Agenda Document Pack - Leadership Board - 18/09/2024
Renfrewshire Council · 18 September 2024
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12/09/2024 Notice of Meeting and Agenda Leadership Board Date Time Venue Wednesday, 18 September 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 Audrey Doig: Councillor Gillian Graham: Councillor Neill Graham: Councillor Anne Hannigan: Councillor Alec Leishman: Councillor Marie McGurk: Councillor Iain McMillan: 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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12/09/2024 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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12/09/2024 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 HSCP 1 - 12 2 Fairer Renfrewshire Sub-committee Minute of meeting of the Fairer Renfrewshire Sub-committee held on 4 September 2024 13 - 16 3 Fairer Renfrewshire Update Report by Chief Executive 17 - 34 4 Community Planning - 6 Monthly Update Report by Chief Executive 35 - 118 5 National Care Service Bill - Response to Stage 3 consultation Report by Chief Executive 119 - 126 6 Paisley First Renewal Ballot Report by Chief Executive 127 - 160 7 Adult Social Care: 6 Monthly Update Report by Chief Officer, Renfrewshire Health and Social Care Partnership 161 - 176 8 Place Marketing – review of Paisley Report by Chief Executive 177 - 276
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___________________________________________________________________ To: Leadership Board On: 18 September 2024 ___________________________________________________________________ Report by: Chief Executive, Director of Finance and Resources, and Chief Finance Officer Renfrewshire HSCP ___________________________________________________________________ Heading: Revenue and Capital Budget Monitoring as at 21 June 2024 ___________________________________________________________________ 1. Summary 1.1. At the close of reporting Period 3 on 21 June 2024, the projected revenue outturn at 31 March 2025 for those services reporting to the Leadership Board was an overspend position of £6.069m (4.8%) against the revised budget for the year. 1.2. The projected capital outturn at 21 June 2024 for projects reporting to the Leadership Board is a break-even position against the revised budget for the year. 1.3. This is summarised in the tables below and further analysis is provided in the Appendices. Revised Annual Budget £000 Projected Outturn £000 Budget Variance (Adv)/Fav £000 Budget Variance % Revenue Adult Services 106,460 112,555 (6,095) (5.7%) Chief Executive’s Service 19,632 19,606 26 0.1% Total 126,092 132,161 (6,069) (4.8%) Capital 32,448 32,448 0 0.0% Item 1 Page 1 of 276
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2. Recommendations 2.1. Members are requested to: a) Note the projected Revenue outturn overspend position of £6.069m; b) Note the projected Capital outturn break-even position; and c) Note the budget adjustments detailed at section 6.3. _________________________________________________________ 3. Revenue Budget Projection – overspend of £6.069m by 31 March 2025 3.1. The tables in Appendix 1 present the projected year-end position for all services reporting to this board, by both subjective analysis (what the budget is spent on) and objective analysis (which division is spending the budget). Significant variances affecting the projected position are analysed further below. 3.2. The approved Adult Services revenue budget for 2024/25 was a deficit position of £7.516m, meaning that there is an expectation that services will overspend to this level during the year, and that this would be funded from reserves. 3.3. It should be noted that the projected outturn position reported here is based on the latest information available, which is subject to change during the financial year. The impact of any change on this projection will be updated at each board cycle until the close of reporting Period 10. Budget holders are obliged to seek mitigating action to minimise significant budget variances. 4. Objective Analysis – Significant Variances 4.1. Adult Services - £6.095m overspend The overspend is mainly due to external care at home packages for both Older People and those with Physical or Sensory Difficulties. This results from increased acuity of patients discharged from hospital, with more complex needs, meaning more intensive Care at Home packages are required to support people to remain in their own homes. Note that these projections do not take into account the cost associated with the back pay in relation to care at home staff regrade, which is still to be fully agreed. 4.2. Chief Executive’s Services - £0.026m underspend There are no significant variances to report for those divisions of the Chief Executives Service reporting to this Policy Board. Page 2 of 276
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5. Subjective Analysis – Significant Variances 5.1. Employee Costs - £0.604m underspend This forecast underspend predominantly arises within Adult Services (£0.580m) due to the ongoing recruitment challenges and retention issues across all service areas due to the limited availability of the required skills mix. This projection does not take into account the cost associated with the back pay in relation to care at home staff regrade, which is still to be fully agreed. 5.2. Premises Related - £0.052m overspend This forecast overspend, mainly in Adult Services (£0.051m) relates to increased cleaning costs and repairs, including the purchase of track hoists. 5.3. Transport Related - £0.230m underspend This forecast underspend, mainly within Adult Services (£0.229m) relates to Older People Day Care operating at a reduced capacity. 5.4. Supplies and Services - £0.084m overspend This position mainly results from a £0.034m projected overspend on Supplies and Services within Adult Services due to the inflationary increases in the provision of community meals. 5.5. Third Party Payments - £6.842m overspend This forecast overspend relates fully to Adult Services and is mainly due to external care at home packages. This results from increased acuity of patients discharged from hospital, with more complex needs, meaning more intensive Care at Home packages are required to support people to remain in their own homes. Further overspends are forecast within adult supported living packages and carer's respite, reflective of client needs and demand for these services. The position is further impacted by anticipated inflationary increases as a result of the adult supported living framework renewal in October 2024. 5.6. Transfer Payments - £0.035m overspend This forecast overspend arises within Adult Services due to a projected increase to the provision for bad debts, based on current outstanding debt levels. 5.7. Income - £0.105m over-recovery Adult Services is currently reporting an expected £0.077m over-recovery on income from community alarms due to an increase in the number of service users; this offsets community alarm contractual increases. In addition, there is Page 3 of 276
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a projected over-recovery of income based on new charging orders registered so far during 2024/25, and funds received to date. 6. Revenue Budget Virements 6.1. Under the Council’s financial regulations, Directors and their nominated officers, in consultation with the Director of Finance and Resources, have certain delegated authority to transfer sums between subjective budget headings within a service division to enable budget management throughout the financial year. This is known as budget virement. 6.2. Transfers between divisions of the same service / department in excess of £100,000, and transfers between services / departments must be authorised by the respective service Director and the Director of Finance and Resources for submission to the relevant policy board for approval. There are no such virements for this reporting period. 6.3. The following budget adjustments reflect allocations of agreed savings, pay settlements, changes to superannuation rates and non-domestic rates, and are therefore for noting only: Revenue Budget Adjustments Service Amount (£m) Reason Chief Executive’s Service (0.432) Right for Renfrewshire savings realised Chief Executive’s Service (0.369) Contribution to reserves re reduction in employers’ superannuation Chief Executive’s Service 0.618 Pay Award 2023/24 Chief Executive’s Service (0.009) Realignment of non-domestic rates 7. Capital Budget Projection - break even position by 31 March 2025 7.1. The Capital Investment Programme 2024/25 to 2028/29 was approved by the Council on 29 February 2024. The Leadership Board approved capital spend for 2024/25 is £27.780m. 7.2. The in-year Capital budget is forecast to break-even by 31 March 2025, however, this will be monitored as the projects progress. Further details of the programme can be found in the Capital Monitoring report at Appendix 2. 7.3. Budget adjustments totalling £4.668m have taken place between years to reflect revised programming of some capital projects. The revised capital spend for 2024/25 is £32.448m, details of these adjustments are as follows: Page 4 of 276
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Capital Budget Adjustments Project Amount (£m) Reason Community Halls Refurbishment 0.702 Budget carried forward into 2024/25 to reflect updated timing Linwood Running Track at On-X 0.350 Glasgow Airport Investment Area 0.150 GAIA Regeneration 3.391 AMIDS: Netherton Square 0.126 AMIDS: District Heating Network 0.311 Clyde Waterfront & Renfrew Riverside (0.030) Budget decrease due to Active Travel Transformation Fund grant reduction AMIDS: South (0.332) Budget accelerated back to 2023/24 Total 4.668 Implications of the Report 1. Financial The projected budget outturn position for the Leadership Revenue budget is an overspend of £6.069m (4.8%) at 31 March 2025. Income and expenditure will continue to be monitored closely for the rest of the financial year and as far as possible, steps will be taken by services to mitigate any overspend. The projected outturn position for the Leadership Capital budget is break-even, after the adjustments outlined at section 7. 2. HR & Organisational Development None directly arising from this report. 3. Community/Council Planning Community Plan Our Renfrewshire is thriving The Council’s revenue and capital spend ensures that its facilities are fit for purpose and safe for the community, to maximise accessibility. Our Renfrewshire is well Our Renfrewshire is fair Our Renfrewshire is safe Council Plan Reshaping our place, our economy and our future The Council’s revenue and capital spend ensures that its facilities are fit for purpose and safe for the community, to maximise accessibility. Building strong, safe and resilient communities Page 5 of 276
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Council Plan Tackling inequality, ensuring opportunities for all Creating a sustainable Renfrewshire for all to enjoy Ongoing revenue and capital budget monitoring is a tool to enable good financial management so that the Council has resources now and in the future for continued service delivery. Working together to improve outcomes 4. Legal There are no direct implications arising from the recommendations in this report. 5. Property/Assets The capital expenditure noted in this report will result in new assets (City Deal), regeneration (GAIA and AMIDS) and refurbishment and improvement of leisure and culture assets. 6. Information Technology While ICT assets and revenue costs are included within these reported budgets, there are no direct implications arising from the recommendations in this report. 7. Equality & Human Rights While certain areas of spend may impact on particular groups, any such impact would be assessed prior to the spend being incurred, therefore there are no direct implications arising from the recommendations in this report. 8. Health & Safety The capital expenditure noted in this report will result in lifecycle maintenance improvements to existing properties and replacement of ICT assets, which may in some cases rectify health and safety issues. 9. Procurement While Procurement is a key consideration prior to the Council incurring any revenue or capital spend, there are no direct implications arising from the recommendations in this report. 10. Risk The potential 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. Page 6 of 276
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11. Privacy Impact There are no direct implications arising from the recommendations in this report. 12. Cosla Policy Position There are no direct implications arising from the recommendations in this report. 13. Children’s Rights There are no direct implications arising from the recommendations in this report. 14. Climate Change The Council aims to reduce its carbon and other emissions to net zero by 2030, however there are no direct implications arising from the recommendations in this report. _________________________________________________________ List of Background Papers Revenue Budget and Council Tax 2024/25, Council, 29 February 2024. 2024-25 Delegated Health and Social Care Budget, Renfrewshire Integration Joint Board, 22 March 2024 Non-Housing Capital Investment Programme, Prudential Framework and Treasury Management Strategy, and Capital Strategy 2024/25 – 2028/29, Council, 29 February 2024. ___________________________________________________________________ Authors: Revenue - Valerie Howie, Finance Business Partner / Alison Burns, Corporate Finance Manager Capital – Linsey McGregor, Capital Accountant Page 7 of 276
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Appendix 1 RENFREWSHIRE COUNCIL REVENUE BUDGET MONITORING STATEMENT 2024/25 1 April 2024 to 21 June 2024 POLICY BOARD: LEADERSHIP BOARD Objective Summary Approved Annual Budget Budget Adjustments Revised Annual Budget at Period 3 Projected Outturn Budget Variance (Adverse) or Favourable £000 £000 £000 £000 £000 % Adult Services 106,490 (30) 106,460 112,555 (6,095) (5.7%) Chief Executive's Service 19,859 (227) 19,632 19,606 26 0.1% NET EXPENDITURE 126,349 (257) 126,092 132,161 (6,069) (4.8%) Subjective Summary Approved Annual Budget Budget Adjustments Revised Annual Budget at Period 3 Projected Outturn Budget Variance (Adverse) or Favourable £000 £000 £000 £000 £000 % Employees 42,603 (789) 41,814 41,210 604 1.4% Premises Related 796 (9) 787 839 (52) (6.6%) Transport Related 819 (5) 814 584 230 28.3% Supplies and Services 18,577 (93) 18,484 18,568 (84) (0.5%) Third Party Payments 76,563 10,121 86,684 93,526 (6,842) (7.9%) Transfer Payments 16,850 (9,127) 7,723 7,758 (35) (0.5%) Support Services 74 4 78 73 5 6.4% GROSS EXPENDITURE 156,282 102 156,384 162,558 (6,174) (3.9%) Income (29,933) (359) (30,292) (30,397) 105 0.3% NET EXPENDITURE 126,349 (257) 126,092 132,161 (6,069) (4.8%) Page 9 of 276
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Appendix 2 Approved Budget Revised Projected Budget Adjustments Budget Outturn Total Approved Projected 2024-25 in 2024-25 2024-25 2024-25 Budget Outurn Project Title to 31-Mar-29 to 31-Mar-29 £000 £000 £000 £000 £000 £000 LEISURE SERVICES Artificial Pitches Fund 800 0 800 800 0 0% 800 800 0 0% Community Halls Refurbishment 130 702 832 832 0 0% 25,751 25,751 0 0% Linwood Running Track at On-X 0 350 350 350 0 0% 354 354 0 0% Lagoon Internal Play Centre 1,000 0 1,000 1,000 0 0% 1,000 1,000 0 0% Total Leisure Services 1,930 1,052 2,982 2,982 0 0% 27,905 27,905 0 0% CHIEF EXECUTIVES City Deal Projects Glasgow Airport Investment Area 2,065 150 2,215 2,215 0 0% 43,064 43,064 0 0% Clyde Waterfront & Renfrew Riverside 19,291 -30 19,261 19,261 0 0% 117,824 117,824 0 0% Airport Access 0 0 0 0 0 0% 141,992 141,992 0 0% Economic Development GAIA Regeneration 0 3,391 3,391 3,391 0 0% 3,391 3,391 0 0% AMIDS: Public Realm Phase 1 Netheron Square 0 126 126 126 0 0% 3,933 3,933 0 0% AMIDS: District Heating Network 0 311 311 311 0 0% 7,093 7,093 0 0% AMIDS: South 4,494 -332 4,162 4,162 0 0% 43,098 43,098 0 0% Total Chief Executives 25,850 3,616 29,466 29,466 0 0% 360,395 360,395 0 0% TOTAL LEADERSHIP BOARD 27,780 4,668 32,448 32,448 0 0% 388,300 388,300 0 0% Budget Variance (Adverse) or Favourable Budget Variance (Adverse) or Favourable RENFREWSHIRE COUNCIL CAPITAL INVESTMENT STRATEGY - NON-HOUSING SERVICES 1st April to 21st June 2024 POLICY BOARD: LEADERSHIP Current Year 2024-25 Full Programme - All years Page 11 of 276
