEY The Mòd was my only reason for the visit 85% The Mòd was the main reason for the visit 10% The Mòd was one of a number of reasons for the visit 4% The Mòd had no influence on the decision to visit 2% 5.2. Main Reason for Attending the Mòd Taking part in competitions or performing were the main reasons for attending the Mòd. By comparison to previous years, friends and family, spectators and other groups have increased following the ending of Covid-19 restrictions. (Table 5.2). TABLE 5.2 MAIN REASON TO ATTEND THE MÒD Competitor 51% Friend or Family of Competitor 21% Spectator 11% Other (please specify) 6% Volunteer 5% Organiser 3% Performer/Artiste 2% Delegate 1% Media representative 0% Sponsor / VIP 0% 5.3. Days in Attendance Respondents were asked which days they attended the Mòd in person (Table 5.3). Page 267 of 326
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13 AM MÒD NÀISEANTA RÌOGHAIL 2023, PÀISLIG - MEASADH TABLE 5.3 DAYS ATTENDED Friday 13th October 16% Saturday 14th October 21% Sunday 15th October 10% Monday 16th October 27% Tuesday 17th October 38% Wednesday 18th October 41% Thursday 19th October 54% Friday 20th October 62% Saturday 21st October 37% The days with the highest attendance were Thursday and Friday, 19th and 20th October with Friday 20th October being the day of highest overall attendance. 5.4. Main Method of Buying Tickets Respondents were asked about their main way of buying tickets for the Mòd (Table 5.4). TABLE 5.4 TICKET PURCHASES Online (in advance of the event) 37% At venue(s) during the event 37% Did not buy/book any tickets 28% Other (please specify) 5% At venue in advance of the event 4% Telephone (in advance of the event) 0% By post (in advance of the event) 0% It is clear that the advance purchase of tickets by post and telephone has reduced to zero whilst online advance sales have increased from previous years. Many respondents did not buy tickets, probably because they were part of a choir and had their tickets bought by other people. Most respondents in the 5% “other“ category indicated that they were part of a choir and so did not themselves buy tickets. This is borne out by the finding that for most competitors, they were participating as part of a choir (Table 5.5). TABLE 5.5. “OTHER” CATEGORY OF TICKET PURCHASES Choir 76% Soloist 14% Other (please specify) 7% School Group 2% Other Performing Group 1% Page 268 of 326
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14 AM MÒD NÀISEANTA RÌOGHAIL 2023, PÀISLIG - MEASADH 5.5. Staying or Non-Staying Visitor To inform the economic impact assessment it was essential to ascertain what percentage of visitors to Paisley were staying overnight or on a day trip from home (Table 5.6) TABLE 5.6 STAYING OR NON-STAYING VISITORS Perth 2022 Paisley 2023 Staying away from home for one or more nights 83% 66% On a day trip from home 17% 34% Table 5.6 shows that there was a significant reduction in the percentage staying away from home by comparison to Perth in 2022. This had an impact on the economic impact of the 2023 Mòd as will be shown in Section 6. The reduction in staying visitors is due to: The proximity of Paisley to Glasgow with its high numbers of Gaelic speakers The ability of that group to travel to Paisley on a day trip. By comparison to other venues such as Perth or Inverness where an overnight stay is required for almost all participants Consequently, the main element of visitor expenditure – accommodation - is reduced in Paisley by comparison to other venues. 5.6. Locations of Staying Visitor Nights To estimate how much leakage in accommodation spend has accrued to Paisley and Renfrewshire, it was also essential to ascertain where those staying away from home stayed (Table 5.8). TABLE 5.8 LOCATIONS OF STAYING VISITORS Elsewhere in Renfrewshire (All other PA postcodes) 46% City of Glasgow (G postcode) 34% Paisley Town Centre (PA1 postcode) 16% Elsewhere in Scotland 4% Elsewhere in UK 0% It was apparent that a high percentage of staying visitors (62%) stayed in Paisley and Renfrewshire but that 38% of staying visitor nights took place in the Glasgow area or elsewhere in Scotland. This means that 38% of accommodation expenditure has “leaked” from the Paisley and Renfrewshire area to other local authority areas. 5.7. Types of Accommodation Used Most staying visitors, (73%) used hotels, In total, 75% of respondents used serviced accommodation whilst 13% used rented accommodation including short term lets. Around 14% stayed with Friends and Relatives, a 12% increase on 2022, which may reflect strong family and friends’ networks within the Glasgow and Paisley areas (Table 5.9) Page 269 of 326
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15 AM MÒD NÀISEANTA RÌOGHAIL 2023, PÀISLIG - MEASADH TABLE 5.9 TYPES OF ACCOMMODATION USED Hotel 73% Staying with friends / relatives 14% Rented apartment / house (e.g., via Airbnb) 11% Rented apartment / house 2% Guest House 1% Other (please specify) 1% B&B 1% Hostel 0% Tent / Motorhome 0% 5.8. Average Time Spent Away from Home The average time spent away from home at the Mòd in 2023 was 3.6 nights. Non staying visitors attended the Mòd on an average of 2.89 days. 5.9. Activities Undertaken Whilst Visiting the Mòd What do Mòd visitors do during their visit? Table 5.10 gives insight into their activities. TABLE 5.10 ACTIVITIES UNDERTAKEN BY MÒD VISITORS Most days Some days Only once None Attending paid for Mòd Performances 17% 29% 34% 20% Attending free Mòd Performances 12% 19% 29% 40% Attending paid Mòd Fringe events 3% 15% 18% 64% Eating out in the Paisley area 23% 31% 32% 14% Visiting pubs and bars in the Paisley area 15% 22% 23% 41% Shopping in the Paisley area 6% 19% 26% 49% Visiting attractions and/or places of interest in the Paisley area 2% 15% 17% 65% Visiting other areas in Paisley and Renfrewshire 1% 9% 10% 79% Attending free Mòd Fringe events 3% 13% 14% 68% Attending the Mòd Festival Club 1% 5% 12% 80% Attending Late N Live sessions 1% 3% 4% 90% Unsurprisingly, visitors mainly attended Mòd events and activities and are much less likely to visit attractions or places of interest. However, around a fifth say that they did not attend paid for Mòd Performances. They regularly eat out and use the cafes, bars, and pubs although shopping is not a frequent activity. Page 270 of 326
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16 AM MÒD NÀISEANTA RÌOGHAIL 2023, PÀISLIG - MEASADH 5.10. Number of Events Participated Table 5.11 indicates that paid for Mòd events were the most popular events but that fringe events were also important. TABLE 5.11 AVERAGE NUMBER OF EVENTS PARTICIPATED IN Answer Choices Average Number Number of paid for Mòd events and/or competitions (excluding Fringe events) 3.1 Number of free Mòd events (excluding Fringe events) 1.3 Number of paid Mòd Fringe events 0.7 Number of free Mòd Fringe events 0.8 5.11. Expectations of the Mòd in 2023 How well did An Comunn and the host community do in organising the Mòd in 2023? Respondents were asked to give their views on how the Mòd had matched up to their expectations prior to their visit (Table 5.12). TABLE 5.12 EXPECTATION AND REALITY Well Above Expectations Above Expectations Matched Expectations Below Expectations Well Below Expectations Organisation of the Mòd 13% 25% 54% 6% 3% Mòd Competition Venues 18% 38% 39% 4% 1% Mòd Fringe Events 12% 19% 52% 12% 5% Information on the Mòd 10% 22% 57% 9% 2% Paisley as the Host Destination for the Mòd 18% 29% 39% 7% 7% Atmosphere of the Mòd 15% 30% 35% 13% 7% Overall, the Mòd generally matched, was above or well above the expectations of visitors who went to Paisley. As the host destination, Paisley generally exceeded expectations. This was investigated in a more detailed question about the host town. 5.12. Expectations of the 2023 Host Town Respondents were asked to give their views on how the host city of Paisley had matched up to their expectations prior to their visit (Table 5.13). Page 271 of 326
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17 AM MÒD NÀISEANTA RÌOGHAIL 2023, PÀISLIG - MEASADH TABLE 5.13 COMPARISON WITH EXPECTATIONS OF PAISLEY Well Above Expectations Above Expectations Matched Expectations Below Expectations Well Below Expectations Local shopping 1% 13% 62% 17% 6% The Wider “Town Centre” Experience in Paisley 6% 19% 49% 20% 6% Local Restaurants and Cafes 4% 33% 49% 11% 3% Local Pubs and Bars 3% 19% 59% 16% 2% Your Overnight Accommodation 8% 24% 57% 8% 4% The Buzz and Overall Ambience of Paisley 8% 21% 42% 16% 13% Visitor Attractions 6% 17% 61% 11% 5% Cleanliness 5% 25% 62% 6% 2% Overall, Paisley generally matched or exceeded expectations for most visitors to the Mòd but there were a few aspects which may have been slightly below expectations – mainly due to the lack of “buzz” which may have been expected and which may be lacking to a degree because of the general impact of various factors on the overall visitor market in 2023. 5.13. Opinions on the Mòd Fringe Although not solely organised by An Comunn, the Mòd Fringe is an integral part of the overall event experience. Respondents were asked to give their views on the 2023 Fringe by comparison to that of previous years (Table 5.14). TABLE 5.14 COMPARISON OF THE 2023 MÒD FRINGE WITH OTHERS ATTENDED IN THE PAST N / A – never been to Mòd Fringe event before 51% About the same 22% Better 11% Not as good 11% Much less good 5% Much better 2% Just over half of respondents indicated that they had not been to a Fringe. Within the roughly half who were able to compare with past events, the Fringe was regarded by 35% as being similar or much better to previous years although 16% indicated that it was less or much less good. 5.14. Future Visits to Paisley In person visitors to Paisley were asked how likely they were to visit the City of Paisley for a future leisure visit (Table 5.15). Page 272 of 326
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18 AM MÒD NÀISEANTA RÌOGHAIL 2023, PÀISLIG - MEASADH TABLE 5.15 LIKELIHOOD TO VISIT PAISLEY IN FUTURE Unlikely 31% Likely 26% Neither Likely nor unlikely 18% Highly Likely 16% Highly unlikely 9% These findings indicate that there is a 42% likelihood that Mòd participants will return to Paisley in future on a future leisure visit. However the propensity to return in future was not as marked as it was in Inverness in 2021 or Perth in 2022. _________________________________________________________________________ Page 273 of 326
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19 AM MÒD NÀISEANTA RÌOGHAIL 2023, PÀISLIG - MEASADH 6. Economic Impact Assessment 6.1. Introduction In this section of the report we undertake an assessment of economic impact, employment impact and return on investment created by the hosting of the Royal National Mòd in Paisley. The economic impact of an event has been defined as "the net economic change in a host community that results from spending attributed to a sports event or facility". 1 The key elements of economic impact are: Visitor Spend Organiser Spend Multiplier Impact This study aimed to ascertain the levels of expenditure at the Mòd and to assess the economic and employment impact of the event. The following sections set out our findings in more detail. 6.2. Analysis Base In the next three subsections we set out the baseline from which the economic impact assessment is undertaken. 6.2.1. Attendance Numbers Analysis of An Comunn figures indicated that attendance numbers increased slightly on those for Perth in 2022. Based on data from An Comunn, it is estimated that the actual attendance numbers were as follows: Total attendance 9,551 Attendance less duplications 8,410 An estimated 1,509 children There were an estimated 6,901 “In Person” attendees who have been used as the sampling frame for the economic impact analysis. 6.2.2. Online Programme Impact on Economic Impact The online programme allowed participation from home for a small number who did not wish to visit in person and therefore did not spend anything in Paisley. Those participants have not been included in estimates of the economic impact of the Mòd. 6.3. Defining the “Host Economy” The starting point for calculating the direct economic impact attributable to an event is to formally establish the geographical area i.e. the Host Economy. In this case, it is appropriate 1 “Conducting economic impact studies of recreation and parks special events” Douglas M. Turco, Craig W. Kelsey. National Recreation and Park Association, c1992. Page 274 of 326