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Minute of Meeting Fairer Renfrewshire Sub-committee Date Time Venue Wednesday, 04 September 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 Jacqueline Cameron, Convener, presided. In Attendance L McIntyre, Head of Policy & Partnerships, A Armstrong-Walter, Strategic Partnership & Inequalities Manager, D Dunn, Social Renewal Lead Officer and J McKee Digital Strategy Delivery Manager (all Chief Executive’s); and C MacDonald, Senior Committee Services Officer and E Gray, Senior Committee Services Officer (both Finance & Resources). Declarations of Interest There were no declarations of interest intimated prior to the commencement of the meeting. Transparency Statement Councillor Clark declared a connection to Item 2 - Cost of Living Dashboard by reason that his son was employed by Active Communities. However, he indicated that he had applied the objective test and did not consider he had an interest to declare and intimated that it was his intention to remain in the meeting and to take part in any discussion or voting thereon. Item 2 Page 13 of 276
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Webcasting of Meeting Prior to the commencement of the meeting the Convener intimated that this meeting of the Sub-committee would be filmed for live or subsequent broadcast via the Council's internet site. Sederunt Councillor Nicolson entered the meeting during the following item of business. 1(a) Cost-of-Living Update There was submitted a report by the Chief Executive relative to an overview of the key context and evidence around current pressures on household finances, both in terms of household income and expenditure. The report indicated that since the last meeting of the Sub-Committee on 5 June 2024, there had been a number of changes in economic factors including a decrease in the Energy Price Cap from 1 July 2024, meaning households would pay slightly less for their energy use, while inflation had decreased to 2% since the last Sub- Committee meeting and interest rates had also reduced on 1 August 2024. The report provided an overview of information collated by officers at both a national and local level. DECIDED: That the report be noted. 1(b) Cost-of-Living Dashboard The Strategic Partnership & Inequalities Manager gave a brief overview of the dashboard; highlighted key statistics; and detailed average monthly rent costs and rent affordability. DECIDED: That the presentation 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, highlighted key priorities and provided an overview of proposals and priorities for 2024. DECIDED: That the report be noted. Page 14 of 276
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3 Digital Inclusion The Digital Strategy Delivery Manager gave a presentation relative to digital inclusion. The presentation provided an update on enabling digital inclusion in Renfrewshire through multi-sector collaboration; highlighted four digital inclusion determinants; provided an update on community digital champions and the two main ways of promoting digital inclusion; gave an update on connecting communities through managed secure public access wi-fi; outlined the Digi-Ren collective achievements for 2023/24; detailed the difference that digital inclusion made and advised on future upcoming events. DECIDED: That the presentation be noted. 4 Summer of Fun 2024 The Strategic Partnership & Inequalities Manager gave a presentation relative to an update on the Summer of Fun Programme. The presentation provided a brief overview of the programme; advised on the outcome of various holiday camps and feedback from participants; provided an update of the Summer of Fun community programme; highlighted community partners; and provided feedback from the project. DECIDED: That the presentation be noted. Page 15 of 276
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_____________________________________________________________________________________ To: Leadership Board On: 18 September 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. 1.2 This paper provides: • A summary of the key issues reported to the Fairer Renfrewshire sub-committee on 4 September including the cost of living and programme updates, and seeks approval from the board in relation to any specific funding allocations required. • An overview of priorities over the next 3 month period, as set out in Section 6. • An update for Elected Members on work that is being undertaken to commission a support service for people with a brain injury in Renfrewshire as set out in Section 7 of the report. 1.3 Work is specifically planned during Autumn 2024 to review programme delivery to date, and to bring forward priorities for consideration by elected members for the next year of the programme. _________________________________________________________________________________ 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 locally. Item 3 Page 17 of 276
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• Agree to allocate £121,000 from Alcohol and Drugs Change Programme funding to support the extension of the MYLA initiative until March 2025 and the launch and development of a Stigma and Language programme. • Approve the guidance for the Winter Connections 2024/25 programme and associated implementation arrangements as detailed in section 6 and Appendix 1. • Agree that authority is delegated to the Head of Policy and Partnerships to award Winter Connections grant funding, in consultation with the Council Leader and in line with the guidance attached at Appendix 1. • Note the update in relation to the commissioning of a support service for people with a brain injury and their family. ______________________________________________________________________________________ 3. Background 3.1 The Fairer Renfrewshire Programme has continued to develop and evolve over the last 18 months, 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 As highlighted in some of the sections below, the programme is now at capacity in terms of existing officer and partner resources and over Autumn 2024 we plan to undertake a stocktake of where the programme is at in terms of delivery and funding and to bring forward recommendations around the prioritisation of the future work programme. 4 Update from the Fairer Renfrewshire sub-committee 4.1 At its meeting on 4 September 2024, the sub-committee considered: • The most recent programme update including information on recent statistics and research in relation to the cost-of-living crisis, including the cost of living dashboard developed locally • An initial update on the delivery of the Summer of Fun programme and Digital Inclusion. activities across Renfrewshire. Page 18 of 276
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• Progress updates in relation to the provision of school based advice services, the community needs assessment in Gallowhill, the Thrive under 5 project and wider advice campaigns planned over Autumn / Winter 2024. • An update on the work of the Fairer Renfrewshire Lived Experience Panel with an event involving the Panel and Sub-Committee Members being held on 3 September 2024. 4.2 Officers gather information from a variety of sources at both a local and national level to inform discussion at the sub-committee. As highlighted above a cost of living dashboard is presented and a detailed cost of living paper is also provided which gathers together all of the local and national information. Further key statistics and information is provided in table 1 below, with the full report available within the sub-committee papers and can be circulated to members of the board if this would be of interest on a regular basis. Table 1 Key national statistics • The rate of inflation is standing at 2.2%, having reduced to 2% (May and June 24), and now is slightly above the target rate set by the UK Government for the Bank of England • The inflation rate for food has continued to reduce; now 1.5%. • The Bank of England has reduced the interest rate to 5% from 5.25%. The rate had been at 5.25% since August 2023 until it was reduced on 1 August. • The Energy Price Cap, originally introduced by Ofgem in January 2019 to set limits on the underlying rates energy suppliers, is now set at £1,568 from the 1 July until 30 September. This is £122 lower than the previous quarter, however will rise to £1,717 from 1 October. Cost of living research (national) The latest insights into the cost of living from the Office of National Statistics in June found: • 51% of adults said their costs of living had increased compared with one month ago, while 47% said it had stayed the same. This has decreased gradually since October 2022 when 80% of adults reported an increase • For those who reported an increase, costs of food shopping at 93%, fuel at 52% and energy bills at 47% were the most commonly reported reasons. • 4 in 10 people are finding it difficult to pay for energy or housing. Employment and income • According to the ONS, the Claimant Count, which is taken from JobcentrePlus administration systems, for those claiming unemployment-related benefits in Renfrewshire remains at 3.1% as it was in March 2024. This currently equates to 3,575 people aged between 16 and 64 and is down from June 2023, when there were over 3,700 claimants. Page 19 of 276
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• Around 26,200 people aged 16 to 64 years in Renfrewshire were "economically inactive" in the year ending March 2024. This is an increase based on the previous reported figure of 25,100 in the year ending December 2023. Debt StepChange Scotland published their Scotland in the Red report on 26 June 24. The report highlights how cost of living and inflationary pressures continue to impact households and identifies how their clients in Scotland continue to be affected by problem debt. • 25% of their clients say their main reason for problem debt is costs of living • 31% of their clients are in a deficit budget, meaning their spend on essentials is higher than their income can cover • 55% of their clients are in full or part time work • 43% have children with 22% being single parents The amount of debt under management by both Renfrewshire Citizens Advice and Advice Works has sharply risen in the last quarter, at £2,408,161 compared to £740,768 in the previous quarter. Figures from Renfrewshire Citizens Advice Bureau show that of the 1446 clients seen this quarter, 455 were working either full time or part time. The numbers of those working who are accessing the service has risen steadily over the last year. Food costs / insecurity • Over the three years between May 21 and May 24, food prices rose by 30.6%. It previously took over 13 years from January 2008 to May 2021 for average food prices to rise by the same amount. The main downward effects came from a combination of bread and cereals, meat, and fruit. • In Renfrewshire 1,400 Foodbank Vouchers were issued in Quarter 1, in comparison with 1,148 issued in the same quarter the previous year, an increase of almost 22%. The vouchers covered 1863 adults and 866 children this year, which was an increase in total number receiving assistance compared to the same quarter last year (1473 adults and 589 children). • The rising costs of essentials remains the most commonly cited factor in the reason for voucher issue in Renfrewshire, at 716 times. This is compared to the second most cited factor, ongoing impact of physical or mental health condition at 185 times. Priority debt continues to be the third most cited factor, at 164 times. Housing • According to the ONS, private rental prices in Renfrewshire rose to an average of £749 in June 2024, an annual increase of 9.5% from £684 in June 2023. This was higher than the Scottish rise of 8.4% over the year. 5. Fairer Renfrewshire Programme Update Page 20 of 276
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5.1 Since the last update to Leadership Board in May 2024, a range of activities have continued to be progressed by officers and partners. A summary is provided in the sections below. Summer of Fun 5.2 As part of the Council’s budget for 2024 it was agreed that funding of £100,000 should be allocated through the Fairer Renfrewshire programme to support the development of a summer holiday programme, with a focus on providing support over the holiday period to low-income families. 5.3 Initially it was agreed that £50,000 of the £100,000 Fairer Renfrewshire funding would be allocated to support a small grants programme for local community groups and organisations to operate for Summer 2024. This aimed to deliver free activities over the summer holidays which could reach communities that might be underserved by mainstream activities, particularly low- income families. The fund was oversubscribed and at the start of June 2024, a further £10,000 was allocated to support the programme. 5.4 In total, 29 organisations applied for grant funding, with 21 being successful and the full budget of £60,000 being allocated. Activities included toddler play sessions, STEAM activities, sports activities, arts and crafts and day trips to visitor attractions to allow families to make memories together. 5.5 With the remaining £50,000, the Community Learning and Development team also developed a programme of activities for children and young people with the provision of a healthy meal. Following on from last year’s successful programme, the summer camp model offering places to children and young people aged 5 to 14, targeting low-income families was again utilised. A varied programme of activities for children, families, and young people was offered and the holiday camps were held in 6 venues across Renfrewshire including Gallowhill and Ferguslie Park. 5.6 In addition, OneRen libraries supported the Summer of Fun with activities across Renfrewshire, especially in villages where no funding bids had been received. Skoobmobile also planned their timetable taking into account areas with no grant funded activities, or libraries, such as Howwood, Houston and the Lochfield Road area. 5.7 A full evaluation report is currently being carried out, as with the 2023 programme, and this will be presented to elected members at the next Fairer Renfrewshire Sub-Committee meeting. School and Family Advice Provision 5.8 With the new school year having started in August, work has been ongoing with colleagues in Advice Works and Education as well as Renfrewshire Citizens Advice Bureau (RCAB) to boost numbers using the School Support Service across Secondary and ASN schools provided by RCAB and the Family Advice Service for families of Primary and ELCC schools provided by Advice Works. Page 21 of 276
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5.9 Working alongside colleagues in Corporate Communications, plans are in place to ensure parents and carers are aware of the advice available to them. The plan includes updates to school websites and newsletters, texts to parents and wider communications including social media and a press release as well as attendance at parents’ nights. 5.10 Engagement with Education Managers will continue throughout the year to ensure relevant school and nursery staff, including pastoral staff are aware of the services and can signpost or refer parents who may benefit from advice around money and benefits. This will include parents who have school meal debt. 5.11 In addition to this promotion of the service, as part of the work to boost take up of advice by parents with low incomes, Advice Works have embedded a question about whether families need support with money as a part of the application process for Free School Meals and School Clothing grants. Any applicant who indicated they wanted support received an email immediately with information on financial supports available for families, where to access help with money and a link to Advice Works online referral form. One reminder was sent if no contact had been made, again including a link to the online form again and reminding them that help is available. 957 applicants indicated they would like support with money. Community Needs Assessment in Gallowhill 5.12 As previously reported to the sub-committee, late in 2023, Renfrewshire HSCP was successful in a funding bid to NHSGGC Public Health to carry out a Community Needs Assessment (CNA) in Gallowhill, recognising the increase in Child Poverty rates in the Gallowhill and Renfrew South Ward. The commissioning process for an organisation to carry out the CNA has ended, and Active Communities are the successful organisation. 5.13 The CNA commenced at the start of July 2024 using the Place Standard Tool. An Engagement Event will be organised for autumn and Active Communities are also hoping to recruit volunteers from within the area to carry out the survey with their own social groups. Although the survey is online, it is hoped to complete the majority of forms face to face to capture honest discussion with community members. 5.14 An application has been made to the Scottish Government Child Poverty Accelerator Fund to support the testing of new place-based approaches to child poverty in Renfrewshire, which would be informed by the CNA currently taking place. This is a joint bid with Renfrewshire HSCP, NHSGGC and Active Communities, with Renfrewshire Council being the lead partner. The Scottish Government will inform applicants whether they have been successful in September. Lived Experience Panel 5.15 Elected Members have been given a number of updates relating to work of the Fairer Renfrewshire Panel. The August session of the Panel was used to examine and feedback on the Local Transport Strategy currently being developed. In Early September an event was held involving members of the Fairer Renfrewshire Sub-Committee and Officers Group, while the Page 22 of 276
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Events team will return later in September to discuss the plans for the Paisley Halloween event and feedback on outcomes from the previous meeting earlier in the year. 5.16 In October, the panel will visit the Russell Institute to carry on the conversation with Invest and see the changes made to the premises based on Panel feedback. Looking ahead the Panel have been commissioned by Renfrewshire HSCP to support them with work around the findings of their most recent Health and Wellbeing Survey, feeding back on the findings and helping identify priorities from the results. Thrive under 5 5.17 Following the launch of the Thrive under 5 programme to referral organisations, the launch of the programme for parents and carers in Johnstone took place during July. Supporting a minimum of 60 families, the service is targeted to parents in the child poverty priority groups who have children under 5 and offers: • 12 free shops at Active Communities Community Pantry • Access to Cooking Workshops and free equipment • A cooking starter pack and 8 weeks of free recipe kits • Money Advice from RCAB, including income maximisation • Physical activity opportunities for families provided by Active Communities 5.18 The first referral window for families closed in early August with 28 referrals made and 21 families accepted for the programme, with a mix of referrers including Social Work, GPs, nurseries and 3rd sector organisations. 5.19 Further tranches of recruitment will take place for families once this first group have been through the programme. Affordable Credit 5.20 As one of their funded projects, Renfrewshire Affordable Credit Alliance (RACA) was invited to present at the Scottish Illegal Money Lending Unit’s 20th Anniversary Conference in August. Over the last year, RACA has been working with a number of new partners to promote affordable credit options and so reduce illegal borrowing. 5.21 With a focus on social housing tenants, RACA has targeted local housing associations providing them with information and their newly launched ‘Your Good Guide to Credit’ booklet. While this engagement work is ongoing, Williamsburgh Housing Association have agreed to issue the booklet to all their new tenants, and RACA are working towards a similar agreement with Linstone, Ferguslie Park and Bridgewater Housing Associations. 5.22 Over the summer, RACA has supported Multiply sessions, Summer of Fun sessions for teenagers, including at the School of African Cultures and started working with the St Mirren Charity. They have also engaged with Invest in Renfrewshire around offering support within Job Clubs and their Page 23 of 276
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booklet is being handed out to parents and carers who are engaged in the Thrive Under 5 initiative. Alcohol and Drugs Change Programme 5.23 As reported previously to board, an evaluation of funded projects and initiatives which have been delivered in response to the recommendations of the Alcohol and Drugs Commission is now underway. In order to ensure continuation of key projects whilst the evaluation is completed, the programme board has recommended that additional funding of £46,000 from the Change Programme be allocated to support the MYLA project to be extended until March 2025. This is a housing led project in partnership with Turning Point Scotland, which provides intensive support to people with complex needs and aims to help improve outcomes for service users across a number of areas, including being able to sustain a tenancy. Positive outcomes data is emerging for this project and the extension of the funding will allow a full evaluation of the project to be completed to inform future funding recommendations. 5.24 The programme board has also recommended that £75,000 is allocated to support an organisation-wide programme which will promote positive language and aim to reduce stigma. This will be linked to the Council’s values training and our wider work relating to trauma. 5.25 Through the Alcohol and Drugs Partnership in Renfrewshire, local partners are currently considering their response to the recently published drug related death figures which have been published at both a national local level. Through the Alcohol and Drugs Commission, partners considered the impact of alcohol and drug use for individuals, families and communities and it is very concerning that the number of drug related deaths in Renfrewshire remain high. 5.26 The local figures confirm that in Renfrewshire, there were 44 drug-related deaths in 2023 which represents an increase of 13% from 39 in 2022. This is the fifth highest number recorded in the past decade. Drug deaths in Renfrewshire, 2014 to 2023 5.27 Renfrewshire had the seventh highest rate of deaths per 100,000 population (2019-2023) at 27.5 and above the Scottish average of 23.6. This is similar to the previous 5-year rate where we had also had the seventh highest rate of deaths at 28.9. Page 24 of 276
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5.28 A more detailed update for members on the data available, and the steps being undertaken in Renfrewshire by partners to support people at most risk of harm, will be provided at the next meeting of the Fairer Renfrewshire Sub-Committee. 6. Current priorities 6.1 The Fairer Renfrewshire Programme is now at capacity as officers have worked with partners to respond to emerging developments and to support existing programmes of work. There are several areas of activity that will be prioritised over Autumn 2024: Advancing equalities programme 6.2 Work is currently underway to scope this programme including the recruitment of an Equalities Development Officer to provide additional expertise and capacity to progress this programme of work and to specifically focus on some of the priority groups where partners are keen to explore inequalities being experienced including disabled people or those with a long-term condition, New Scots and older people. The Census data for Renfrewshire which is currently being analysed as it is released in tranches nationally will also inform this programme of work. 6.3 ROAR were awarded £40,000 in the Council's 2024/25 budget to explore the inequalities experienced by older people in Renfrewshire and pilot interventions which tackle issues such as social isolation and connection and potential barriers to accessing support. 6.4 Officers have worked with ROAR to develop a specification for this work, to be delivered throughout the 2024/25 financial year. The project will see the extension of two prevention based services, ROAR do Footcare and Stronger for Longer. As part of the delivery of these interventions, learning and insight around the inequalities and barriers experienced by older people in Renfrewshire will be captured and shared. 6.5 Officers will also continue to work with ROAR as part of the monitoring arrangements for this funding, and in particular around the development of the equalities workstream of the Fairer Renfrewshire programme. Community impact survey 6.6 It has not been possible within existing capacity to develop and deliver this survey over the summer period. Work is now however commencing and officers will aim to progress this over the Autumn period in order to inform a stocktake of the Fairer Renfrewshire programme with all stakeholders in early 2025. Fair Food Renfrewshire 6.7 The Fair Food Renfrewshire Steering Group, which met initially in September 2023, has continued to meet on a quarterly basis. In May, an application was made to become a member of the Sustainable Food Places network which will give the food partnership access to shared learning Page 25 of 276
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and resources from other food partnerships UK-wide. Confirmation was received in June that the application was successful, with Fair Food Renfrewshire joining other new members bringing the total members to 111 UK-wide and 16 in Scotland. As part of the application process, a six-month plan had been drafted, and agreed by the Steering Group, which will build upon the baselining exercise conducted earlier this year. 6.8 The three main priorities currently identified by the steering group for Fair Food Renfrewshire are: • Working to reduce, then eradicate food poverty, by promoting a collaborative approach across all communities, ensuring a dignified and fair access to health and affordable food for all. • Increased access and availability of growing grounds in every town and village within Renfrewshire. • Widen access and availability to educational opportunities regarding nutrition and cooking skills, and wider use of “home economics” type classes within education, health and community settings. 6.9 The focus of the plan will be on communications and marketing, re-establishing a Food Support network forum, and investigating the possibility of increasing the access to local food producers to procurement frameworks. 6.10 The Scottish Government’s National Good Food Nation Plan consultation findings are due shortly, with potential revisions and amendments made as result of the feedback provided by those who responded. It is envisaged, that once the National Good Food Nation Plan has been finalised, a Council food strategy can be drafted to reflect the new statutory duties, and the requirements of the Renfrewshire communities. Winter Connections 6.11 Recognising the success of the Winter Connections programme over 2022/23 and 2023/24, £75,000 of Fairer Renfrewshire funding was allocated as part of the Council’s budget to support the delivery of a Winter Connections programme for 24/25. Winter Connections provides a network of local places and spaces where people can connect to others in their community over the winter. 6.12 Originally established as a response to the cost of living crisis, the Winter Connections programme is now in its third year and has proven to be much valued within communities over the winter months. An evaluation of the 2023/24 programme was carried out and reported to Leadership Board in June 2024. 6.13 As with previous years, it is recommended that authority is delegated to the Head of Policy and Partnerships to approve award funding in consultation with the Council Leader and in line with the guidance, to enable timely awards. All awards will be reported back to Leadership Board. 6.14 Guidance has been drafted as detailed at Appendix 1, and if approved by Leadership Board, it is intended that the funding will go live for applications from 23 September, with awards being made from October 2023. Page 26 of 276
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6.15 A panel consisting of officers from Renfrewshire Council, Renfrewshire HSCP and Engage Renfrewshire will scrutinise applications and make recommendations on funding awards. 6.16 As with previous years, officers will work to communicate the Winter Connections programme widely alongside Winter Connections hosts, and to develop a programme which covers a wide range of geographical communities and communities of interest. 6.17 Where possible, organisations involved should offer warm drinks, snacks or food along with activities and support the principles of the Winter Connections programme. Pension Credit campaign 6.18 The UK Government has announced that older adults of state pensionable age in England and Wales not in receipt of Pension Credit or other means tested benefits will no longer be entitled to Winter Fuel Payment. This benefit has been devolved to Scotland, and the Scottish Government had previously announced it would replace Winter Fuel Payments with its own scheme called the 'Pension Age Winter Heating Payment' (PAWHP) this coming winter. These payments would be paid to everyone over State Pension age. 6.19 On 14th August, the Scottish Government announced that the payment in Scotland will also be restricted to those on eligible benefits. PAWHP will also be deferred until 2025, to allow more time to plan in light of the change. Because Winter Fuel payment has already been devolved, Scottish Government are in discussion with the Department for Work and Pensions which has committed to administer a payment equivalent to Winter Fuel Payment to older people in Scotland this year. 6.20 While awaiting further detail on this payment, Advice Works and Renfrewshire Citizens Advice Bureau (RCAB), along with Corporate Communications, have planned a Pension Credit take up campaign to ensure as many of those eligible in Renfrewshire who have not yet claimed this benefit do so. 6.21 The campaign commenced in early September, and should the Scottish Government or Department for Work and Pensions announce a similar campaign, will be tied to that to amplify the message. 7 Support for people with a brain injury and their families in Renfrewshire 7.1 At the Leadership Board in June 2024, elected members agreed to allocate £300,000 from the Fairer Renfrewshire programme to fund the development of a support service for people with a brain injury and their families for a three year period. This followed the closure of the Renfrewshire Head Injuries service in June 2024. 7.2 At that time it was noted that the Council had received a judicial review petition from the Court of Session in relation to the service closure. Elected members are asked to note that following an initial legal process, the petition was withdrawn. 7.3 Work has therefore now commenced on the process by which the service will be commissioned. Further market testing was undertaken over the summer period through the publication of a PIN Page 27 of 276
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notice, and work has been undertaken to commission an independent organisation to undertake further consultation with potential users of the service and their families. This is a vital part of the process as it will ensure that their views guide the specification of any new contract specification which is tendered. It is anticipated that this consultation process will be completed by the end of September 2024/early October 2024, subject to the availability of the organisation identified. 7.4 A tender process will then commence, with recommendations for award being brought before the Finance, Resources and Customer Service policy board. Officers had initially targeted the November 2024 policy board cycle, however this is dependent on the timing and completion of the consultation process and wider procurement processes. 7.5 Work has been undertaken to identify a range of existing supports across Renfrewshire which provide support to people with a brain injury and their families. These supports would be additional to any targeted support which would be offered through any new service model, but in the interim period may provide much needed advocacy, advice and social connections. 7.6 For example, we are seeking opportunities to explore how we can support the provision of accessible activities through the Winter Connections programme for people with a brain injury and their families and proactively sharing information about relevant support and social connection opportunities across Renfrewshire more widely. There may also be opportunities to deliver training to existing Council staff across services to ensure that the needs of people with a brain injury are better understood. _______________________________________________________________________________________ Implications of the Report 1. Financial – the paper asks for approval to allocate £121,000 from the Alcohol and Drugs Change Programme funding, as per the recommendations of the officer programme board. 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 10. Risk – none Page 28 of 276
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11. Privacy Impact – none 12. Climate risk – none 13. Children’s rights - the articles within UNCRC underpin the work that is being progressed in Renfrewshire through the Fairer Renfrewshire programme, particularly in relation to rights in relation to aspects such as life, survival and development, food, clothing and a safe home and supporting the best interests of the child and their families. Child poverty and family wellbeing are key local partnership priorities. 14. COSLA Policy Position – none Author: Laura McIntyre, Head of Policy and Partnerships Page 29 of 276