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20 AM MÒD NÀISEANTA RÌOGHAIL 2023, PÀISLIG - MEASADH to define the “host economy” as the Royal Burgh of Paisley and, for some of the analysis, the wider Renfrewshire Council local authority area. 6.4. Direct Expenditure and Multiplier Effects Direct Economic Impact measures the ‘first round’ of spending, i.e. direct transactions between those outside the host economy and those inside the host economy – for example between a visitor and the owner of a local restaurant or accommodation establishment. Multiplier analysis can then be used to estimate the impact of the event on further levels of the economy and on employment. 6.5. Estimating Direct Expenditure Direct expenditure is the amount of money spent directly in the host economy because of staging the Royal National Mòd in Paisley. Estimating levels of direct expenditure requires information on: Number of participants Expenditure per person Average length of stay Participation and audience data was obtained from An Comunn or by incorporating appropriate questions into the survey questionnaire. Direct expenditure also accrues from organiser spend in the local area and this information has been derived from information made available from An Comunn. 6.5.1. Staying or Non-Staying Visitors A significant number of respondents were staying away from home for one or more nights (Table 6.1) TABLE 6.1. SPLIT BETWEEN STAYING AND NON-STAYING VISITS Staying away from home for one or more nights 66% On a day trip from home 34% 6.6. Length of Stay of Staying Visitors By incorporating suitable questions into the visitor survey it was estimated that the average length of stay was 3.6 nights for those staying overnight during their visit to the Mòd. 6.7. Expenditure Analysis The Scottish Tourism Multiplier Study 2 undertaken in 1992 by the Scottish Office, Scottish Enterprise and HIE identified several expenditure categories to be taken into consideration when assessing the economic impact of tourism projects and events. These categories were adopted for this study and are as follows: 2 Scottish Tourism Multiplier Study 1992, ESU Research paper No. 31 January 1993 Page 275 of 326
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21 AM MÒD NÀISEANTA RÌOGHAIL 2023, PÀISLIG - MEASADH Accommodation (Staying visitors, excluding VFR) Eating and drinking in cafes, pubs & restaurants Shopping Entertainment excluding Mòd events (including visits to attractions, events & tours) Travel & transport to and around Paisley (including parking, fares & fuel) 6.7.1. Staying Visitor Expenditure By incorporating appropriate expenditure questions in the survey and considering the average group size, it was possible to estimate the total direct expenditure for staying visitors (Table 6.2). TABLE 6.2 EXPENDITURE OF STAYING VISITORS Answer Choices Average £ Tickets for Mòd events (not including Mòd Fringe events) £23.29 Tickets for Fringe events £9.40 Accommodation £275.22 Eating and drinking in cafes, pubs & restaurants £138.28 Shopping £78.06 Entertainment excluding Mòd events (including visits to attractions, events & tours) £34.71 Travel & transport to and around Paisley (including parking, fares & fuel) £82.19 6.7.2. Non-Staying Visitor Expenditure Non staying visitors indicated that they attended for 2.89 days on average, again reflecting the nature of the Mòd as a celebration of Gaelic culture to which they returned on more than one occasion as day visitors. By incorporating appropriate expenditure questions in the survey and considering the average group size, it was possible to estimate the total direct expenditure for non-staying visitors (Table 6.3). TABLE 6.3 EXPENDITURE OF NON-STAYING VISITORS Answer Choices Average £ Tickets for Mòd events (not including Mòd Fringe events) £37.06 Tickets for Fringe events £35.58 Accommodation £0.00 Eating and drinking in cafes, pubs & restaurants £64.25 Shopping £37.32 Entertainment excluding Mòd events (including visits to attractions, events & tours) £13.33 Travel & transport to and around Paisley (including parking, fares & fuel) £20.51 Page 276 of 326
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22 AM MÒD NÀISEANTA RÌOGHAIL 2023, PÀISLIG - MEASADH 6.8. Estimating the Total Direct Expenditure of All Visitors to the Mòd By applying estimates from the survey for group size and numbers of staying and non-staying visitors, it is estimated that the direct visitor expenditure generated at the Mòd was around £758k (Table 6.4). TABLE 6.4 TOTAL DIRECT EXPENDITURE Total Direct Expenditure of Staying Visitors £1,077,572 Total Direct Expenditure of Non-Staying Visitors £523,252 Total Direct Visitor Expenditure - Non staying and Staying Visitors £1,600,824 6.9. Pre and Post Mòd Overnight Stays Responses from the survey indicated that the Mòd has generated overnight stays from visitors before and after the event itself. These are summarised in Table 6.5. TABLE 6.5 PRE AND POST MÒD STAYS IN PAISLEY Staying Before Staying After Yes 6% 4% No 94% 96% 6.9.1. Impact of Pre Mòd Stays in Paisley As a result of questions placed in the survey, it is estimated that: There were 421 visitors staying in Paisley prior to the Mòd They stayed an average of 1.33 nights. They are estimated to have generated £100k in direct expenditure prior to the Mòd. 6.9.2. Impact of Post Mòd Stays in Paisley For post Mòd visitors, the survey yielded the following estimates: There were 269 visitors staying in Paisley after the Mòd They stayed an average of 0.76 nights. They are estimated to have generated £36k in direct expenditure after the Mòd. It is estimated that there is a total of £136,142 pre and post event expenditure in Paisley (Table 6.6). Page 277 of 326
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23 AM MÒD NÀISEANTA RÌOGHAIL 2023, PÀISLIG - MEASADH TABLE 6.6 PRE- AND POST- MÒD STAY % staying pre-Mòd 6.1% Number staying pre Mòd 421 Average expenditure per visitor (average from Mod staying visitors only) £178 Nights pre Mòd 1.33 Total Expenditure pre-Mòd £99,713 % staying post Mòd 3.9% Number staying post Mòd 269 Average expenditure per visitor (average from Mod staying visitors only) £178 Nights post Mòd 0.76 Total Expenditure post Mòd £36,429 Total pre and post stay £136,142 6.10. Impact of Organiser Spend Based on data from An Comunn, the estimated organiser spend was £556,725 over the organising period including during the event days. Given that the event was staged in Paisley, it is likely that much of the expenditure accrued to suppliers in the Paisley area although the distribution of organiser expenditure has not been assessed in such detail. 6.11. Total Direct Expenditure in Paisley and area generated by the Mòd. Because it is entirely dependent upon the Mòd, all pre Mòd, post Mòd and organiser expenditure can be regarded as additional to the host area. In this section the total additional direct expenditure generated because of the Mòd taking place has been estimated by taking these expenditure items into account. Table 6.7 shows the total expenditure generated by the Mòd because of: Direct Visitor spend at the event itself generated by the Mòd. Organiser expenditure in the Paisley area Pre and post Mòd visitor expenditure TABLE 6.7 TOTAL DIRECT EXPENDITURE Total Direct Expenditure from Staying Visitors £1,077,572 Total Direct Expenditure from Non-Staying Visitors £523,252 All Direct Expenditure £1,600,824 Pre and Post Mòd Expenditure £136,142 Organiser Expenditure £556,725 GRAND TOTAL £2,293,691 Page 278 of 326
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24 AM MÒD NÀISEANTA RÌOGHAIL 2023, PÀISLIG - MEASADH It is estimated that the Mòd in Paisley was responsible for generation of around £2.3m of total direct visitor expenditure throughout the planning, development, and delivery stages and because of visitor expenditure before, during and after the event. This value represents the total direct expenditure attributable to the organisation and visitor spend occurring because of the Mòd taking place in Paisley. This is slightly less than the £2,505,125 estimated to have been generated in 2022. 6.12. Estimating the Additional Direct Expenditure due to the Mòd The next sections consider the impact of: Displacement and additionality Deadweight Leakage 6.13. Displacement, Additionality and Deadweight HM Treasury Green Book defines additionality as: "a real increase in social value that would not have occurred in the absence of the intervention being appraised." 3 Essentially, we are concerned with what happened over and above what would have happened anyway – the additional impact created by the Mòd. To address this, suitable questions were incorporated into the survey to identify the impact of the Mòd in creating expenditure that was additional to that which would have happened in the host economy if the Mòd did not take place. The aim was to investigate: To what extent did the Mòd create economic impact that would not otherwise have occurred in Paisley (additionality)? To what extent would visitor expenditure have taken place anyway (deadweight)? To what extent did it displace economic activity from other parts of the Paisley and Renfrewshire Council area and within Scotland as a whole (displacement)? These were investigated through placing appropriate questions in the survey. Displacement and additionality factors were then built into the analysis based on the estimated total direct expenditure value. The findings were that: 2% would have visited somewhere else in Paisley. 0% would have visited somewhere else in Renfrewshire. 14% would have visited somewhere else in Scotland. 7% would have visited somewhere else outside of Scotland. 22% would have gone to work. 551% would have stayed at home. 3 “The Green Book - Central Government Guidance on Appraisal And Evaluation” HM Treasury 2018 Page 279 of 326
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25 AM MÒD NÀISEANTA RÌOGHAIL 2023, PÀISLIG - MEASADH Based on these findings, it is estimated that 98% of all direct expenditure (from Table 6.5) expenditure taking place in Paisley and Renfrewshire is additional to that which would otherwise have occurred in Paisley if the Mòd had not taken place (Table 6.8). TABLE 6.8 DISLACEMENT AND ADDITIONALITY Displacement/Additionality Factor Displaced/Additional or Deadweight Direct Exp % additional in Paisley £1,702,227 % displacement from elsewhere in Renfrewshire £0 % displacement from elsewhere in Paisley £52,109 % additional to Scotland £1,459,051 % additional to Paisley and Renfrewshire £1,702,227 % Deadweight in Paisley (would have happened anyway) £34,739 % Deadweight in Renfrewshire (would have happened anyway) £34,739 In summary, the Mòd has generated net additional visitor expenditure of around £1.7m in Paisley and an estimated £1.5m additional spend at the Scottish level. 6.14. Leakage of Accommodation Expenditure It was possible to estimate leakage in accommodation expenditure from Renfrewshire by including an appropriate question in the survey. It is estimated that: Total accommodation expenditure was estimated to be £1,253,534. 38% of accommodation expenditure accrued elsewhere rather than in Paisley and Renfrewshire 34% of this “leaked” expenditure took place elsewhere in the City of Glasgow area. Table 6.9 shows the impact of that leakage on visitor expenditure in the Paisley and Renfrewshire Council area. TABLE 6.9 ANALYSIS OF ACCOMMODATION EXPENDITURE Estimated Accommodation Spend £1,253,534 % Spend in Paisley Town Centre (PA1 postcode) 16% % Spend Elsewhere in Renfrewshire (All other PA postcodes) 46% % Spend in City of Glasgow (G postcode) 34% % Spend Elsewhere in Scotland 4% Actual Spend in Paisley Town Centre £200,565 Actual Spend Elsewhere in Renfrewshire £576,625 Total Spend In Paisley and Renfrewshire £777,191 Expenditure in City of Glasgow £426,201 Expenditure Elsewhere in Scotland £50,141 Page 280 of 326
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26 AM MÒD NÀISEANTA RÌOGHAIL 2023, PÀISLIG - MEASADH Table 6.9 shows that there is a leakage of 38% of estimated accommodation spend from Paisley and Renfrewshire, mainly to the City of Glasgow which is unsurprising given that many of the larger hotels in the wider area are located in the city. It is also clear that within Renfrewshire, most of the accommodation expenditure took place outwith Paisley, presumably in major hotels in the vicinity of Glasgow Airport and in more rural areas of the county. This is similar to the impact at both the Dunoon Mòd in 2018 and Glasgow Mòd in 2019 at which leakage of accommodation expenditure took place from the host community to nearby areas. In Inverness in 2021 and Perth in 2022 almost all accommodation expenditure took place within the host local authority area but given the geography of Renfrewshire and its proximity to major hotels in Glasgow, the level of leakage means that the bulk of accommodation spend accrues to Renfrewshire whilst just over a third accrues elsewhere. 6.15. Return on Investment The Return on Investment (ROI) is a measure used by funders in their assessment of the value and contribution made because of their investment in events throughout Scotland. It is estimated by dividing the direct expenditure of around £2.5m attributed to the Mòd by the funding contribution of each of the major supporters of the event. Contributions from individual organisations which have helped An Comunn to meet the cost of staging the event and their return on investment are shown in Table 6.10. TABLE 6.10 RETURN ON INVESTMENT Funder Contribution RoI Renfrewshire Council £205,000 11 Bòrd na Gàidhlig £158,250 14 Creative Scotland £4,000 573 Commercial Income £40,000 57 BBC Alba or Scotland £15,500 148 Event Scotland £20,000 73 Scottish Government £62,000 37 Caledonian MacBrayne £10,000 229 SQA £6,000 382 Donations & Gifts £500 4587 Other £14,000 164 Supporting the Mòd in 2023 represents Return on Investment of 11:1 for Renfrewshire Council and 14:1 for Bord na Gàidhlig. For EventScotland, whose interest lies in creating additional expenditure in Scotland, the estimated RoI is 73:1 assuming that leverage is based only on the additional spend generated in Scotland value shown in Table 6.8. Page 281 of 326
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27 AM MÒD NÀISEANTA RÌOGHAIL 2023, PÀISLIG - MEASADH It should be noted that these RoI values are inclusive of all direct expenditure arising from pre and post visits and organiser expenditure none of which would be likely to have occurred if the Mòd had not taken place in Paisley. 6.16. Multiplier Analysis The concept of the multiplier is based upon the recognition that the various sectors which make up the economy are interdependent. In addition to purchasing primary inputs such as labour, imports etc, each sector will purchase intermediate goods and services produced by other establishments within the local economy. Thus, any change which affects the level of tourist expenditure by visitors from outside the local economy (such as the Mòd) will not only affect the industry which produces that final good or service but also that industries suppliers and sub-suppliers etc. There are three types of multipliers which relate to expenditure by tourists. These are: Direct Effect Indirect Effect Induced Effect The Direct Effect is that felt by those establishments and their employees where tourists spend their money and include accommodation establishments, restaurants, shops, attractions etc. This is what has been measured in the study so far. The Indirect Effect (Type I) results from the need of an industry which has experienced an increase in demand to make purchases from other industries within an economy in order to produce its output. Thus a change in tourist expenditure on hotel accommodation will have a direct effect on hotel employment plus an indirect effect on the employment of suppliers to the hotel sector. The Induced Effect (Type II) reflects the fact that as income levels rise throughout the economy as a result of the initial change in final demand, a portion of the increased income will be re-spent on final goods and services produced within the local economy. We have not assessed this impact in this study. 6.17. Employment Multiplier The data gathered allows estimates to be made of the Type I employment effect which is attributable to the additional expenditure created by the Mòd. 6.18. Impact of Taxation Before estimating the employment multiplier impact it is advisable to reduce estimated tourist spending by around 20% before applying the multiplier to account for taxes on products and final demand imports. Based on Scottish Government multiplier data the Type I multiplier impact created by the Mòd has bene estimated i.e. the impact on employment in the economy. Based on the most recently available Scottish Government employment multiplier data which indicates that in Page 282 of 326
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28 AM MÒD NÀISEANTA RÌOGHAIL 2023, PÀISLIG - MEASADH 2019 one FTE post in tourism was supported by around £61,950 of direct visitor spend, it is estimated that the total employment impact of the Mòd is to support around 21 Full Time Equivalent (FTE) jobs and 27 FTE by applying the Type I multiplier (Table 6.11). TABLE 6.9 EMPLOYMENT IMPACT Tax offset 80% Total Direct Expenditure After Tax £1,280,659 FTE After Direct Expenditure 21 Type I Multiplier (2019 ScotGov value) 1.29 D+I After Type I impact £1,652,051 Total FTE 27 In summary, the employment impact of the Mòd has been to support around 21 FTE jobs locally because of additional direct visitor expenditure and up to 27 FTE overall in the wider economy. 6.19. Likelihood to Return to Paisley for a Future Visit Finally, we ascertained the likelihood of visitors to the Mòd returning to Paisley for a future leisure visit. Around 42% of Mòd visitors indicated that they were likely or very likely to return to the area for a future visit (Table 6.12). TABLE 6.12 LIKELIHOOD TO RETURN Total 6,901 Percentage likely or very likely to return to Paisley 42% Likely returners 2,898 Average spend per staying visitor per night (based on all visitors from survey) £178 Overnight stay (average stay post Mod) 0.76 Potential Future direct expenditure £392,098 If it is assumed that: This represents around 2,898 potential returners. Staying 0.76 nights on average – similar to the average post Mòd visit stays. And each spending an average of £178 per night based on survey findings. Then there is scope to generate a future direct expenditure of around £392K of further direct visitor expenditure in the area from visitors returning because of attending the Mòd in 2023. 6.20. Summary of Findings The economic impact of the Mòd can be summarised as follows (Table 6.13). Page 283 of 326
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29 AM MÒD NÀISEANTA RÌOGHAIL 2023, PÀISLIG - MEASADH TABLE 6.13 SUMMARY OF ECONOMIC IMPACT Total Direct Expenditure from visitors to the event £1,600,824 Pre and post event and organiser direct expenditure £136,142 Organiser Expenditure £556,725 Total direct expenditure including pre, post and organiser spend £2,293,691 FTE supported because of direct visitor expenditure after taxation 21 Employment supported as a result of Type I multiplier impact 27 Potential Future Direct Expenditure in host area £392,098 The main findings are: Overall, the Mòd generated around £1.6mk of direct visitor expenditure in Paisley during the event. There was an estimated £136k of direct expenditure from pre- and post- Mòd staying visitors and organiser spend. Including pre and post stays and organiser spend, the Mòd has generated around £2.3mm direct expenditure in total. Taking taxation and the Type I multiplier impact into account, the direct and indirect expenditure was around £1.65m Expenditure at the Mòd supported around 21FTE jobs through total direct expenditure after taxation. And in turn supported up to 27FTE jobs in the economy because of direct and Type I indirect expenditure impacts. Potential future expenditure of £393k has been created due to hosting the Mòd in Paisley. 6.21. Economic Impact - Conclusions We conclude that: The Mòd has created significant visitor expenditure in the economy in Paisley and Renfrewshire at a traditionally quieter time of the year. The Mòd has helped to create significant additional economic impact for Paisley and Renfrewshire There have also been economic benefits in Glasgow and other areas through accommodation expenditure. In person attendance numbers increased from those in 2022 But direct visitor expenditure declined slightly. This was due to a higher proportion of visitors undertaking non staying visits from home. 98% of the economic impact created has been additional to the local economy and 84% to Scotland as a whole. Page 284 of 326
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30 AM MÒD NÀISEANTA RÌOGHAIL 2023, PÀISLIG - MEASADH The Mòd has helped to generate additional expenditure from visitors staying before and after the event itself. The Mòd has generated significant expenditure because of its own organising activities. The Mòd has provided strong support towards local employment. A significant proportion of visitors are likely to return to Paisley for future leisure visits. There is no doubt that the Mòd has been of great economic value to Paisley and to the Renfrewshire Council area in general. _________________________________________________________ Page 285 of 326
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31 AM MÒD NÀISEANTA RÌOGHAIL 2023, PÀISLIG - MEASADH 7. Evaluation of the Online Programme 7.1. Use of the Online Programme All respondents were asked if they participated in the online Mòd competitions or watched any online events (Table 7.1). TABLE 7.1 USE OF THE ONLINE PROGRAMME Yes 15% No 85% Although the online programme was primarily intended to allow participation in the Mòd from visitors unable to attend in person, it was clear that following removal of Covid-19 restrictions, the use of the online programme has declined significantly. The small number of respondents who indicated that they had used the online programme were then asked if they participated in the Mòd as a performer via the online competitions (Table 7.2). TABLE 7.2 USE OF ONLINE PROGRAMME AS A PERFORMER Yes 6% No 94% N=35 Use of the online programme as a route to participation in the Mòd competitions was very low The 6% who indicated that they did use the online programme as a route to participate in the Mòd competitions represents only around 0.9% of all Mòd competitors. 7.2. Participation in the Absence of an Online programme Participants were asked if they would have participated in the Royal National Mòd if they had not done so via the Online programme (Table 7.3). TABLE 7.3 PARTICIPATION AT THE MÒD IF NOT VIA ONLINE PROGRAMME Yes 65% No 35% N=23 Table 7.3 indicates that in the absence of an online programme around two thirds of online programme users would still have taken part in the Mòd indicating that, in a year when no Covid-19 restrictions are in force, the use of the online programme as a major participation channel has declined significantly. Most online programme users would still have participated in the Mòd even in the absence of the programme. Page 286 of 326
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32 AM MÒD NÀISEANTA RÌOGHAIL 2023, PÀISLIG - MEASADH The percentage indicating that they would not have participated in the Mòd in the absence of an online programme represents around 5% of all survey respondents. 7.3. Impact of the Online Programme The online programme continued to have a positive impact upon the small numbers who used it (Table 7.4). TABLE 7.4 IMPACT OF THE ONLINE PROGRAMME It made me want to go to the Mòd in 2024 52% It made me want to get more involved in Gaelic culture in future 43% It raised my awareness of Gaelic culture 38% Other (please specify) 19% It allowed me to participate in the Mòd even though I could not travel to Paisley 10% It introduced me to Gaelic 5% It allowed our local group/choir to take part even though we could not travel to Paisley 0% N=21 Amongst the small number of respondents who used the online programme, the main impacts were to: Stimulate interest in attending the 2024 event. Stimulate involvement in Gaelic culture. Introduce Gaelic to new audiences and raised awareness of Gaelic language and culture. Encourage participation in the Mòd even though some people could not physically travel to Paisley. 7.4. Conclusions on the Online Programme Since 2021 the use and relevance of the online programme has declined as a channel for competition and participation in the Mòd. However it appears that for a small number of Mòd participants it remains of importance in allowing engagement with the Mod and whilst its scale has been reduced, it remains as a valuable resource which may be worthy of continuation in the short term. Page 287 of 326
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33 AM MÒD NÀISEANTA RÌOGHAIL 2023, PÀISLIG - MEASADH 8. Impact on Gaelic Cultural Engagement The core aim of An Comunn is to: “support and develop all aspects of the Gaelic language, culture, history and heritage at local, national and international levels”. The online survey approach allowed the opportunity to investigate the degree to which the Mòd helps to achieve those objectives. The data presented in this section relates to responses from all participants in the survey. 8.1. Participation in Gaelic Arts and Culture All respondents were asked to indicate how often they attended or participated in Gaelic cultural events or activities (Table 8.1). TABLE 8.1 PARTICIPATION IN GAELIC EVENTS OR ACTIVITIES Weekly 50% Monthly 11% Every 7 – 12 months 11% Every 2 – 3 months 9% Every 4 – 6 months 8% Less than once every 12 months 7% This is my first time 2% Never 1% Table 8.1 indicates that there a very high percentage of Mòd participants who regularly undertake a range of Gaelic activities in general. 8.2. Inspiring Gaelic Learning Amongst Non-Gaelic Speakers 8.2.1. All Respondents Respondents were then asked about the extent to which they are interested in learning and improving Gaelic language skills (Table 8.2). TABLE 8.2 INTEREST IN GAELIC LANGUAGE SKILLS Interested 41% Extremely interested 37% Neither interested nor disinterested 18% Disinterested 3% Extremely disinterested 1% Around 78% of respondents are interested or very interested in further developing and improving their Gaelic language skills. Page 288 of 326
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34 AM MÒD NÀISEANTA RÌOGHAIL 2023, PÀISLIG - MEASADH 8.2.2. Learners and Non-Gaelic Speakers Analysis of the 28% who indicated that they were either learner, enthusiast / Novice or who do not speak Gaelic indicated that 73% of these respondents were interested or extremely interested in in further developing and improving their Gaelic language skills indicating that Mòd participation inspires “non-Gaelic” speakers to improve their language skills. 8.3. Overall Impact of the Mòd The impact of the Mòd on participants was assessed by asking about the extent to which respondents agreed with a range of statements prefaced by “Attending the Mòd has…... (Table 8.3) TABLE 8.3 IMPACT OF THE MÒD ON PARTICIPANTS % Agree or Agree Strongly ...increased my aspirations to improve my Gaelic language skills 64% ...inspired me to attend cultural events or activities more frequently than I normally do 62% ...increased my awareness of Gaelic Arts 56% ...increased my understanding of Gaelic Arts 50% ...increased my confidence in use of Gaelic in conversation 40% ...encouraged me to use Gaelic more often” 61% ...enhanced my Gaelic skills” 51% ...led me to believe more strongly that Gaelic is important to Scotland” 75% Attending the Mòd has had a universally positive impact upon use of Gaelic and awareness of Gaelic arts in general and has enhanced awareness of the importance of the language to Scotland as a whole. 8.4. Gaelic Arts for Young People in Paisley and Renfrewshire Respondents were asked to what extent they were satisfied with the number of Gaelic Arts activities available for young people in Paisley and the Renfrewshire Council area (Table 8.4). TABLE 8.4 SATISFACTION WITH GAELIC ARTS ACTIVITIES Not aware of any 16% Neither satisfied nor dissatisfied 14% Generally satisfied 13% Generally, not satisfied 5% Completely satisfied 1% Not at all satisfied 0% Page 289 of 326