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WINTER CONNECTIONS PROGRAMME FUND Winter Connections is a network of local places and spaces where people can connect to others in their community this winter. We know that people are facing a difficult winter ahead, and Winter Connections will co-ordinate and promote a programme of events and activities across Renfrewshire that everyone can access. Winter Connections are always free, open to all, in every neighbourhood and can guarantee a warm welcome. We want to work with local groups and organisations who can host Winter Connections in their community. The Winter Connections Fund can provide small grants of up to £2,000 to organisations to help with the additional costs of making venues, activities and sessions open as part of the Winter Connections Programme. Who can apply? The fund is open to voluntary and community organisations that are constituted and have a bank account. The Fund is not open to applications to support individuals. What we will fund The Fund can cover a range of project costs, such as equipment, food, energy costs, costs to rent a space for the activity, cleaning, and staffing costs to cover increased activity. Examples of projects that can be funded include: • A new cooking project where ingredients are provided • Projects that bring people from different backgrounds together through a shared activity, such as different cultures or age groups • Tablet or device classes for older people • Projects providing social connection and supporting recovery for people affected by drugs and alcohol • Projects supporting people living with mental illness • Projects supporting people with a head injury • Lunch clubs with an activity • Crafting or ‘making’ activities • Classes with a focus on physical activity • Classes which provide and show how to install simple energy efficiency measures A guide to Winter Connections funding and how to apply Page 31 of 276
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We welcome applications from community venues as well as groups who run activities. We can help to connect venues with groups who can offer activities and vice-versa, if this would be helpful. Grant funding must be spent by the end of March 2025. What your application should cover Applications should describe the activity the organisation wants to host, how it meets the needs of the local community and how it meets the Winter Connections principles to make sure the programme is inclusive, safe, and stigma-free. Projects and activities should be: • Open, free and easy to access • Inclusive, welcoming, respectful, and safe • Able or willing to provide connections to other services and supports • Able to offer warm drinks/snacks/food along with activities, where possible We want Winter Connections activities to be available in every neighbourhood in Renfrewshire, as well as available at different times and for residents of all ages. This may affect the funding decisions that we make. While we recognise that many organisations will be closed over the Christmas period, we would welcome applications that will deliver activities during the festive period. What cannot be funded? Winter Connections will not fund: • One-off activities, like an open or fun day • Activities that are not free • Events to raise funds for other charities • Costs for activities that have already taken place • Projects where no activities are available/will take place How to apply Applications will be open from 23rd September 2024 using an online application process. If you need a paper copy or any support to make an application, please get in touch. Awards will be made from the beginning of October, and the fund will remain open until the available funding has been used. We don’t know what the demand for this fund will be, so advise that you apply as early as possible. The online application form can be found here Winter Connections 2024 Application Form We will be in touch for a copy of your constitution, a recent bank statement and a copy of your accounts (or income/expenditure statement) if we don’t have a recent copy of these already on file. Please have these ready so applications can be processed promptly. How much funding is available from the Winter Connections Fund? Page 32 of 276
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Grants of up to a maximum of £2,000 are available, however as funding is limited, please do not apply for more than you will need for your project. If you are co-ordinating a number of events in partnership with a range of local groups (for example as a bigger community venue), we can use some discretion to make larger awards. Please get in touch to discuss this. How we will make decisions Applications will be reviewed by a panel of staff from Renfrewshire Council, Renfrewshire Health and Social Care Partnership and Engage Renfrewshire before a decision is made. We will assess and award applications on a ‘rolling’ basis until the funding has been spent. We will get in touch with you to let you know if your application has been successful as soon as possible, and we may also get in touch for further information about your project before making a decision. Conditions of grant If you are successful in your application, you must accept and comply with Renfrewshire Council’s standard grant terms and conditions. You will be asked to report back on the impact the project has had once the funds are spent. Projects which receive funding from Renfrewshire Council will be promoted as part of the Renfrewshire Winter Connections programme. You will also be asked to make clear your project is part of the programme when promoting your project. In addition to complying with the Council’s grant terms and conditions, organisations should consider the Scottish Government’s Fair Work First Guidance. The current guidance stipulates that from 01/07/2023 all organisation receiving Public Sector Grants should be paying staff at least the Real Living Wage and providing effective channels for employee voice. Contact us If you would like to discuss the priorities, application process or alternative funding opportunities please contact Andrena Faulkner at andrena.faulkner@renfrewshire.gov.uk. Page 33 of 276
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___________________________________________________________________ To: Leadership Board On: 18 September 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 February 2024. 1.2 The Renfrewshire Community Planning Partnership Annual Report 2023/24 presents the performance of the Community Planning Partnership in improving outcomes and reducing inequalities. The Annual Report highlights current and planned action to improve outcomes across the three areas of focus it has agreed, and the draft report is attached at Appendix 1. 1.3 Renfrewshire Community Planning Partnership Executive Group has primary responsibility for monitoring performance in delivering outcomes, identifying areas where performance needs to improve and driving this improvement. Members are asked to approve the Council’s contribution to this report, recognising the final Partnership approval will be sought at the next Community Planning Executive Group in early October. 1.4 An overview of items considered by the Community Planning Executive Group over the last 6 months is provided at Section 6. The Executive Group met twice over the last 6 month period and considered updates in relation to: • Renfrewshire’s Promise Approach 2024-2030 • Community Mental Health and Wellbeing Fund • Alcohol and Drugs Change Programme Update • NHS GGC Health and Wellbeing Survey and Director for Public Health Report • Renfrewshire’s Local Child Poverty Action Report, and related activity Item 4 Page 35 of 276
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1.5 Further to the approval of the Local Partnerships 2024 Development Programme by Leadership Board in February 2024, an update on progress against the identified actions is also provided at Section 5 of this report. ___________________________________________________________________ 2. Recommendations 2.1 It is recommended that Members: • Note the content of the Renfrewshire Community Planning Partnership Annual Report 2023/24 and the impact of community planning partners’ activities in delivering improving outcomes and reducing inequalities. • Note the progress in developing the priorities of the Local Partnership Development Programme and Community Plan _________________________________________________________ 3. Background 3.1 This paper represents the regular 6 monthly update submitted to the Leadership Board for consideration on wider community partnership developments. 3.2 Community planning is a statutory duty placed on Councils in Scotland and defined community planning partners under the Community Empowerment (Scotland) Act 2015. These public , private and third sector bodies are required to collaborate in Community Planning Partnerships. There are 32 Community Planning Partnerships in Scotland, one for each Council area. The broad aims of community planning activity are to improve outcomes for people and communities and to reduce inequalities in those outcomes. 3.3 Partners are also required to develop and jointly progress a Local Outcomes Improvement Plan. In Renfrewshire this is referred to as our local Community Plan, a ten year plan spanning 2017-2027. At the mid term point of the plan in 2022, partners agreed that a refresh exercise should be undertaken. This was felt to be timely due to the impact of the COVID pandemic and also the cost of living crisis emerging at that time. 3.4 The vision set out within the Community Plan has remained: Working together to make Renfrewshire a fairer, more inclusive place where all our people, communities and businesses thrive. 3.5 The four priorities of the Community Plan have also been retained - that Renfrewshire is Thriving, Well, Safe and Fair. The refresh carried out in 2022 identified three main areas of focus for collaborative working through the Community Planning Partnership. These are: • Supporting low income families • Tackling health inequalities • Addressing the climate emergency Page 36 of 276
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3.6 Within each area of focus, three or four action areas have been identified to drive improvement. 3.7 Community Planning Partnerships are required to produce and publish each year an Annual Report. The Annual Report sets out performance against priorities identified by each Community Planning Partnership and reports on action taken to improve outcomes. Further information on the annual report is provided in section 4 of this report. 4. Community Planning Partnership Annual Report 23/24 4.1 The annual report describes the progress of the Partnership over 2023/24 and provides practical examples of how partners are working together to make a difference locally in terms of implementing our local Community Plan. This activity is presented under each of the action areas identified. 4.2 The Performance Framework, Actions and Indicators section provides evidence of progress made against a suite of indicators and the direction of travel i.e. whether performance is improving or not. The performance framework was established in 2022 and will continue to be developed. At each of its quarterly meetings Renfrewshire Community Partnership Executive Group will focus on one of the three areas of action to assess and drive progress. 4.3 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. Full detail is provided in Appendix 1. 4.4 In October 2024, partners will consider the Annual Report as part of its annual horizon scanning meeting, at which priorities for the next 12 months will be identified. 5. Local Partnership Review – 2024 Development Programme 5.1 In February 2024, Leadership Board approved the launch of the 2024 Development Programme for Local Partnerships. Local Partnerships have a huge amount of potential to strengthen community empowerment and capacity in Renfrewshire, and to harness this potential it was agreed 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 were agreed. 5.2 The key focus in 2024 is around enhancing communications in relation to Local Partnerships activities, refreshing partnership membership and supporting a review of current priorities for each Local Partnership. 5.3 Key updates on progress relating to the identified actions in the 2024 plan include: • Membership refresh exercise was carried out in Spring 2024, with all Local Partnerships agreeing the appointment of community representatives. • An induction session for community representatives was held in August 2024, and will be supported with an induction pack for Local Partnership members to support participation and involvement. • In May/June, Local Partnerships held their special meetings to discuss grant allocations, using the refreshed guidance agreed by Leadership Board. Page 37 of 276
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• Each Local Partnership is holding a workshop to develop new Local Priorities throughout September 2024. • The recruitment process for the Local Partnership Development Officer was completed, with the successful candidate to start in post imminently following recruitment checks. • Following new Local Priorities being agreed, work will be undertaken to develop the future work programme of activity through the Local Partnerships Plan as a priority. 6. Community Planning Partnership Executive Group 6.1 An overview of items considered by the Community Planning Executive Group over the last 6 months is provided at Section 6. The Executive Group met twice over the last 6 month period and considered updates in relation to: • Renfrewshire’s Promise Approach 2024-2030 • Community Mental Health and Wellbeing Fund • Alcohol and Drugs Change Programme Update • NHS GGC Health and Wellbeing Survey and Director for Public Health Report • Renfrewshire’s Local Child Poverty Action Report, and related activity Director of Public Health Report 2024 - NHSGGC ___________________________________________________________________ Implications of the Report 1. Financial – no direct financial implications from the Annual Report. 2. HR & Organisational Development –none. 3. Community/Council Planning – as per content of this report. 4. Legal - none 5. Property/Assets – none 6. Information Technology - none 7. Equality and Human Rights – performance outlined in the Renfrewshire Community Planning Partnership Annual Report contributes towards the community planning outcomes of improving performance and reducing inequalities. 8. Health and Safety - none 9. Procurement – none 10. Risk – measuring and reporting performance against community planning targets is a factor in mitigating the risk of poorer outcomes and increasing inequalities for people in Renfrewshire. The Annual Report provides accountability to the Renfrewshire public and Councillors. It also provides management information to enable senior leaders to both evidence successful delivery of policy and address any areas of concern. Progress made in Page 38 of 276
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achieving community planning targets contributes to a positive reputation of the Council and Community Planning Partnership and mitigates the risk of reputational damage. 11. Privacy Impact – none 12. Climate Risk – the Renfrewshire Community Plan was refreshed in 2022 and one of its three areas of focus is Addressing The Climate Emergency. The Annual Report sets out actions being taken and tracks performance against outcomes. 13. Children’s Rights – the three areas of focus identified in the refreshed community plan – Supporting Low Income Families; Tackling Health Inequalities; and Addressing The Climate Emergency – contribute to setting policy direction that supports progress in delivering Children’s Rights. 14. COSLA Policy Position – COSLA is supportive of community planning as an approach to delivering outcome improvement and narrowing of inequalities in Scotland Author: Annabelle Armstrong Walter. Page 39 of 276
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DRAFT:RenfrewshireCommunity Planning Partnership Annual Report 2023/2024 Page 41 of 276
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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, moreinclusive 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 42 of 276
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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 43 of 276