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35 AM MÒD NÀISEANTA RÌOGHAIL 2023, PÀISLIG - MEASADH Note that Table 8.4 excludes 50% of total respondents who answered “don’t know” to the question because they were not familiar with Gaelic arts provision in the Renfrewshire Council area. Amongst actual respondents there is a 14% level of overall satisfaction with Gaelic arts provision in the Paisley area, with 16% of respondents indicating that they are not aware of any provision. 8.5. Conclusions on Impact of the Mòd on Gaelic Language and Culture Overall, it is concluded that despite reduced attendance because of Covid and because of the efforts made to establish the online programme, the Mòd has: Has stimulated interest in Gaelic culture and language. Has helped to overcome isolation. Facilitated social contact between participants thus reducing social isolation. Had a positive impact on mental health. Encouraged participation and interest in other Gaelic language and cultural activities. Helped to offset some of the negative impacts of lockdown and Covid restrictions. Created very high levels of demand for future participation. 8.6. Social Impact of the Mòd The impact of the Mòd on social engagement and well-being was investigated by including a question that invited respondents, to indicate the degree to which the Mòd had positive impacts on a scale from 1 to 5 (Table 8.5). TABLE 8.5 SOCIAL BENEFITS OF THE MÒD Statement 1 Strongly agree 2 3 Neither agree nor disagree 4 5 Strongly disagree Participating in the Mòd has been beneficial to my mental health 37% 24% 30% 6% 2% Participating in the Mòd encouraged me to engage socially 39% 28% 24% 6% 3% The Mòd has been a great way to meet friends again 49% 26% 19% 3% 3% Table 8.5 indicates that: 61% agreed that participation in The Mòd was beneficial to mental health. 67% agreed that participation in the Mòd encouraged social engagement. 72% agreed that the Mòd was a great way to meet friends again. Page 290 of 326
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36 AM MÒD NÀISEANTA RÌOGHAIL 2023, PÀISLIG - MEASADH 8.7. Recommendation of the Mòd Respondents were invited to indicate how likely they would be to recommend the Royal National Mòd to friends and family (Table 8.6) TABLE 8.6 LIKELIHOOD TO RECOMMEND THE MÒD Highly Likely 59% Likely 25% Neither likely nor unlikely 12% Unlikely 3% Highly Unlikely 2% Around 84% of respondents are likely or highly likely to recommend attendance at the Mòd to friends and family indicating that the levels of appeal of the Mòd amongst current participants is very high. 8.8. Likelihood to Attend the Mòd in Oban in 2024 There was a high propensity for respondents to attend the Mòd in Oban in 2024 (Table 8.7). TABLE 8.7 LIKELIHOOD TO VISIT OBAN IN 2024 Highly likely 73% Likely 16% Unlikely 7% Neither likely nor unlikely 3% Highly unlikely 1% Overall, 89% of respondents indicated that they were likely or highly likely to attend Oban in 2024. Page 291 of 326
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37 AM MÒD NÀISEANTA RÌOGHAIL 2023, PÀISLIG - MEASADH 9. Overall Conclusions Overall, it is concluded that: The Mòd was a highly popular event in Paisley. The Mòd created significant economic impact for the host community most of it additional to Paisley and all of it additional to the Paisley & Kinross Council area. The Mòd has created employment benefits. It has created economic benefit for Paisley and the Paisley & Kinross Council area. Numbers have bounced back from 2021 when Covid repressed “in person” attendance numbers. The Mòd has continued to have significant cultural impact for Gaelic and Gaelic arts. The Mòd has had a positive impact on Gaelic awareness. The Mòd has had positive social benefits for participants. Through continuation of the online programme the Mòd has had other positive impacts beyond Paisley. These are: There remains a role for the online programme in engagement with the Mòd. The Mòd has had a positive impact on mental health. The Mòd has stimulated interest in Gaelic language and culture. It has stimulated a high level of demand to attend Oban in 2024 Overall, An Comunn were highly regarded by participants for their efforts and are highly respected by respondents for their efforts in organising the Mòd. Overall, it appears that, the Mòd has reinforced its place as the main showcase for Gaelic language, culture, and arts in Scotland. _________________________________________________________ Page 292 of 326
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38 AM MÒD NÀISEANTA RÌOGHAIL 2023, PÀISLIG - MEASADH Acknowledgements The assistance of An Comunn staff and the survey respondents in the compilation of this report is grateful acknowledged. DISCLAIMER This report was prepared by The Glamis Consultancy Ltd. and associates. All information, analysis and recommendations made for clients by The Glamis Consultancy Ltd. and its associates are made in good faith and represent the professional judgement of The Glamis Consultancy Ltd. and its associates on the basis of information obtained from the client and other sources, including original research where relevant during the course of the assignment. Since the achievement of any recommendations, forecasts and outcomes depends upon factors outside the control of The Glamis Consultancy Ltd. and associates, no statement made by The Glamis Consultancy Ltd. and its associates may be regarded in any circumstances to be a representation undertaking or warranty, and The Glamis Consultancy Ltd. cannot accept any liability should such statements prove to be inaccurate or based upon incorrect premises. In particular, and without limiting the generality of the foregoing, any projections, financial and otherwise in this report are intended only to illustrate particular points of argument and do not constitute forecasts of actual or projected performance. Page 293 of 326
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___________________________________________________________________ To: Leadership Board On: 21st February 2024 ___________________________________________________________________ Report by: Chief Executive ___________________________________________________________________ Heading: OneRen Annual Report – 2022/2023 ___________________________________________________________________ 1. Summary 1.1 OneRen, the trading name of Renfrewshire Leisure Limited, recently published its annual report of 2022/23 which highlights the contribution that the organisation makes to the achievement of Council Plan, Community Plan and wider shared objectives through the wide range of projects, events and activities that it provides in the local community. OneRen recorded some 3.9 million attendances at venues and for online activities, up by one million from the previous financial year. 1.2 OneRen is the local charitable trust established by the Council to provide culture, leisure and sporting opportunities to help people enjoy active and healthy lives. OneRen works to improve life-long physical and mental health in every one of our communities. The charity provides a range of affordable, accessible and ambitious services that are open to all and designed to improve personal, social and economic outcomes. OneRen’s vision is to ensure that everyone locally can live lives that are healthy, happy and fulfilled. 1.3 The annual report, included within appendix one, also outlines the organisation’s main achievements and community impacts, performance and summary financial statements and forms part of the Council’s performance monitoring arrangements. The review of 2022/23 highlights ongoing recovery of services following the pandemic, with increased engagement across all OneRen services. Item 12 Page 295 of 326
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1.4 OneRen’s objectives are closely aligned to those of Renfrewshire Council. Progress is reported to the OneRen Board of Directors and the Council’s Leadership Board. OneRen’s Board is Chaired by Councillor Lisa-Marie Hughes, with partner directors including Councillor Gillian Graham and Councillor Anne Hannigan. Quarterly performance reports are provided through the Council’s monitoring officer for OneRen who measure and report on progress through a suite of performance indicators. 1.5 OneRen is currently preparing its annual business plan, which will be submitted to the next Leadership Board cycle. The business plan will outline how the organisation plans to continue to recover its business post-pandemic, enable our citizens to participate in cultural, leisure and sporting activities and events and support communities impacted by economic challenges. The plan will also highlight the next steps in progressing the organisation’s transformation programme. 1.6 As part of its service provision, OneRen supports the engagement and activities of Renfrewshire’s Makar. This report provides an update on the extension to the term of appointment for the current Makar. ___________________________________________________________________ 2. Recommendations 2.1 It is recommended that the Leadership Board: • Notes OneRen’s annual report of 2022/2023. • Notes the updated engagement arrangements for the Makar. _________________________________________________________ 3. Background 3.1 The Services Agreement with OneRen sets out the terms for it to deliver cultural, leisure and sport services within Renfrewshire. This specification: • relates to the management of the cultural, leisure and sport facilities operated by OneRen within the council area; • sets out standards, specifications, procedures and other requirements to be followed by OneRen in the provision of cultural, leisure and sports services. 3.2 One of the terms in the Services Agreement is the development of an annual Business Plan. The plan sets out OneRen’s priorities to deliver its strategic objectives and demonstrates its commitment to deliver the related strategic priorities set out in the Council and Community Plans. Last year, the business plan for 2023-24 was approved by OneRen’s Board on 16th March 2023. It was presented to and approved by Leadership Board on 26th April 2023. Page 296 of 326
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3.3 Over the last year, quarterly monitoring meetings have taken place between Council and One Ren officers to review delivery of the service specification and contribution to Council Plan priorities. The Annual Report included as appendix one forms part of the Council’s monitoring arrangements and is included with this report for noting. 3.4 Post-pandemic, OneRen teams continue to work with partners to improve the physical and mental health of the people of Renfrewshire and beyond. 3.5 OneRen staff have also played an important role in terms of the wider public health response required post-pandemic by continuing to provide staffing for the national mass vaccination centres. This has included: • With funding from the Scottish Government Public Library Covid Relief Fund, the team established a range of creative activities within Renfrewshire Libraries. • Similarly, the Live Active Referral Scheme, part funded by NHSGGC, has helped those who need support in restoring their physical activity. In the last financial year, there were 1,424 referrals and 3,642 consultations, up from 624 referrals and 2,291consultations in the previous year. • Across Renfrewshire’s 12 community libraries, located in each Council ward, library book issues (physical and digital) increased from 282,000 in 2022/23 to 430,000, while in-person attendances more than doubled to 216,000. The libraries team supported more than 19,000 people to help them navigate the digital world, improving digital literacy and online access – up from 10,000 engagements the previous year. 3.6 At the Council meeting in December 2017, the Council agreed to appoint a Makar to celebrate writing and poetry in Renfrewshire. The role has three principal elements which focus on commemorative writing, working with the local community and providing an ambassadorial role for the area. The postholder works closely with the Library Service in OneRen and with the local community throughout the year. 3.7 The Makar can be appointed for a term of up to three years, with a further option to extend the appointment to a period of five years at the Provost’s discretion. The current Makar, Shaun Moore, was appointed for an initial period to 31 December 2023, following the passing of the first Renfrewshire Makar, Brian Whittingham. Shaun Moore’s appointment has now been extended to 31st May 2025, to enable the postholder to complete a term of three years. The role receives an honorarium payment and has an annual budget for events and activities provided from Future Paisley funding. During the term of Page 297 of 326