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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. • The Partnership has identified some initial performance measures which will support the monitoring of progress. Someareaswereidentified whereperformance information will need to be developed. • TheCPP Executive have agreed to have an annual horizon scan meeting to assess progress and to identify / refine priorities. At each of the other 3 meetings held, partners consider progress against a community planning theme. Page 44 of 276
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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 45 of 276
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Supporting low-income families – provide opportunities and support to parents to enter, sustain and progress at work The Renfrewshire Local Employability Partnership (RLEP) has continued to plan and co-commission local employability services to help Renfrewshire residents make a successful transition towards employment and reduce unemployment in the area. Over the last year, the number of residents claiming out of work benefits in Renfrewshire has reduced from 3,635 to 3,590, equating to 3.1% of the population. Renfrewshire’s disability employment rate (45%) is lower than Scotland (52%) and the UK (54%). The disability employment gap rate (difference between the non-disability employment rate and the disability employment rate) for Renfrewshire is 36.8% compared to 30.7% for Scotland. Invest in Renfrewshire recruited a Child Poverty Co-ordinator in the summer of 2023 to focus on managing the delivery of the Parental Employability Support Team and developing and enhancing the employability support for families in Renfrewshire. Invest have a team of 4.5 FTE Parental Employability Advisors and this will increase in 2024/25 to 6 FTE. This recruitment will bring the team to full capacity and will enable them to engage with more parents throughout Renfrewshire. Page 46 of 276
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Supporting low-income families – provide opportunities and support to parents to enter, sustain and progress at work Renfrewshire’s employability service, Invest in Renfrewshire, offers a wide range of tailored supports to help residents on their journey towards and into employment. In 2023/24 there has been a continued increase in the number of parents coming forward to use the services of Invest in Renfrewshire and the Local Employability Partnership (LEP) funded organisations, with 352 new parents accessing the service and 73 parents re-engaging with the service, in comparison to 231 parents accessing the services last year. In 2023/24 there were 132 parents who progressed into employment/self-employment. Funded Work Placements were commenced by 7 parents, with 5 of these parents progressing into employment. Traineeship opportunities were funded for 39 parents within the Local Authority. There were 9 parents who entered Further Education and 163 who gained a qualification. The Transition to Work welfare fund was accessed by 105 parents in the year to support them financially in making this transition into employment. Parents were able to access up to £1,000 paid over a period of 3 months. In addition to this funding, they were able to receive support with clothing for interviews and for commencing employment and funding towards travel costs for the initial 3 months of employment. Page 47 of 276
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Supporting low-income families – provide opportunities and support to parents to enter, sustain and progress at work The Local Employability Partnership has commissioned the following organisations for 2024/25 to provide pilot projects and specific support to unemployed and underemployed parents: • ‘I Was Gonnae Charity’ will provide a music-based project to support parents through a motivational and creative employability programme • ‘REEM – Renfrewshire Effort to Empower Minorities’ will engage and support parents to build confidence and assist them to take the first steps to engaging with employability services • ‘West College Scotland’ will deliver a parental YES (Your Employability Skills) programme, a personalised learning programme to support parents with multiple barriers into employment. Page 48 of 276
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Supporting low-income families – join up support for families within communities The three-year Renfrewshire Children’s Services Partnership Plan has been developed to cover the period 2023 – 2026. Key achievements during the first year of the plan include: • Service redesign which has incorporated Families First, Home Link and Care Experienced Home Link into the Renfrewshire Family Wellbeing Service • The FORT (Fast Referral Online Tracking) system which will enable referrals from agencies and self-referral from parents to be efficiently and securely received and allocated while providing valuable management information • Third sector organisations have been allocated funding to deliver increased services to support family wellbeing across Renfrewshire • Targeted work done with 159 pupils and 86 families through the Upscaling Active Schools programme • Consultation of the design and delivery of the Children and Young People Plan for Net Zero completed • Renfrewshire Promise delivery mapping and planning tool –capturing Promise related activity including Education, Social Work, Whole Family Wellbeing, Employability, Mental Health, Youth Justice, Family Support, Workforce, Children’s Hearings, GIRFEC, UNCRC, Brothers & Sisters, Police, Fire & Rescue Service and Health etc Page 49 of 276
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Supporting low-income families – join up support for families within communities “Multiply” is a 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+ and young adults 16-18 who are not in education, employment, and training to increase their confidence in using numbers and to improve maths skills in everyday life. Programmes support people from helping with children's homework to learning how to cook nutritious meals on a budget, measuring a carpet and budgeting finances. The programme is overseen by Renfrewshire Local Employability Partnership and delivered by a range of local partners, including KLAS Care, Recovery Across Mental Health (RAMH), Renfrewshire Citizens Advice Bureau, Renfrewshire Affordable Credit Alliance (RACA), Values into Action Scotland, Barnardo’s, Renfrewshire Effort to Empower Minorities (REEM), West College Scotland and Renfrewshire Council’s Adult and Family learning team. Between April 2023 and the end of March 2024, these 10 community-based organisations delivered numeracy/maths learning activities through 63 courses for 314 participants. Following attendance on a Multiply course, in addition to feeling more confident about numbers, many people have achieved maths or numeracy related certificates/qualifications. Participants have reported improved mental health and other benefits like being able to help their children with their learning and for some, Multiply has helped them to progress into employment, volunteering, and further education. RAMH - Nutrition with Numbers Davey provided video feedback from his experience with RAHM - Nutrition with Numbers https://vimeo.com/911117452/328e07cf6a?share=copy Page 50 of 276
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Supporting low-income families – join up support for families within communities Cait, Multiply participant with Barnardo’s in Paisley. I have struggled with Maths due to dyscalculia and found dealing with numbers intimidating and as I lacked confidence with numbers. I was offered the chance to take part in the Multiply course through Invest in Renfrewshire who were supporting me to become self-employed. I have enjoyed the course a lot and as a result gained confidence by learning numbers in a useful way. I found the focus on practical skills made it a lot more fun and less stressful than previous numeracy courses I’ve done. Taking part has also helped me to deal with finances in my work and home life as well as helping my child with schoolwork. The things I enjoyed the most were learning practical skills plus spending time in the garden, which was enjoyable and beneficial for my mental health. I’m most proud of building a bench as I didn’t think that was something I could do. Page 51 of 276
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Supporting low-income families – join up support for families within communities 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. The Whole Family Wellbeing Manager started in post full time in July 2023, supported by a project manager and the service will be launched in May 2024. The new service will be publicised alongside the launch of a request for assistance process which will enable services to refer to each other as well as enabling parents to make direct request for support. Identified gaps in services include: • Families of children with a neurodevelopmental disorder for example Autistic Spectrum disorder (ASD), Attention Deficit/Hyperactivity Disorder (ADHD) either pre or post diagnosis • Families of children (0-8) requiring parenting support and/or support for distressed behaviours • Families of children 11-16 displaying distressed and/ or risk-taking behaviour • Families of children with disabilities Five local third sector organisations were directly funded as part of the community family wellbeing services in October 2023 and a second round of funding to support a further 11 third sector organisations has recently been approved. An evaluation strategy has been agreed and will evidence improvement against the national high-level outcomes for measuring improvement in whole family wellbeing. A new family wellbeing scale evaluation tool has been introduced into the community family wellbeing teams and funding will support third sector organisations to help capture improvements in family wellbeing. Page 52 of 276
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Supporting low-income families – join up support for families within communities Skoobmobile is a mobile service providing activities and access to library services for children and families across Renfrewshire, focussing on areas that do not have a local library in close vicinity. The service works in partnership with schools and community organisations. This year: 362 school sessions were attended by 7,840 children 157 nursery sessions were attended by 1,316 children 182 community outreach visits were attended by 4,590 children and 1,728 adults. Skoobmobile supported two Early Years Local Learning community events for families involving Todholm, Lochfield and St Charles Primary schools and their feeder nurseries. It also ran bedtime reading sessions for families at Fordbank Primary, Todholm Primary, and Williamsburgh Primary. The Skoobmobile Co-ordinator and School Libraries Co-ordinator supported a family event on the theme of belonging at St Charles Primary in partnership with the EAL (English as an Additional Language Team). The Skoobmobile also worked with families and young people with additional support needs at Southend Action Centre, delivered summer family activities with the West Johnstone Family Learning Team, and supported parent / toddler groups in Inchinnan, Langbank and Bishopton. Community outreach visits took place across Renfrewshire including Gallowhill, Shortroods, Lochfield, Johnstone, Elderslie, Howwood, Houston and Kilbarchan. Page 53 of 276
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Supporting low-income families – join up support for families within communities One Ren has carried out a Poverty proofing audit to better understand the experience of families and individuals who are living in poverty and what barriers may prevent them from attending the Museum when it reopens. The work to date has focused on identifying and exploring what could be done prior to opening to eliminate the barriers to engagement for those experiencing the effects of poverty. The team engaged with 133 people within high-deprivation areas at four locations in Paisley during 2024. Consultation covered admission & entry, marketing & communications, engagement & participation, displays & events, secondary spend, ownership / sense of belonging and travel. A report with a series of recommendations for each area is due for publication and will inform the development of the services such as retail, catering and public programming as well as the overall visitor experience. Renfrewshire Libraries are working with the Good Things Foundation to distribute free SIMs and mobile data to local people experiencing data poverty. Recipients are supported by a Digital Champion to activate their SIM, with further one-to-one digital skills support available if required. Page 54 of 276
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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 (HWC) pathway allows referrals from maternity and early year’s staff to target pregnant women and families with young children experiencing, or at risk of, child poverty. The service provides income maximisation advice and support for families. Support provided includes benefit checks, support applying for benefits, help to reduce and manage debts, access to emergency funds and grants, support with budgeting and assistance dealing with food and fuel poverty. During 2023/24 there were 302 referrals received for HWC, with 58% of those referred engaging with the service. This resulted in direct financial client gains of £323,255.31 for families. The majority of those who were supported by the service are in at least one of the child poverty priority groups: lone parents (32%), families with a child under one (29%), families that include a disabled adult or child (11%), ethnic minority families (10%), mother under 25 years (9%) and families with 3 or more children (5%). Findings from a baseline audit of Health Visitor (HV) records between February and March 2023 led to an updated financial inclusion referral pathway for HWC. Bespoke training sessions were delivered to 75 staff within Renfrewshire HSCP Children and Families Team. These sessions focussed on using the HWC Pathway, how to add a HWC referral to IT systems, information on foodbanks, crisis grants and how to apply, as well as cost of living resources. Following the training sessions, there has been a 25% increase in referrals (175 referrals) to HWC received from HVs during 2023/24, compared to 2022/23 (132 referrals). Page 55 of 276
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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 Thrive Under 5 Since autumn 2023, Renfrewshire's Health Improvement Team has led on the research, design, and implementation of the Thrive Under 5 project. This programme takes a whole system, community food nurturing approach with the families of pre-school children, combining action on food and financial insecurity, healthy eating, and physical activity within the Renfrewshire neighbourhood of Johnstone. A Steering Group provides strategic direction and governance and includes Health Improvement, local partners and third sector organisations. To meet the referral criteria families must have at least one child under the age of 5, live in Johnstone and meet one of the risk factors for poverty. Service provision has been mapped out to include support for families from pregnancy to 5 years which will include: • Support to apply for grants and benefit entitlements to maximise income • Free meal packs for every family at least once a week for 8 weeks • Access to local food pantry with free membership and free shops for families • Free Cooking classes and provision of cooking equipment as required for every family • Physical Activity Opportunities for whole family • Onward referral to partner organisations such as Invest, or any others based on family’s needs. Page 56 of 276
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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 Emergency Infant Formula Pathway Due to the cost of infant formula increasing by an average of 14%, access to formula has become challenging for families from the most deprived communities. Renfrewshire’s Emergency Infant Formula Pathway will follow the Scottish Government guidance toolkit published in February 2024 to provide a safe, reliable route for parents with an infant under 12 months in urgent need to access formula milk and support for safe and responsive feeding. To ensure the best start for children in Renfrewshire an evidence-based approach to the pathway is being implemented. Renfrewshire HSCP and Council colleagues have attended two Scottish Government Infant Food Insecurity events to explore examples of good practice in emergency pathways for infant formula and cash first solutions. Scoping of activities within NHSGGC localities that have been taking forward a range of actions to respond to families experiencing financial crisis and food insecurity has been completed. A self-assessment template tool will support Local Authorities and Health Boards to consider the key elements in developing a crisis support pathway. This will look at establishing current referral pathways for money advice, establishing food providers service provision and pathways, mapping of touchpoints that parents/carers have with partner organisations and exploring funding options for emergency infant food provision. Work to develop the pathway has progressed with Council and Whole Family Wellbeing colleagues. The pathway is being finalised to ensure a cash first approach via Whole Family Wellbeing support. The pathway is rights-based, free from stigma, aligns with trauma informed approaches and is integrated into wider local supports and provisions to minimise repeated need for crisis intervention. Page 57 of 276
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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 Renfrewshire Affordable Credit Alliance (RACA) comprises Renfrewshire Council, credit unions, and not-for-profit social enterprises like Fair For You. Its mission is to ensure equitable access to affordable credit. Supported by Engage Renfrewshire’s Affordable Credit Officer (ACO) in collaboration with Renfrewshire Council, RACA aims to disrupt the cycle of illegal money lending (IML) through awareness initiatives. Currently, efforts are underway to enlist 'Community Champions' who will act as grassroots campaigners embedded within local communities to advocate against loan sharks. Recognising the multifaceted challenges posed by illegal money lending, RACA's approach is informed by reports like 'Swimming with Sharks', which underscore the vulnerability of victims, often beset by low incomes, unemployment, poor health, and existing debts to legal creditors. The RACA ACO has developed a range of partnerships, including collaborative sessions (providing presentations on IML awareness and other general information alongside a hosting partner) which have been attended by over 400 individuals. Page 58 of 276
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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 Renfrewshire Citizen’s Advice Bureau are supporting an embedded model of advice in all Renfrewshire secondary and additional support needs schools for a two-year period. The ‘School Support Service’ started in August 2023 and will work with school staff, including guidance, pastoral and home link staff to reach families who are struggling with money issues and ensure preventative support is provided. Since the service commenced in August 2023 there have been 129 advice appointments/contacts made and the service has helped 83 families with a client financial gain of £26,418. Nourish Nurseries Renfrewshire HSCP Health Improvement secured funding in January 2024 to pilot Nourish Nurseries within 4 pre five centres over a period of 4 weeks before the end of term 2024. This project aims to provide nurseries with a weekly supply of fresh vegetables which can be used in nursery learning activities, for snacks or cooking, or for children to take home to use at home with their families. This initiative is part of the Peas Please projectwhich aims to make it easier for everyone in the UK to eat more vegetables with a particular focus on low-income groups and children.The Health Improvement team have worked closely with Renfrewshire Council Education to scope and agree the appropriate nurseries to take part in the pilot based on the most recent child poverty stats. Page 59 of 276
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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 Advice Works and Renfrewshire Citizen’s Advice Bureau (RCAB) have continued to work closely to ensure people are getting the benefits they are entitled to and the best money advice. They worked together and with partners on a benefit take up campaign, successfully launched in November 2023 during ‘Talk Money Week’, with the aim of maximising income for low-income households. 37 clients of all ages were seen during this week, with support given around several benefits. The Council funded RCAB general service gave over 8,300 appointments and has gained £2.1 million for the people of Renfrewshire this year. This is in addition to the 381 people seen by the Legal Service, who had additional gains of over £24,000. The Welfare Rights service had 549 contacts resulting in 276 clients and £205,854 in financial gain for clients. New debt cases this year have led to nearly £9.7 million worth of debt being managed. Overall, the financial gain for clients this year from new claims to benefit was over £9.4 million, with an additional £1.18 million in mandatory reconsiderations and appeals. Advice Works have also helped clients manage £3.45 million in debt. A new dedicated family advice service has been established within Advice Works, providing a team of income advisors who will develop relationships and pro-active referral routes with Council services and partners. The newly formed team works with families to maximise household income through income advice, but also seeks to increase take-up of wider supports provided by the Council for families, for example, free school meals, school clothing grants or employability support for parents. The Family Advice service commenced on 1 January 2024, and 331 families were assisted with a client financial gain of £139, 584 recorded so far. Page 60 of 276
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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 Community Food Fund Following on from the previous awards, In 2023/24, £25,000 of funding was allocated to provide small awards to organisations to support community food offerings which promote dignified, localised, access to food and community resilience. Eleven awards were made, with five of these projects specifically supporting young people and families. Projects covered growing, cooking and supporting FareShare membership for some of our Pantries. Fair Food Renfrewshire With the support of Nourish Scotland engagement has taken place with a wide stakeholder group to help shape the Vision, Charter and the work priorities of Fair Food Renfrewshire. A local partnership has been formed which brings together key stakeholders from across the local food system from the local authority, HSCP, Health Board, third sector and community groups, and public sector establishments to food growers and processors, retailers and the hospitality sector. Development sessions of local food partnerships have taken place and a draft Vision and Charter have been developed with three priority areas: • Working to reduce, then eradicate food poverty, by promoting a collaborative approach across all communities, ensuring a dignified and fair access to healthy and affordable food for all. • Increased access and availability of growing grounds in every town and village within Renfrewshire. • Widening access and availability to educational opportunities regarding nutrition and cooking skills, and wider use of "home economics" type classes within education, health, and community settings. Page 61 of 276
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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 Fairer Renfrewshire programme work focuses on tackling poverty and inequality in Renfrewshire looking at financial insecurity and the cost-of-living crisis, food and fuel insecurity. It supports several projects which help young people thrive and help break down some of the barriers to attainment, such as the Cost of the School Day project, a Peer Health project in partnership with Active Communities, and dedicated income maximisation and welfare rights advice for families with children of all ages as well as pregnant women. Breakfast Clubs are part of several schools, some of which are funded through the Fairer Renfrewshire Programme and others through other means or organised by individual schools. In breakfast clubs funded through the programme, 42 815 free breakfasts were provided in 2023/24 . Street Stuff is a partnership programme between Renfrewshire Council, St Mirren Football Club, Police Scotland, Scottish Fire and Rescue and Engage Renfrewshire. It provides free multi-sport, gaming and Youth Club activities for children aged 8 – 16 across Renfrewshire in the evenings and at weekends. Street Stuff buses have free Wi-Fi to ensure young people aren’t digitally excluded and provide/support school holiday programmes for ages 5 – 14 which includes the provision of a healthy meal, including over the festive break and in October. 868 children attended the October holiday programme. Page 62 of 276
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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 Winter Connections Programme funded 46 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 2023/24. This year’s programme delivered a wide range of activities, including scuba diving, Nordic walking, and circus skills and benefitted over 3,900 people. One Ren supported the programme by offering hot drinks, soup, and snacks in all Renfrewshire libraries and for families using the Skoobmobile service. Benefits of the programme included connecting people with each other, reducing social isolation, providing fun activities, and encouraging new people to engage with services. It also helped to create a sense of belonging to the local community, provide the opportunity to learn something new, reduce financial costs and help people to learn about a new service in their local area. Page 63 of 276
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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 Summer of Fun Programme delivered over July and August 2023 was very well received, with Scottish Government and Council funding combined to provide a comprehensive free programme, supported with free food and drinks. Activities included: • Summer camps - 4,500 attendees, 45% of children from lone parent families, over 42% from large families and over a quarter from families where a family member has a disability • Specific summer camps for young people with Additional Support Needs, with 190 families using this support • Street Stuff activities for young people aged 8 – 14, which had 1,858 attendances across 7 locations • An Adult and Family learning programme, attracting 47 families, of whom 15 were large families and 11 ethnic minority families • Activities in all 12 libraries including Lego sessions, Marble Run Fun, Storytelling, Sensory Storytelling, Mini Zoos and arts and crafts activities • A small grants programme led by local community groups and organisations delivering free activities benefitting an estimated 739 adults and 1,921 children. Page 64 of 276
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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 Fairer Renfrewshire Panel has been running for over a year, and in that time the Panel has fed into policy and practice around areas such as the summer holiday programme and school meal debt. The Panel also met with Invest and feedback they provided has been used by Invest to make several changes to their employability service, and how they communicate with the public. The Panel has continued to meet throughout 2023/24, supported by STAR Project. The Panel has met with the Convenor and Depute of the Fairer Renfrewshire Sub-Committee and will discuss their priorities with the full Sub-Committee and Officers Group. These conversations will ensure that the voices of people on low incomes will be heard regarding the policies and decisions that most impact their lives and will help the Sub-Committee to understand the need of families in the Child Poverty Priority Groups. Renfrewshire is also one of the three areas in Scotland where the Citizens Advice Bureau has been funded to work collaboratively with the Council on a Council Tax Debt Pilot 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 payments. As part of this Pilot, the panel were consulted with, to help those engaged in the Pilot to understand barriers to accessing support, such as advice and to review correspondence associated with the collection of Council Tax. Page 65 of 276
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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 Renfrewshire’s Local Child Poverty Action Report for 2023/24 presents progress towards the following priority actions: • Develop Fairer Renfrewshire Programme • Carry out a ‘deep dive’ into local child poverty data, to inform future work • Develop and support 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 • Monitor the ongoing impacts of the Cost-of-Living Crisis, continuing to flexibly respond to emerging issues • Join up support for families within communities and across partners For 2022/23, the percentage of children in relative low income, before housing costs in Renfrewshire is 20.4%, representing 6,068 children. This is an increase of 108 children compared to the previous year, when the rate was 20.1%. The rate for Scotland is 21.3%. 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 33.5% and 36.4%, respectively. Work is ongoing to better understand the reasons behind these sharp rises as part of a ‘Deep Dive’ into data to ensure the right areas receive the right support. Page 66 of 276
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Supporting low-income families – work together to support children and young people at risk of trauma and harm Stronger Start Stronger Start is an embedded Money Advice and Advocacy Service offered to women who engage with the Blossom Maternity Service across Renfrewshire, Inverclyde and West Dunbartonshire. The Health Improvement Team established and chair the Stronger Start Steering Group consisting of key partners across Renfrewshire, Inverclyde and West Dunbartonshire, to lead on the development, implementation, monitoring and evaluation of the Stronger Start Pilot. The Steering Group has worked closely with Renfrewshire CAB, to support them in being awarded funding from the Improving Lives National Lottery Fund to run the Stronger Start Pilot for a year. Stronger Start staff are co-located within the outpatients department at the RAH Maternity Hospital, Paisley and offer a person-centred wrap-around service involving money advice and advocacy provision which is flexible and tailored to individual need. Stronger Start aims to take an early intervention and prevention approach to support at-risk women to maximise their income, increase financial capability, increase resilience for the future and increase health and wellbeing. In turn, this may prevent homelessness, and will tackle debt issues, as well as addressing other health and poverty-related issues for vulnerable women and their unborn babies. Page 67 of 276
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Supporting low-income families – work together to support children and young people at risk of trauma and harm Delivering The Promise in Renfrewshire is part of a wider vision on improving outcomes for Children and Young People who are more likely to face poorer outcomes. The Promise approach is supported at senior level and is clearly aligned with significant other policy areas and part of a wider ambition that Renfrewshire’s children and young people are happy, healthy, safe and thriving. Promise Keepers are central to ensuring The Promise remains at the forefront of service design and delivery. All Promise Keepers undergo training to ensure that they have a good understanding of The Promise and are being supported to fulfil this role. There are currently 259 trained Promise Keepers across Renfrewshire, with ambitious plans to grow this network in 2024. The Renfrewshire Local Employability Partnership prioritises Care Experienced young people in its services and programme delivery. The partnership expects all delivery partners to make efforts to ensure programmes reach Care Experienced young people. Transitions are a natural part of school life however, for some Care Experienced young people transitions can be particularly difficult. A Corra funded project at St Andrew’s Academy will use the Promise Team to research what works well from the current transition programme and look creatively at how this can be amplified to provide intensive support for any child who is allocated a space at secondary towards the end of their P7 year. Renfrewshire Council fund the Communities That Care Curriculum Project in partnership with Who Cares? Scotland creating inclusive school environments for Care Experienced pupils through a curriculum delivery programme across Renfrewshire Schools (Primary and Secondary). The goal of the programme is to create more caring and inclusive school environments for Care Experienced pupils. Page 68 of 276