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appointment, the Makar will continue to work with the Library Service to develop the programme of activities to celebrate the written word and verse in Renfrewshire. Implications of the Report 1. Financial – N/A 2. HR & Organisational Development – N/A 3. Community/Council Planning – • Our Renfrewshire is thriving – Our services recruits and trains volunteers and creates a pathway into employment; • Our Renfrewshire is well – Our cultural, leisure and sport services and programmes help to maintain positive physical and mental health and well- being; • Our Renfrewshire is fair – our services and programmes are accessible to all our citizens; • Reshaping our place, our economy and our future – development and delivery of the cultural infrastructure investment programme supports the regeneration aspirations for the area; • Building strong, safe and resilient communities – Tackling inequality, ensuring opportunities for all – our services and activities are accessible to all our citizens; • Creating a sustainable Renfrewshire for all to enjoy –our programmes build sustainability through volunteer and community development; • Working together to improve outcomes – partnership working to deliver shared outcomes remains a key priority in our company strategy. 4. Legal – N/A 5. Property/Assets – N/A 6. Information Technology – N/A 7. Equality & Human Rights – (a.) The Recommendations contained within this report have been assessed in relation to their impact on equalities and human rights. No negative impacts on equality groups or potential for infringement of individuals’ human rights have been identified arising from the recommendations contained in the report because for example it is for noting only. If required following implementation, the actual impact of the recommendations and the mitigating actions will be reviewed and monitored, and the results of the assessment will be published on the Council’s website. 8. Health & Safety – N/A Page 298 of 326
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9. Procurement – N/A 10. Risk – N/A 11. Privacy Impact – N/A 12. Cosla Policy Position – N/A 13. Climate Change – N/A List of Background Papers (a) N/A Author: Laura McIntyre, Head of Policy and Commissioning, Telephone: 0141 618 6807 Page 299 of 326
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2 Chairperson’s Introduction 5 Year at a Glance 7 Our Shared Ambition 9 A Healthy Community 13 A Sustainable Local Economy 17 A Great Place to Live, Play and Visit 25 A Sustainable, High-Performing Charity 32 Creating a new Paisley through culture 40 Chief Executive’s Statement 42 Financial Report Contents 12 Page 302 of 326
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million attendances both in-person and online, in the last financial year, up from 2.9 million in the previous year. It’s a massive achievement and one which could not happen without our OneRen colleagues and volunteers who give their all to our communities – and I want to thank all of them for their unswerving passion and commitment. Of course, none of this could be achieved without the support of our key partners at Renfrewshire Council and other stakeholders. That partnership is helping us to build our ambitions for the future. During 2022/23, our teams worked together to help bring back four of Renfrewshire’s cultural pillars. We’ve already lifted up the curtain on Paisley’s Big Stage, with the refurbished Town Hall wowing audiences and performers alike. It is now, undeniably one of Scotland’s premier performance destinations. Most recently, we lifted the cover on Paisley’s stunning new Central Library. Repurposing what was an empty shop unit on the High Street, the new library is a huge statement of intent, creating an exciting new chapter in the development of one of Scotland’s finest library facilities. There’s so much more to come. The work on the refurbishment of Paisley Arts It’s been quite a year for the people of Renfrewshire, and OneRen has provided a raft of services which have brought joy and light to the communities we serve. As ever, we have one ambition - to ensure that everyone living locally can enjoy lives that are healthy, happy, and fulfilled. Our teams work hard to fulfil that mission each and every day. We continue to provide vaccination clinics in some of our facilities and we have provided support to our most vulnerable populations, helping them to re-emerge from the trauma of the pandemic and into recovery. Our teams continue to do everything they can to improve the physical and mental health of the people of Renfrewshire and beyond. Whether through targeted support to help people back into our facilities and services or inspiring the next generation with activity camps and sport, OneRen teams work to provide confidence and support that helps our communities to flourish. OneRen continues to be the common thread, weaving together services which are life-affirming and, in many cases life-changing. Numbers attending our venues have not quite recovered to pre-pandemic levels, but we are delighted that we have recorded 3.9 Chairperson’s Introduction Councillor Lisa-Marie Hughes Chairperson of the Board Centre and the refurbishment of Paisley Museum, Scotland’s biggest cultural heritage project, will come to fruition. They promise to add to the rich cultural vibrancy of Renfrewshire, creating destinations that will be a must-see and must-visit for audiences across Scotland and beyond. While the return of our cultural venues is something we are all looking forward to, they will be rooted in our local communities. OneRen champions every part of Renfrewshire – that’s what we do: improving lives and bringing joy to the people we serve. 32 Page 303 of 326
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Word oneren.org #WeAreOneRen @weareoneren Culture. Leisure. Sport. Year at a Glance Total OneRen customer engagements, increased from 2.9 million in 2021/22 to 3.9 million – with in- person attendances increasing from 1 million to just over 1.56 million visits over the same period. There were 1,424 referrals to our Live Active team and 3,642 consultations were delivered – all improving the health and wellbeing of patients referred to us by our NHS partners. Vitality Classes - which help people living with medical conditions to get more active - saw 5,699 attendances – up from 4,332 the previous year. Our army of incredible volunteers quadrupled the number of hours they give to support Renfrewshire, devoting 12,300 hours of invaluable work across our communities. Our Active Schools programme adapted to COVID and recorded an amazing 54,000 attendances at physical activity sessions, with our summer holiday programme recording 4,069 attendances. Library book issues (physical and digital) increased from 282,000 in 2022/23 to 430,000, while in-person attendances at libraries more than doubled to 216,000. A record 3,515 people attended 76 events at the Paisley Book Festival. 85 authors and organisations took part with more than 1,650 school pupils attending our schools’ programme. Library teams supported 19,086 people to help them navigate the digital world, improving digital literacy and providing online access. Swim attendances, excluding classes, has increased from 160,369 in 2021/22 to 248,712 this year. #WeAreOneRen 54 Page 304 of 326
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OneRen is the local charitable trust established by Renfrewshire Council to provide culture, leisure and sporting opportunities to help people enjoy active and healthy lives. We are passionate about the part we play in improving life-long physical and mental health in every one of our communities. Our trust provides a range of affordable, accessible and ambitious services that are open to all and designed to improve personal, social and economic outcomes. We are committed to our vision to ensure that everyone locally can lives that are healthy, happy and fulfilled. Our mission is to improve our community’s health and wellbeing by working in partnership to design and deliver a range of life- enhancing and accessible cultural, leisure and sporting opportunities that meet local needs and improve life chances across the population, and is framed around our four strategic objectives. Our objectives are closely aligned to those of Renfrewshire Council. Our progress is reported to the OneRen Board of Directors and the Council’s Leadership Board. Quarterly performance reports to the Council’s chief executive office are made through the Council’s monitoring officer for OneRen. We measure and report on progress through performance indicators. As a charitable trust, we have been able to achieve significant savings, such as relief on non-domestic rate charges, which have been re-invested into frontline services. Our shared ambition A Sustainable, High-Performing Charity A Great Place to Live, Play and Visit A Sustainable Local Economy A Healthy Community 76 Page 305 of 326
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Live Active Referral Scheme The Live Active Referral Scheme is a well-established service, part funded by NHSGGC. The programme is ideal for those who are keen to make better lifestyle choices and who would benefit from being physically active but need help to do so. Those referred receive bespoke advice and encouragement to set realistic goals on how to make changes to their activity levels. In the last financial year, there were 1,424 referrals and 3,642 consultations, up from 624 referrals and 2,291 consultations in the previous year. A Healthy Community oneren.org @weareoneren Start to heal. 1,424 referrals to our Live Active team & 3,642 Live Acive consultations delivered One of those who had their life changed was John, who after 20 years in the army developed severe arthritis, affecting his mobility. John said: I have always been very active and did walk lots. However, 20 years in the army has taken its toll on my knees which were becoming very arthritic and really affecting my mobility and my ability to walk much at all. I was contacted by Lyn, my Live Active advisor and we arranged to meet up at Renfrew Sports Centre for a baseline appointment. Six months on I can’t believe how much I have progressed. I do a full hour in the gym now twice weekly and have even managed to do some short walks too. It’s good to have that support. It is a really friendly atmosphere in the centre, all the staff are so kind and helpful. Our aim is to help everyone lead healthier, happier and more fulfilled lives. We play an active role in improving health and well-being outcomes, addressing inequalities and improving life chances amongst the people of Renfrewshire. We work to deploy a range of interventions to tackle poor mental and physical health in our community. A key part of that has been our continuing support for the seasonal NHS COVID and flu vaccination programmes. Our teams supported NHSGGC colleagues to deliver mass vaccination facilities at The Lagoon Centre, Renfrew Leisure Centre and Johnstone Town Hall. 98 Page 306 of 326
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Active Schools Our Active Schools team provides opportunities for children and young people to become more physically fit and active. The Active Schools team pioneers with an in-depth survey across all Renfrewshire Schools, which assesses the physical activity of children and flags those who require further support. Our team is the only one in Scotland to produce a regional pupil survey, which provides invaluable insight and date to allow OneRen staff to work with children, their families and carers and schools to improve community health and wellbeing. Our six-week Summer Holiday Programme returned, providing a programme of leisure and arts activities for schoolchildren over the summer holidays. Taking place across several OneRen venues, there were 4,069 attendances these holiday camps. The OneRen Active Schools team continued to work with children and young people to improve their health and wellbeing. Following a two-year pandemic pause, at their Disability Sports Event 72 students with a disability from P1-P7 attended a Disability Target Sports & Dance event at the On-X, Linwood. The event was delivered by the Active Schools team for any student with a disability in Renfrewshire. On the day, attendees took part in boccia, archery, tennis, dance and playground games. The event was supported by Strathgryffe Tennis Club, Scottish Disability Sport, OneRen sports coaches and the St Benedict’s High School Sports Leaders. Vitality Vitality is a series of physical activity classes which have been specifically designed for people living with medical conditions such as Parkinson’s disease, MS, stroke, cardiac conditions, cancer, osteoporosis, cognitive impairments and COPD. They are also ideal for those who have a fear of falling or find their strength and balance is starting to impact on their daily lives. In 2022-23, there were 5,699 class attendances, up from 4,332 the previous year. OneRen’s Health and Wellbeing Team has been working in partnership with the Colorectal Department at the Royal Alexandria Hospital. Referrals are received for people pre and post-surgery patients who would benefit from support to become physically active. 54,000 Active Schools attendances at physical activity sessions, with our summer holiday programme recording 4,069 attendances. 5,699 attended Vitality Classes, up from 4,332 the previous year. Scott was referred by his nurse at the RAH after having a colostomy fitted. Scott said: When I came out of hospital I was not in a good place in life. I was in pain, sometimes very stiff and unable to walk a lot. I kept pushing myself to get my fitness back, to self-rehabilitate myself back to work. This has brought structure to my life, giving me a purpose to get me out of bed in the day. The programme has been excellent – it’s given me a new lease of life and has been fantastic for my mental health and wellbeing. 1110 Page 307 of 326