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Supporting low-income families – work together to support children and young people at risk of trauma and harm West College offers all students access to free in-house Wellbeing, Safeguarding and Counselling Services. The teams who deliver these services work with and alongside several external partners including Kibble, local authority social work teams, and Police Scotland. They are also working towards becoming a fully Trauma Informed college, with in-house experts now rolling out training across the organisation through 2024 and beyond. West College Scotland is proud to be a Corporate Parent. The college’s person-centred support includes a designated named contact at each campus who will guide and support individuals with course information, accessing financial assistance including Care Experienced Bursaries, transition to College, preparation for next destinations etc. Additionally care-experienced individuals can readily access all the College’s Wellbeing provision which ranges from Counselling Services through to Eco-larders offering free food, sanitary products and a clothing bank. They have also on occasion been able to offer top-ups to bursaries to cover the likes of additional energy costs. Free breakfast provision is also available across all campuses. The College looks to celebrate the success of care experienced students through both internal and external communications, offering those individuals a voice and the chance to be role models/case studies to inspire others. Page 69 of 276
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Supporting low-income families – work together to support children and young people at risk of trauma and harm Police Scotland has regular engagement with schools where officers provide sessions for pupils on topics that may cause harm/risk/trauma, for example bullying, internet safety, consent, Anti-Social Behaviour. During these engagements, the Police Scotland Partnership & Preventions team promote the Fearless programmes with pupils and schools. This programme enables young people to pass on information about a crime anonymously. There is also regular support on Renfrewshire Police Social media platforms for Crimestoppers/Fearless and child protection. Police Scotland’s Renfrewshire and Inverclyde Division have a dedicated missing person co-ordinator who identifies those at greatest risk and work with the local authority and key partners to offer them diversionary activities to reduce harm and progress in life without coming to further police attention. The Ren10 mental health and wellbeing supports continue to be delivered and are demonstrating positive impact forchildren and young people. A plan has been developed for the new session which focuses on embedded coreapproaches such asNon- ViolentResistance training, Let's Introduce Anxiety Management (LIAM) and CAMHSpartnership working. The Trauma-Informed and Responsive Renfrewshire (TIRR) roadmap was approved by Leadership Board in February 2024. The TIRR Steering Group meets quarterly and considers learning from across the Council. Training has been delivered to a range of teams across the Council, and there has been engagement with partner organisations One Ren and Renfrewshire Health and Social Care Partnership. Officers continue to engage in regional and national trauma networks, as well as with partner organisations including the Improvement Service and NHS Education Scotland. Work will now progress on a partnership basis. Page 70 of 276
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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 71 of 276
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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 Health Improvement Team works to support people in Renfrewshire with health conditions to improve their employability. A key piece of work progressed by this subgroup in 2023/24 was the development and implementation of a pathway for Community Link Workers (CLWs) to refer into employability services, using Invest Renfrewshire as the single point of contact for ease. Although the pathway was developed with a focus on referring individuals with health conditions, it has also been used by CLW’s to refer parents into Invest’s Parental Employment Support team. During 2024/25, the subgroup aim to develop and launch an “Asking the Employability Question” toolkit for staff working in health and social care settings. The toolkit purpose will be to increase staff confidence of speaking about employability with the individuals they work with and increase knowledge of referral routes. Recognising that additional support was required to support people to improve their mental health as part of their journey into employment, the LEP and Invest in Renfrewshire commissioned counselling support from Recovery Across Mental Health (RAMH), Youth Interventions and Time for Talking in late 2023. Those who need to can access both counselling sessions and where required specialist support from these providers. This support has been commissioned again and will continue to be delivered during 2024/25. RAMH provided training for Invest and LEP staff to improve their skills and knowledge in supporting those at any stage of their employability journey with their mental health. This included training in Scottish Mental Health First Aid and Small Change Big Impact – Trauma Informed practices. There will be further opportunities staff to attend these training opportunities in 2024/25 and there will be an additional offer of training on Understanding Neurodiversity: An Introduction, being delivered by Youth Interventions. Page 72 of 276
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Tackling Health Inequalities – Tackle the barriers to work for people with disabilities and health conditions Skills Development Scotland (SDS) deliver an all-age guidance service to all residents of Renfrewshire including career information, advice and guidance on career choices, advice on the routes into career including jobs, apprenticeships, training and learning, support with CVs, application forms and interviews. They also offer free redundancy advice and support, as the lead agency of Partnership Action for Continuing Employment (PACE). As part of the Renfrewshire Local Employability Partnership (LEP), SDS’s local management team have been actively involved in the commissioning process for employability provision within Renfrewshire through the assessment of LEP Grant bids, including those for parents. Renfrewshire Integration Network (IN-Ren) facilitated a Race and Health equality seminar in June 2023, bringing together community members and health providers (public and independent) to explore issues surrounding accessible health and delivery of services. Part of the discussion explored the experiences of ethnically diverse care assistants when faced with racially motivated prejudice and mistrust. Scottish Care approached IN-Ren to facilitate further discussion and explore partnership work with Renfrewshire Health and Social Care Partnership (HSCP). As a result of the seminar, Renfrewshire HSCP and its partners in the independent sector conducted a workforce survey within Renfrewshire. The focus was to understand staff experience of racism in their day-to-day work in care at home services. The impetus for the survey was reports from independent sector and HSCP staff that described a recurring theme of racism towards minority ethnic workers. Page 73 of 276
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Tackling Health Inequalities – provide a network of community mental health and wellbeing supports Community Mental Health and Wellbeing Fund Engage Renfrewshire have, since 2021, distributed over £1.5 million to the third sector for Community Mental Health and Wellbeing programmes aimed at adults (16+). This programme of work, funded by Scottish Government, has seen 100 local organisations benefit and a continuous delivery of mental health and wellbeing supports for 3 years. The Renfrewshire Wellbeing Network continues to grow, supported by a dedicated officer at Engage Renfrewshire – the Wellbeing Engagement Assistant (WEA). This new role was developed in response to a recognised need for ongoing support to network members. The WEA has oversight for all network events and outputs and liaises with HSCP colleagues to ensure cross-sector attendance from public sector providers and signposting agencies such as We Are With You. The network was founded and developed by Engage Renfrewshire’s Community & Partnership Manager, and currently has 196 members. Engage Renfrewshire have also directly funded, through the Community Mental Health and Wellbeing Fund, the Renfrewshire Anti Stigma Alliance which is an alliance of third and public sector organisations looking to tackle mental health stigma and offer supports and guidance both to the public and other third sector organisations. Page 74 of 276
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Tackling Health Inequalities – provide a network of community mental health and wellbeing supports The Culture, Arts, Health, and Social Care (CAHSC) Partnership is Renfrewshire’s innovative approach to bringing arts and culture to residents (18+) engaging in social care services. By funding an arts and culture coordinator post embedded within the Health and Social Care Partnership (HSCP), CAHSC can create opportunities for some of Renfrewshire’s most disadvantaged residents to access arts and culture and improve their health and wellbeing. Through the support of Future Paisley and the CAHSC coordinator, CAHSC has been able to: • Develop a network of 164 local people and organisations interested in supporting social and cultural activity for people involved in health and social care services; • Host training sessions for artists and the third sector, bringing them together to explore shared interests and issues; • Support the Scottish Mental Health and Arts Festival’s Renfrewshire branch of activity, and; • Manage two grant programmes which dispersed funding to over 40 local organisations to create accessible cultural programming for Renfrewshire residents living with the impact of inequalities. CAHSC has created opportunity for over 4,000 instances of cultural participation and 1,349 attendances at cultural events for people engaged in health and social care services. Page 75 of 276
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Tackling Health Inequalities – reduce the impact of alcohol and drugs and support recovery The Alcohol and Drug Change Programme is in its final phase and during 2024/25 evaluation work will be undertaken and this will support project leads to understand the impact of work and inform future decision- making. A number of projects have now completed or been mainstreamed into existing service delivery. Circle Bothy artist - ONE REN worked in partnership with CIRCLE Recovery Hub to develop Turner’s Bothy, an exciting multipurpose arts and crafts activities break-out space for people in recovery at CIRCLE. Seating storage units were designed to provide additional storage space for CIRCLE Groups to store their materials. From start to finish the project was co-designed by CIRCLE clients and volunteers alongside artists Meadhbh Corrigan and Rosa Gally. Funded by Renfrewshire HSCP and Future Paisley, the theme of the project was to create an outdoor space for recovery. Wallneuk Crafters - Wallneuk Crafters was a partnership project between OneRen and Renfrewshire Council Criminal Justice, Women’s Unpaid Work funded by Future Paisley. Artist Nikita Morgan supported those attending to develop and make a range of textile products for community benefit. The women have been supported to develop practical and creative skills. The project also aimed to contribute towards raising confidence, resilience and aspirations for the women attending the group. Page 76 of 276
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Tackling Health Inequalities – reduce the impact of alcohol and drugs and support recovery The Renfrewshire Lived Experience Forum meets monthly to give people who have or had experience of using alcohol and drug services in Renfrewshire the opportunity to share their views and experiences. With the appropriate support and training, Forum members will feel empowered to connect, share their views and knowledge and have their voices heard to influence how services are developed and delivered. Forum members have been involved in many key ADP activities and campaigns such as the Connected & Caring at Christmas Campaign, Overdose Awareness Day, Medication Assisted Treatment (MAT) Standards experiential work, and have recently begun planning how we can tackle the stigma associated with alcohol and drugs in Renfrewshire. In 2023 an evaluation was completed on the effectiveness and impact of the CIRCLE Recovery Hub, which was developed to provideenhanced support to localpeople on a recovery journey from issues relating tomentalhealth and drug or alcohol addiction. A client survey carried out as part of the evaluation process showed overwhelmingly positive results: 100% of respondents agreed the service was accessible, keeps people safe, and offers interventions that reduce harm and support recovery. Respondents were also positive in terms of staff experience and their ability to involve clients in the decision-making process to aid their support and recovery. CIRCLE was designed and continues to be shaped by those who use it, through feedback and client focus groups. Effective partnership working was also evident across the service, complemented by continued close collaboration with Mental Health and Alcohol and Drug Recovery services. The service provides an essential and unique resource and has taken significant strides in building and delivering an extensive and varied programme of activity to support people in recovery in Renfrewshire. Page 77 of 276
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Tackling Health Inequalities – make sure people can live safely and independently at home and in the community The Harm Reduction Response Team (HaRRT) service is delivered through a mobile unit, which has been situated in specific areas in relation to near fatal overdoses and suspected drug deaths. Launching in early summer 2022, around 557 clients had contact with the service throughout 2023/24. Alcohol Specific Deaths Post Renfrewshire ADP recognises alcohol specific death figures are concerning and have taken a forward-thinking approach by recruiting an Alcohol Specific Deaths Prevention Lead Officer. This is a funded post for 12 months and will provide a unique opportunity to examine data related to alcohol specific deaths and explore ways to reduce harm by carrying out thematic reviews to inform service delivery going forward. Health Improvement Support Two new staff are joining the Health Improvement Team in May 2024 for two years, to fill roles to support alcohol and drug death prevention activity. The FIRST Crisis: Alcohol and Drugs project was a two-year project which involved extending the out of hours crisis support service provided by RAMH to include support in relation to alcohol and drugs. The project launched in April 2022 and closed in April 2024, with enhanced alcohol and drug support now embedded as part of the main crisis support provision. The project supported 626 referrals and enquiries throughout 2023/24. Page 78 of 276
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Tackling Health Inequalities – make sure people can live safely and independently at home and in the community 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. In response to the changing picture of drug use, delivery of the MAT Standards in 2023/24 encompassed support for people using benzodiazepines and cocaine as well as opioids. 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.In Renfrewshire, the standards are complementary to the recommendations of the Whole Systems Review of Alcohol and Drug Provision in Renfrewshireand Renfrewshire's Alcohol and DrugsCommission 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. Benchmarking for 2023/24 shows green across all Standards in Renfrewshire with Standard 4 (harm reduction) being blue, meaning this improvement is now sustained. Looking ahead, the ADP will focus on sustaining 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 79 of 276