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Activities were aimed at those looking to improve their mental health and connect with others. In the year following the easing of pandemic restrictions, we aimed to get people into their libraries for a cup of tea, chat and a wee bit of creativity. As part of our Living Well @ the Library initiative, the project included a regular programme of fun, creative workshops. Importance of our libraries Growing our economy, means growing our community wealth. Our Library teams continue to work to enable everyone to have access to books. A free library delivery service is available in Renfrewshire for: • Anyone over 70 years of age • Anyone with a disability or medical condition which limits their ability to leave their home • Pre-school or school age children (primary and secondary) This year, the library self-serve kiosks were replaced with new, upgraded models. The new kiosks are designed to deliver an engaging user experience that also promotes library services and events. It’s easier than ever to check out items, view your library account or book a PC. Long after the last lockdown was lifted, some vulnerable people in our communities remained trapped in their homes, worried about venturing back into the world. OneRen has helped bring people back into the community following long periods of social isolation. With funding from the Scottish Government Public Library Covid Relief Fund the team established a range of creative activities within Renfrewshire Libraries. A Sustainable Local Economy oneren.org @weareoneren Learn life skills. Margaret Canning, 75, from Ferguslie, who is in a wheelchair and partially sighted following a stroke, said: The staff do a wonderful job. It gets me out of the house and helps to build back my confidence. Candice Haston, 24, from Ferguslie, has been going through a hard patch after losing both her dad and her partner, all while looking after her mum full time. She said: I don’t have a social life, like I used to. But now, I come to the library, and I enjoy the relief this can provide. Especially with COVID, I’m still panicky, but it’s getting better. For me this means being able to get out and socialise. It’s great for my mental health. Library teams supported 19,086 people to improve digital literacy and provide online access. We aim to provide a positive role in developing the local Renfrewshire economy. We want to create opportunities for high quality and sustainable jobs as well as build wider local employability through providing positive development pathways. We will contribute to the local partnership effort to build inclusive economic growth that benefits everyone. 1312 Page 308 of 326
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The library service has been working closely with Glencoats Primary School to support them in achieving Reading School status, accredited by the Scottish Book Trust. The school library has been transformed to become an inviting space with attractive displays where the children love to go. Out and about in our communities OneRen ran 20 events throughout the festive season as part of our Winter Programme and sold a total of 698 tickets. Events ranged from Christmas film nights, wreath making workshops to children’s parties. One event, Elves and the Shoemaker a puppet show by Clydebuilt Puppet Theatre, sold out both of its shows. Overall, the Winter Programme was well received with 91% stating they enjoyed the event/activity they attended. However, many stated that price, location, running time, and activity being offered were all factors in deciding whether or not to attend The Autastic club, supported by OneRen, offers opportunities to children with ASN to explore their interests and be themselves. The sessions bring families together in a safe and relaxed environment, facing challenges and celebrating differences together. Around 80 autistic children each week attend with a parent or carer at Johnstone Community Sports Hub and in the last year, there have been 2,450 attendances.. Our Library School Team For the first time, Renfrewshire Libraries worked intensively with eight schools in a “Whole School Sign-Up” programme for the Summer Reading Challenge. The schools shared their pupil data so that the children could be automatically enrolled for library membership. More than 1,500 children were signed up in this way, an important step towards the goal of making Every Child a Library Member. For the wider Summer Reading Challenge, 2,705 children signed up. As incentives we had free swim passes for OneRen pools given to all children who read 3 books, and fantastic sponsorship for prizes from local businesses. Some 560 children read 6 books or more (some as many as 12!) and were thrilled to receive their certificate and medal. The Skoobmobile Team provided an intensive programme of support for schools to generate excitement about the Challenge with a number of community stops right across Renfrewshire. The Skoobmobile also played its part in making new communities to feel welcome, with several visits to the Marriott Hotel at Glasgow Airport to work with Ukranian families displaced by war. The team offered children and families play and craft activities, slowly building new relationships and working with partner agencies to ease the transition. E-books from the library service are proving to be extremely popular among high school pupils who are enjoying the convenience of being able to download books onto their own devices. E-book issues in September 2022 alone were 1,255 for e-books and audiobooks, thanks in no small part to the school librarians who have been promoting these at inductions for S1 pupils. This is an increase of 53% on the figures for September 2021 and represents our busiest e-book month ever! One parent said: It’s been absolutely incredible meeting new families and old ones in our new home at Johnstone Community Sports Hub. Our kids have settled amazingly, and we are loving getting to know every single one of them. We are so lucky.. 430,000 library books issued, & attendances at libraries more than doubled to 216,000. 1514 Page 309 of 326
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Artist in Residence Project The Arts team have been delivering an artist in residence programme in partnership with CIRCLE recovery hub, a unique mental health and addiction service for people looking for a recovery focus. The Arts team have supported service users through weekly activity to commission artists to co-produce the project with the aim of designing a Bothy that can be used for creative and well- being activities. This innovative project aims to support service users to increase creative skills and improve access to arts and culture. One participant said: “I am amazed at what I have done,” while another added: “I feel so proud of myself.” Cycle Arts Festival The Cycle Arts Festival took place between 1st – 7th August. The festival is an annual Outdoor Arts Festival developed by Place Partnership to celebrate the greenspace surrounding the Renfrewshire Cycle Routes. The festival promotes arts, cycling, environments and wellbeing. A Great Place to Live, Play and Visit Stand centre stage. Renfrew on Film An annual collaboration between the OneRen arts team and Renfrewshire Council’s Event team, now in its 8th year, Renfrew on Film celebrates Renfrew through film and music events. The event this year featured two new film commissions as well as archive film, music scores accompaniment provided by Renfrew Burgh Band as well as four care home film screening visits after the event. The film commissions are available to watch on Ren TV. Indoor Leisure Events Our events at indoor leisure centres continue to build, with 37 events held in Q3 alone with 11,678 spectators. External events included the World TKD Championship event held hosted by OneRen for the very first time with athletes from as far afield as Malaysia and Mexico in attendance. We also hosted the Power of Scotland Thai boxing event at Lagoon. We aim to keep building a positive reputation for Renfrewshire as a place for a wide range of exceptional leisure and cultural experiences. We want a growing recognition for our regional leisure opportunities, rich local history and diverse heritage. We provide a high-profile platform for local economic and civic opportunities. 1716 Page 310 of 326
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Performances throughout the year OneRen’s performance programme saw productions at Renfrew Town Hall, the Tannahill Centre and included a new partnership with the Bungalow as a venue for live performance. Other Side of the River In Motion Theatre, in association with OneRen and funded by Future Paisley premiered Other Side of The River at two sell-out performances at the Tannahill Centre, before embarking on a Scottish tour. The play was developed through a long process of community engagement in Ferguslie Park. 153 people were engaged through writing, dance and music workshops and 2,133 people were engaged through digital performance, events and the final tour, which toured to 7 locations thought Scotland. The play is a universal story that is inspired by Ferguslie and its people and incorporates food, song, bingo and karaoke! The production won public and critical acclaim, including a four-star review in The Scotsman. Visual Arts Meet Up Our regular monthly Visual Arts Meet Up sessions are intended for artists or creative practitioners who are living or working in Renfrewshire, and who are interested in meeting other artists to collaborate, share practise, and nurture talent. Thread A new Scottish musical created by Fraser Scott, Iona Ramsay and Bethany Tennick of Paisley based theatre and film production company Kick the Door. Rooted in the town of Paisley, with an original folk-pop score. Thread, a musical co-production between Renfrewshire based theatre company Kick the Door and OneRen, premiered at Renfrew Town Hall and sold out across 5 nights to standing ovations. Common is as Common Does – A Memoir, The play received its world premiere at Johnstone Town Hall with two sell- out shows. A co-production between 21 Common and OneRen, saw 21 Common take up residency at Johnstone Town Hall to research and develop the work which explored how poverty and violence can shape a man. Told through the lens of the Wild West, this piece attracted a new audience for OneRen’s performance programme. The show was supported by OneRen and funded by Future Paisley and Creative Scotland. BambinO BambinO by Scottish Opera in Renfrew Town Hall was a magical piece of music theatre for infants up to 12 months. Aimed at an audience that does not often get a look-in at opera but whose minds are wide open to new sounds and experiences, BambinO received four-star reviews from The Observer. One attendee said: After spending time abroad, I had no idea what the arts scene was like in Paisley. This has been a brilliant way to connect - meeting other local artists in real life! One audience member said: Thread made me proud, proud to talk about my heritage, my upbringing, and my experiences growing up in Scotland. The music was inspiring, and every character touched a part of my personality. I just wanted to get up and dance! 1918 Page 311 of 326
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1,505 runners competed in the 10k, and 1,036 took part in the fun run Click to Watch! Paisley 10k The Paisley 10k took place on 21 August 2022. Community members came out to cheer on the runners, with 2,541 people taking part. The event, the first to resume since the pandemic, was welcomed back by those running and the huge crowds welcoming them along the route. The men’s race was won by local athletics hero, Callum Hawkins. There were 1,505 runners for the 10k and 1,036 took part in the fun run. “#Paisley10k completed! Thanks you @weareoneren @onerensport. What a thrill I had finishing all the way down hill on my #framerunner over the cobbles on the high street. The crowd was electrifying” “Really enjoyed this morning’s Paisley 10k – a first for me. Good route with a fast downhill finish past UWS and back to Gilmour Street Station. A record crowd apparently and a very tasteful medal. Definitely be back next year. #Paisley10k @onerensport “Cheers #OneRen the 10k race today was a cracker and I smashed my PB too #Paisley10k” “@onerensport #Paisley10k Great route and perfect running day. Well done to those who organised it and everyone who ran or came out to support. Amazing atmosphere” 2120 Page 312 of 326
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Paisley Book Festival The Paisley Book Festival enjoyed a record-breaking year, with 76 unique events, including 33 in its biggest ever schools’ programme. Some 85 authors and creatives from across the UK took part in the festival with a total audience of 3515 literary fans, including 1650 pupils in schools’ programme. Big names at the festival included Darren McGarvey, the Hebridean Baker, Jackie Kay and Denise Mina. The former First Minister, Nicola Sturgeon MSP, created a buzz by appearing at the festival in her first public appearance following her resignation. Remake & Rebel at the Paisley Book Festival. Click to Watch! 76 unique events 33 events in the main programme 33 events in the schools’ programme 85 authors + creatives from across the UK took part in the festival 3,515 audience members 1,732 tickets sold for the main programme 1,650 pupils took part in the schools’ programme 133 teachers and school staff helped deliver the schools’ programme “Paisley Book Festival is a highlight of the Scottish literary calendar bringing together authors and book lovers to share in the joy of the written word.” - Ross MacKay “It was an honour to be among the opening speakers and to experience such an eclectic mix of voices.” - Christopher Brookmyre “I think it is a fantastic thing for Renfrewshire. I have been late to books in my life, but they are a fantastic way to learn, grow, laugh, think, and overall, just open our minds and hearts to other things.” - Audience Member “I went with my friend who had never been to Paisley before, and she now says she’s planning to go back.” - Audience Member 2322 Page 313 of 326
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oneren.org @weareoneren Start your future. Our army of incredible volunteers quadrupled the number of hours they give to support Renfrewshire, devoting 12,300 hours of work across our communities OneRen Leisure App In 2022/23 our leisure membership increased by 22% with membership income showing some signs of recovery. Gym admissions increased to 190,242 up from 163,351 in 2021/22. Swim only memberships recorded a 21% increase over the year. Admissions increased to 248,712 up from 160,369 the previous year. In 2022 we launched a new leisure app for OneRen to allow our members to book and manage their fitness classes, access information on our leisure venues and links to our on-demand fitness classes. The app is also used as a way of communicating directly to our members about various offers and promotional campaigns as well as notifications and updates on facilities. The app was developed as a direct result of customer feedback and demand and was part of a range of digital improvements to improve customer experience. To date, there has been over 8,500 downloads of the app. We aim to build a sustainable business founded on fairness, providing flexible services which enable everyone locally to live lives which are healthy, happy and fulfilled. We want to build on our charitable credentials, allowing diverse funding streams to be used to challenge inequality. We will provide modern services based on deep rooted values. A Sustainable, High-Performing Charity Volunteering Across OneRen our army of volunteers have given 12,300 hours of service to their local communities – for which all of our OneRen family and communities are incredibly grateful. David McCreight, 25, volunteered with our Active Schools team. He said: Volunteering with OneRen not only benefits me, but all of the children involved. It gives me a sense of pride to know that I am helping local children and am playing a huge role in their development. While volunteering for OneRen, I have developed skills and knowledge that I wouldn’t have been able to gain elsewhere. Saima, who volunteered at the Paisley Book Festival, added: It was a really good experience for me. This type of opportunity not only cheers your heart, but also gives you mental satisfaction for doing something good. This is not only an event or festival but a platform to develop a social circle, to make good friends and also to get inspiration from others and to learn from other’s life experiences. 2524 Page 314 of 326
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CHEF The Cultural Heritage and Events Fund (CHEF) was established to raise cultural ambition and stimulate new cultural, heritage and events activity, aiming to create long-lasting cultural, economic and social transformation in Renfrewshire. The Fund is administered through a partnership between Renfrewshire Council and OneRen. CHEF grant recipients have been wide- ranging, including individual artists, musicians and entrepreneurs; new and established professional and amateur arts, events, media and heritage organisations; youth work organisations; community groups; third sector organisations; schools and nurseries; churches; and further and higher education institutions. Demand has been extraordinarily high, with 55 applications received with a total value of £522,145, compared with £226,233 available in the fund. The OneRen Arts team assess the majority of the applications and are providing a package of further support and signposting to other funds for applicants who are not being offered grant awards. 23 grants were awarded in Round 12, with a total value of £226,233. Creative projects will be delivered in towns and villages across Renfrewshire between October 2022 and March 2024. Dyslexia Friendly Books Trinity High Library was awarded £1000 for dyslexia-friendly books to promote literacy skills following a successful application by the School Librarian to Glasgow Airport’s Flightpath Fund. The funding will be used on short chapter books that are accessible for pupils with dyslexia or literacy difficulties and will go a long way to improve literacy and a love of reading in the school. Art Boss Art Boss Creative Young Producers project, a collaboration between OneRen and Youth Services delivers an innovative model of blending arts and youth work. The aim of the project is to develop skills in a group of care experienced young people, young carers and young people needing support to improve their mental health and wellbeing, aged between 13-18, to programme cultural events, works and happenings for their peers. The programme provides a wide range of cultural opportunities to develop the skills required to produce, curate and programme cultural events in Renfrewshire with a positive impact on young people’s mental health. The Yo Producers group had a successful trip to Edinburgh to review a musical rendition of Charlie and The Chocolate Factory! They also reached out to Edinburgh’s Royal Botanic Garden to secure a creative workshop in plant printing. By taking on more responsibility in producing and pursuing their own opportunities, the young people continue to develop an awareness of Scotland’s cultural landscape, as well as skills and interests, all while working towards their accredited Silver Arts Award. RSSE At the end of March, Holly Aitken, Amy Couttie & Robert Campbell from our Active School’s team hosted this year’s Renfrewshire School of Sport Education (RSSE) graduation in the Tweedie Hall where 58 young people graduated. RSSE is our flagship leadership programme in Renfrewshire for S5 and S6 pupils. Our focus is to maximise the potential of each young person to produce confident, knowledgeable, experienced young leaders in sport who will strengthen our volunteer workforce and programmes around Renfrewshire. 2726 Page 315 of 326
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The Wallneuk Crafters The Wallneuk Crafters, a partnership with OneRen and Renfrewshire Council’s Criminal Justice team, provides opportunities for vulnerable women undertaking Community Payback Orders. The project sees the women create a range of textile products during their time with the Unpaid Work Squad. Alongside the development of practical and creative skills, the project also aims to contribute towards raising confidence, resilience and aspirations for the women attending the group. During the period the Wallneuk Crafters have worked on the following projects for communities: • Bags for Schools: Embroidered bags for primary 1s beginning primary school. • Draught Excluders for soup kitchens. • Zimmer Frame Bags for Disability Resource Centre and Care Homes. • Spud Buddies: Bags for harvesting vegetables for local growing initiatives. We also collaborate with community- led women’s space Kairos+ in order to provide positive pathways for participants once they have completed their Community Orders. A total of 5-10 women attended the programme with 2,732 hours of Community Orders completed through the programme since its onset. Environmental Sustainability Our teams have been working on improving environmental sustainability, continuing our annual investment programme, replacing inefficient lighting with low energy and low emission LED lighting solutions. In 2022-23, we upgraded lighting at: • Lagoon - Swimming Changing Village • Johnstone Sports Centre - Swimming Changing Village • Johnstone Sports Centre – Swimming Pool Hall • On-X – Gym Male and Female Changing Rooms • We aim to continue our energy saving LED investment programme in 2023-24 focusing on football pitch flood-lighting. Our support functions have been working hard to ensure all OneRen operations and services are delivered effectively and efficiently. Our HR colleagues have been working to streamline recruitment processes and deliver policies which build on our commitment to equality and representation across our workforce. Our finance team continues to plan our budgets and ensure that all services deliver best value for customers and stakeholders. While our admin, ICT and back-office teams always go the extra mile to keep everything – and everyone – working smoothly. 2928 Page 316 of 326
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VACMA OneRen’s Arts team also deliver the Visual Artist and Craft Makers Awards (VACMA) scheme which offers small grants to visual artists and craft makers for their creative development at all stages of their career. These awards are supported by Creative Scotland through funding from the National Lottery in partnership with OneRen and Future Paisley. Round 9 took place in March 2023. We received 13 applications totalling £9,250, and we had £7,825 remaining from 22/23 budget to distribute. Ten awards were made, totalling £7,250. Pay What You Can OneRen reviewed the approach to the pricing structure of cultural events in 2022, piloting a Pay What You Can model for the Winter Programme, taking place across OneRen venues. During a period of significant financial pressure for people across the UK, the pay what you can approach presented an opportunity for audiences to engage with a range of cultural activity and pay what they could afford, no questions asked. The success of this pilot, allowed for the PWYC approach to be repeated during the Paisley Book Festival in February 2023, where a diverse range of audiences attended author events and workshops for as little as £3. This pricing model allows OneRen to provide access to premium events for Renfrewshire audiences and has been continued into 2024 with further opportunities being developed in this area. One of the artists said: Thank you so much for the amazing news about my application, I really appreciate the panel’s support! It feels so exciting to be heading forward with this and I feel so supported. 3130 Page 317 of 326
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Renfrewshire Council is investing around £100 million in the culture-led regeneration of Paisley town centre – and already we are seeing the fruits of that once-in-a- generation investment. With work ongoing on two of the four projects, due to open in the coming months, it promises to be an exciting period for Paisley and Renfrewshire. Paisley Town Hall In September 2023, we welcomed back the iconic Paisley Town Hall following its remarkable transformation. Rebranded as Paisley’s Big Stage, the ‘new’ Town Hall is one of Scotland’s best performance venues. Building on its 140-year history, the new and improved town hall will attract more and bigger performances, bringing with it more people to Paisley. The transformation of the venue is a sight to behold. The inside of the 19th century architectural gem has been turned into a 21st-century entertainment venue. The first few shows have enjoyed both commercial and critical success, with rave reviews from audiences and performers alike, from Paisley Opera’s acclaimed performance of Macbeth to the stand-out success of the Royal National Mod the town hall has delivered. Pop acts like Belle and Sebastian and Optimo sold out their shows within minutes, with future programming likely to attract big names to the venue. More than that, the venue is a place which the people of Paisley and beyond are taking to their hearts – a place where memories are made that last a lifetime. Creating a new Paisley Through Culture Take a tour of Paisley Town Hall. Click to watch! 3332 Page 318 of 326
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Paisley Central Library The opening of the new home for Paisley Central Library took place in November 2023. With its official title, the Paisley Learning and Cultural Hub, the team has created a new, modern community and educational facility housing library services in a formerly vacant High Street unit. Paisley Central Library used to be located within Paisley Museum, but in its new home it will stand as an icon on the high street, with the aim of attracting more people into the town centre and the venue. The new central library is one of Scotland’s finest community facilities, providing services across four floors, with an incredible play and family facility on the ground floor – as well as quiet nooks and crannies to curl up with a book upstairs, while watching the world go by. The investment by the Council in the High Street, complements other facilities such as the nearby Secret Collection museum store. 3534 Page 319 of 326
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Paisley Arts Centre The refurbished Paisley Arts Centre, will also see its refresh completed in 2024, improving both performance facilities and visitor experience at the popular venue. Paisley Arts Centre Stage has hosted some of Scotland’s biggest names in the three decades since the 250-year-old former church building was converted into one of the country’s most vibrant small entertainment venues. PAC has an excellent reputation within the theatre community for programming a wide and varied range of performances. The centre will offer a platform for emerging artists and performers which will reinforce Paisley and Renfrewshire’s place in Scotland’s cultural scene. The facility will be modern and welcoming, while retaining the incredible character of the historic building. The refreshed venue will be flexible enough for small, intimate performances as well as the capacity for larger gigs that we know will attract a range of performers and audiences. 3736 Page 320 of 326
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The main structural interventions and alterations in the buildings are nearing completion by contractors Keir. The stunning main entrance of the glazed ‘red drum’ is now in place, as is the west extension building. Work has also started on the detailed exhibition fit-out programme. The Hub Ltd have commenced production and fabrication of some of the display components including display cases, mounts and aluminium frames for setworks. All of this work will show Paisley and Renfrewshire’s treasures at their very best, creating a must-see attraction for audiences across Scotland and beyond. The museum’s project team has been working conserving a huge number of objects, including paintings, frames, books and sculptures. Some 95% of the conservation work will be completed by the end of 2023. There will be a significant number of digital displays and interactives within the new museum. Creative and innovative films have been commissioned, helping to tell the story of the displays in entertaining and informative ways, employing local companies such as Hug Graphics and Media Co-op to produce content. Joi Polloi Ltd are delivering15 digital interactives, including digital storybooks for early years audiences. Freakworks and Heehaw Ltd are also working on films and animations. We continue to work extensively with partners on audience research including gathering recommendations on the museum welcome experience, testing of our content on sensitive topics and specialist terminology, user testing of digital and manual interactive displays, supporting evaluation of selected co- produced stories and activities and engagement with youth groups. Throughout the project, our photographer has been documenting both the site and our objects, with stunning visual results. Paisley Museum The £45 million refurbishment is the flagship project in the regeneration of Paisley and Scotland’s biggest cultural heritage capital development. Home to galleries, an observatory, heritage centre, public gardens, events, and more, the reimagined museum will be at the heart of the local community – and open for everyone to learn, discover, create and connect. The new museum will be a vibrant and accessible cultural hub providing welcoming facilities to the community whilst attracting visitors to Paisley from across Scotland and beyond. The stories behind the museum and the treasures it holds have been extensively and collaboratively researched and will be shared more widely in the months ahead – building excitement as we look forward to revealing the jewel in our cultural crown. While the team are creating a truly world- class visitor attraction, it has community at its core. We have worked with more than 70 community groups to get their input on the project. This has led to more detailed work with 16 groups, to co- produce work that really understands how to bring stories across the museum to life. This work has been recognised by museum leaders as industry-leading; but more than that, it is helping to shape and change lives through our shared histories and futures. The hope is that everyone can see themselves reflected in the museum, it’s objects and the stories they hold. 3938 Page 321 of 326
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At a time when so much seems so uncertain, I’m incredibly proud of the OneRen family for providing an anchor for people and communities across Renfrewshire and beyond. Our services are a lifeline for many, providing context, stability and opportunity for all, particularly the most vulnerable and excluded. Our teams work in every corner of Renfrewshire, delivering real innovation, adapting to community needs and, during a cost-of-living crisis, going the extra mile to affect positive change. OneRen has a mission; to improve our community’s health and wellbeing by working in partnership to design and deliver a range of life-enhancing and accessible cultural, leisure and sporting opportunities that meet local needs and improve life chances across the population. Working with our partners, we’re delivering on our shared ambitions. Our attendances, online and in-person, are up by one million in the space of a year. We’ve doubled the amount of people we are helping to improve digital skills, and there have been massive increases in the number of people who are being helped into better health through our Live Active and Vitality programmes. We are hosting sell-out shows, world- premiere theatre performances and record-breaking events like the Paisley Book Festival and Paisley 10k – all adding to the local economy and our incredible vibrancy. Chief Executive’s Statement None of this could be done without our incredible staff, volunteers, our Board, partners and stakeholders. By working together, we make a real difference to people’s lives, and I want to thank everyone involved in our shared efforts. The last year has not been easy for anyone. At OneRen, supporting those in the margins is part of our DNA. Our teams work with people to tear down the barriers to participation. We’ve helped people to emerge from their homes, some for the first time in three years since the pandemic, using tailored craft sessions in our libraries to support them. Our teams continue to support care experienced young people to build their confidence through culture and art and we’ve proven that the same can be done with women who are going through the criminal justice system. We don’t do any of this on our own, and I want to pay a special thanks to our army of volunteers, who gave more than 12,300 hours of their time to support our communities – four times as many hours as the previous year. While our teams work for all our communities, during good times and bad, there has been much to celebrate too. I’m sure it will be no surprise to learn that the re-opening of Paisley Town Hall and the new Paisley Central Library, has created huge levels of excitement – and a lot of hard work – for our teams and our partners. While both facilities are beacons for culture, entertainment and learning, we’re only half-way there. 2024 will be another stunning year for Paisley and Renfrewshire, when we bring back to life the town’s art centre and work on the delivery of the refurbished Paisley MuseumThe rebirth of the town through culture will help make Paisley to Glasgow what Brooklyn is to Manhattan. Everyone will want to be part of our cultural renaissance. In the weeks and months ahead, OneRen will continue to be a haven for those seeking an anchor, a safe space at a time of great uncertainty. From our libraries and community facilities, leisure centres and facilities, to our wonderful programme of events, OneRen will continue to be a reliable touchpoint, our communities can depend on. Dr. Victoria Hollows Chief Executive 4140 Page 322 of 326
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Financial Report The charity is funded through a service payment from Renfrewshire Council, grant income and admission fees generated at its leisure and sports facilities and cultural venues. The charity does not trade for profit. Any surplus generated by the charity is applied solely to the continuation and development of the charity for the benefit of the local community. The summary of the audited statement of financial activities for the year ended 31 March 2023 shows net expenditure of £-2,867,129 (2022 £3,498,000) before other recognised gains and losses. In line with recommended accounting practice, the reported figures include a notional entry for future pension costs which are based on an actuarial review of future pension liabilities for current and previous OneRen employees. Employer superannuation contributions (pension payments) are paid over to Strathclyde Pension Fund for current employees to meet future pension liabilities. The charity operated in challenging global conditions during 2022/23, as we continued to recover from the pandemic. A range of proactive measure were taken during the year to manage the financial position which enabled the charity to make a small surplus of £11,871 (excluding pension fund related activities). Consolidated statement of financial activities including income and expenditure account Unrestricted Funds 2023 Restricted Funds 2023 Total Funds 2023 Total Funds 2022 INCOME Operation of leisure and cultural activities Income from charitable activities 20,854,842 - 20,854,842 18,519,165 Commercial trading operations 251,624 - 251,624 901 Other Incoming resources 21,106,466 - 21,106,466 18,520,066 Total Income 21,106,466 - 21,106,466 18,520,066 EXPENDITURE Expenditure on charitable activities 23,682.683 - 23,682.683 21,990,671 Commercial trading operations 290,913 - 290,913 27,395 Total expenditure 23,973,595 - 23,973,595 22,018,066 Net expenditure before other recognised gains and losses (2,867,129) - (2,867,129) (3,498,000) OTHER RECOGNISED GAINS AND LOSSES Actuarial gains/(losses) on defined benefit pension schemes 32,972,000 - 32,972,000 12,230,000 Net movement in funds 30,104,871 - 30,104,871 8,732,000 Total funds brought forward (2,139,816) - (2,139,816) (10,871,816) TOTAL FUNDS CARRIED FORWARD 27,965,055 - 27,965,055 (2,139,816) 4342 Page 323 of 326
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Group 31 March 2023 Charity 31 March 2023 Group 31 March 2022 Charity 31 March 2022 FIXED ASSETS Tangible assets 340,168 340,168 512,799 512,799 Investments - 1 - 1 340,168 340,169 512,799 512,800 CURRENT ASSETS Stocks 68,924 68,838 74,421 68,073 Debtors 5,821,962 5,821,623 4,900,269 4,900,289 Cash at bank and in hand 735,505 735,215 346,269 346,149 6,626,391 6,625,676 5,320,959 5,314,511 CREDITORS: Amounts failing due within one year 6,586,505 6,516,208 5,465,574 5,428,833 NET CURRENT ASSETS/ (LIABILITIES) 39,886 109,469 (144,615) 114,322 NET ASSETS EXCLUDING PENSION LIABILITY 380,055 449,628 368,184 398,478 DEFINED BENEFIT PENSION SCHEME ASSET/(LIABILITY) 27,585,000 27,585,000 (2,508,000) (2,508,000) NET ASSETS INCLUDING PENSION ASSET/(LIABILITY) 27,965,055 28,034,638 (2,139,816) (2,109,522) INCOME FUNDS UNRESTRICTED INCOME FUNDS 27,965,055 28,034,638 (2,139,816) (2,109,522) RESTRICTED INCOME FUNDS - - - - 27,965,055 28,034,638 (2,139,816) (2,109,522) INCOME FUNDS INCLUDING PENSION ASSET/(LIABILITY) 27,965,055 28,034,638 (2,139,816) (2,109,522) PENSION RESERVE (ASSET)/LIABILITY (27,585,000) (27,585,000) 2,508,000 2,508,000 INCOME FUNDS EXCLUDING PENSION (ASSET)/LIABILITY 380,055 449,638 368,184 398,478 Consolidated and charity balance sheets Group 31 March 2023 Charity 31 March 2023 Group 31 March 2022 Charity 31 March 2022 Net Cash Inflow from Operating Activities - 389,236 - 125,073 Capital Expenditure and Financial Investment Payments to Acquire Tangible Fixed Assets - - - Net Cash Outflow from Capital Expenditure and financial investment - - - Increase in Cash in the Year - 389,236 - 125,073 Consolidated cashflow statement 4544 Page 324 of 326
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For further information about OneRen, please visit our website at: oneren.org You can contact us: Lagoon Leisure Centre 11 Christie Street Paisley PA1 1NB Telephone: 0141 618 6351 OneRen, a trading name of Renfrewshire Leisure Limited Company limited by guarantee no: 490998 Registered Charity in Scotland: SCO33898 OneRen, a trading name of Renfrewshire Leisure Trading Limited Company limited by guarantee no: 241310 VAT Registered Company: 210 0336 83 oneren.org #WeAreOneRen 46 Page 325 of 326
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