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Tackling Health Inequalities – make sure people can live safely and independently at home and in the community Care at Home Services Renfrewshire is the highest performing Health and Social Care Partnership (HSCP) in Scotland for the period April 2023 - March 2024 for standard delayed discharge performance. The team has achieved this due to a combination of measures including: • additional funding from Scottish Government to expand Care at Home services • restructure of Care at Home service with a new Business Delivery model with an increased focus on Total Mobile, Hospital Discharge and Waiting Times • strengthened partnership working with external providers, Acute services, hospital based Social Work staff, and Locality teams • results: reduced waiting times for new care packages, improved Delayed Discharge performance, and most importantly improvements have been sustained. Telecare The HSCP Telecare Team is the first ever provider to win the Platinum Implementation Award - the highest-ranking award available – for their hard work and dedication in providing high standards of service for the people we provide care for in Renfrewshire. Accessibility Forum The HSCP’s Community Partnership’s Manager established the Towns and Villages Accessibility Forum (TVAF) along with colleagues from the Council’s Housing, Environment and Infrastructure team to address access issues for people with reduced mobility, physical disabilities and visual impairments. The Forum also includes representatives from the Council events team and Town Centre management to ensure accessibility is considered as early as possible in planning decisions. To date, a few specific concerns raised by the likes of Shopmobility, Renfrewshire Access Panel and Renfrewshire Visually Impaired Forum have been successfully resolved, and other matters raised by older people through various other groups have also been raised and resolved. Page 80 of 276
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Tackling Health Inequalities – make sure people can live safely and independently at home and in the community Through the Community Mental Health and Wellbeing Fund, Enable have developed two community-based groups to meet the needs of adults who have a learning disability in Renfrewshire. Their monthly Self-Advocacy Forum groups will support members to have a voice, campaigning on local issues impacting people with learning disabilities, based on local Renfrewshire strategies. This will boost feelings of inclusion while building confidence. Their weekly Communities groups bring together groups of adults who have a learning disability to engage in social activities within local areas. These groups will help members to build natural peer-support networks and friendships while building confidence to be active members of their own communities. OneRen’s Health and Wellbeing team received 1403 referrals during 2023/24 from a variety of health professionals, community organisations and self-referrals. Staff deliver a triage conversation to determine what help and support is required, and signpost accordingly. The Live Active Referral Scheme and Social Prescribing Service both provide additional support for an individual, ensuring follow up is carried out regularly. All abilities are catered for, from low level walking and wheeling, strength and balance classes and a Sporting Memories community class, to more moderate circuit classes and supervised gym sessions. The Social Prescribing Coordinator has been exploring non- physical activity-based opportunities across the company and beyond, and OneRen are keen to continue to support people in the community to attend. Page 81 of 276
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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 82 of 276
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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 aims to capture the opportunities of a just transition to net zero - creating local green jobs, developing sustainable skills and embedding community wealth building and a wellbeing economy at the heart of what we do. There is regular engagement with local business and 3rd sector organisations to collaborate and raise awareness of the net zero agenda and we are taking a proactive approach to explore how we can provide every person with the opportunity to reskill and upskill to participate in a just transition to net zero through work with Skills Development Scotland and local education and training providers to ensure that training opportunities exist for the jobs that will be created. We are also supporting local businesses through initiatives such as the Net Zero Business Grant, which offers local Small and Medium Enterprises (SMEs) grant funding of up to £10,000 to cover up to 50% of eligible costs to enable changes to business premises and/or operations to reduce their carbon footprint. Renfrewshire Council is committed to increasing spend with local suppliers and building an inclusive, green and resilient economy. Meet the Buyer events are one way the Council is bringing together key representatives, such as the NHS and UWS, so local businesses can learn more about contract opportunities with public sector organisations and upcoming plans. Producing proposed pipelines of projects and activities links with the net zero skills transition and will identify local employment, supply chain and manufacturing opportunities and requirements ahead of time. This helps local businesses and our local workforce plan for what is on the horizon, attracting investment, supporting business growth and retaining and creating local sustainable employment opportunities with a skilled workforce. Page 83 of 276
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Addressing the Climate Emergency – create good, green jobs and a green skills pipeline everyone can access Supported by colleagues in the Scottish Funding Council and Scottish Government, Skills Development Scotland are leading on a Climate Emergency Skills Action Plan Pathfinder (CESAP). The pathfinder focuses on looking at the demand for skills across key sectors identified as important to the transition to net zero and the current and ongoing investment in skills provision across Further Education, Higher Education, and work-based learning to meet the identified need. They are also looking at decarbonisation of domestic and commercial heating to understand the potential volumes and timelines associated with any job opportunities and the consequent demand for skills. Green skills are a key component of West College Scotland’s curriculum design principles. In practice, this means every course must contain opportunities to educate students on green skills. Curriculum teams must evaluate progress towards the development of a ‘green curriculum’ and set actions to develop this further. The College continues to be a Sector Leader in delivering training in green energy, including training for solar energy, electric vehicle charging, heat pumps and smart controls. During 2023- 24 the college successfully audited the curriculum for the second time against the Sustainable Development Goals (SDGs) and gathered over 190 examples of good practice. The College will continue to work with partners to design new transition to Net Zero programmes, for example, they have begun working with Built Environment: Smarter Transformation (BE:ST) and have plans in place to launch their first ‘Retrofit’ course. Page 84 of 276
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Addressing the Climate Emergency – make sure there are local spaces and nature that support health and wellbeing Renfrewshire’s Plan for Net Zero aims to optimise biodiversity and nature locally to enhance our natural environment and ensure everyone can enjoy and access nature. Since its launch in October 2023, the Sustainable Communities Fund has supported a range of projects that promote community collaboration and wellbeing and provide for a greener future, with nature projects including a Community Garden and Outdoor Learning Area, a Sensory Garden, and a range of community growing projects across Renfrewshire. The Fund will strengthen work within communities to identify opportunities for land and assets within local areas and develop projects that benefit those who live there - connecting people through regenerated local spaces, tackling inequality through community collaboration and building connections through projects and activities that alleviate loneliness and isolation. Nature-based solutions are also being implemented to reduce carbon emissions, improve air quality and alleviate issues such as surface water management and temperature control, while making our local areas nicer places to walk, wheel, cycle and spend time in. This includes delivery of the initial phase of the Clyde Climate Forest with the planting of 3,000 trees (‘whips’) and the delivery of new biodiversity areas. Page 85 of 276
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Addressing the Climate Emergency – make sure there are local spaces and nature that support health and wellbeing The Community Mental Health and Wellbeing Fund has supported the development of Teucheen Woods in Inchinnan for use as a wellbeing space for the last three rounds of funding. The community woodland, now owned by Inchinnan Development Trust is used on a weekly basis for adult-adapted forest school sessions which are ran by a qualified woodland educator who works alongside the Trust on various projects/initiatives. Sessions incorporate key ‘green health’ and outdoor learning principles, being designed to not only provide an engaging ‘green’ wellbeing experience but to foster a deeper appreciation for our local environment and sense of connectivity in the outdoors. The Health and Social Care Partnership’s Health Improvement team secured funding in January 2024 to implement a Community Food Action Plan within Renfrewshire that aligns with Fair Food Renfrewshire principles and Community Wealth Building. The plan aims to support healthy eating through community-based awareness-raising and skills development activities with a view to help improve diet, support a healthier lifestyle and reduce health inequalities. A funding specification was distributed to allow local 3rd sector organisations, schools and pre 5 centres to apply for funding to develop or enhance community growing initiatives. A total of 10 organisations were successful in securing funding to implement or develop already existing growing grounds. The aim of the Community Based Growing Fund is to develop models of healthy community food provision which promotes dignity and resilience and reduced experience of loneliness and social isolation. Page 86 of 276
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Addressing the Climate Emergency – deliver a ‘just transition’ towards net zero with fairness at its core Engage Renfrewshire’s work with a private sector organisation to fulfil their Community Benefits as part of their delivery contract led to outcomes around computer recycling. The Social Enterprise Development Officer facilitated the provision of groundwork to a local social enterprise organisation dedicated to establishing an outdoor classroom space. During interactions with the company, they disclosed their intention to upgrade their IT equipment and initially planned to dispose of the laptops to a local recycling centre. This sparked further dialogue, unveiling additional opportunities for value-added CB initiatives. Subsequent discussions resulted in the company generously agreeing to refurbish the laptops at their own expense and subsequently donating them to local Renfrewshire charities through Engage. While this is a reasonably small initiative it shows the collaborative potential between private, public, and third sector organisations within the community planning partnership - showcasing what can be accomplished through a collective approach across social, financial, and environmental themes. Page 87 of 276
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Addressing the Climate Emergency – deliver a ‘just transition’ towards net zero with fairness at its core The climate crisis is not felt equally – often the most vulnerable and disadvantaged in our communities, who have contributed least to climate change, are most impacted. Renfrewshire’s Plan for Net Zero puts people and our communities at the centre of our transition to net zero to address existing and future inequalities to create benefits and opportunities for all. Activities in 2023-24 include: • Comprehensive engagement, including a focus on traditionally under-represented groups to ensure all voices are heard • Consultation with the Fairer Renfrewshire Lived Experience Panel on potential impacts of activities within the Plan for Net Zero and feedback on additional interventions and ideas to explore • Socio-economic impact assessments to identify and evaluate all impacts of proposed activities to ensure benefits are shared equally and no one is further disadvantaged One of the priority areas for action is the alleviation of fuel poverty through improved energy efficiency and provision of affordable energy, ensuring warm homes to improve wellbeing and reduce health inequalities. Renfrewshire’s Local Heat and Energy Efficiency Strategy was approved in January 2024, taking an area-based approach to identify solutions that consider local distinctive needs and priorities to improve energy efficiency, remove energy efficiency as a driver for fuel poverty and identify opportunities to decarbonise our heating systems to provide clean, affordable heat for everyone. Page 88 of 276
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Addressing the Climate Emergency – develop adaptations to climate impacts for vulnerable people Renfrewshire’s Climate Vulnerability Map Severe weather and climate impacts are already affecting our communities. Renfrewshire’s Plan for Net Zero has a focus on resilience and adapting to a changing climate to prioritise actions that enable us to prepare, respond and recover from severe weather and climate impacts and reduce the risks and vulnerability of our communities, infrastructure and nature. Working alongside member organisations of Climate Ready Clyde, a Glasgow City Region Climate Vulnerability Map has been developed. This highlights the postcodes in the top 20% SIMD exposed to flooding impacts, heat impacts or both. This data is being incorporated at an operational level and is key to identify key areas where nature-based solutions can alleviate issues and protect vulnerable communities. Priority actions: • Our children and young people are the least responsible for climate change and inequalities yet are affected by the impacts of both. We will work with children and young people to address their priority issues and identify solutions to benefit them, their families and wider society • Continued working with partners and local organisations to signpost to support and advice across all themes of the Plan for Net Zero, helping to address the cost-of-living crisis. Page 89 of 276
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Performance Framework Actions and Indicators Page 90 of 276
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Core Indicators Page 91 of 276
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Performance Key PERFORMANCE INDICATOR STATUS Below target Warning (within 10% of target) On target Data only Performance Improving Performance in range Performance getting worse Page 92 of 276
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Core Indicators Indicator Current Status Short term trend Long term trend 2021/22 2022/23 2023/24 Explanation of performance Value Target Value Target Value Target Renfrewshire Claimant Count (NOMIS) 4,180 Data only 3,755 Data only * Data only *Figures for 2023/24 are not yet available. Claimant rate currently 3.1%, compared to 3% in Scotland, and 3.7% in the UK. Percentage of Renfrewshire population working age (16-64) 76.2% Data only * Data only * Data only * This is a national dataset and population estimates for 2022/23 and 2023/24 are not yet available. Gross Value Added (GVA) per capita (LGBF) £22,002 Data only £23,758 Data only * Data only * This is an LGBF indicator and data for 2023/24 will be available in 2025. 2019/20 figure reported as £24,701 2020/21 figure reported as £21,294 Number of people supported, sustained in work at 6 Months through Renfrewshire Council Employability Programme (INVEST) 221 180 340 180 268 180 Of those moving into work 268 have responded to say they are still in employment. The actual number may be higher than this, not all people respond / are in contact. Proportion of people earning less than the real living wage (LGBF) 19.8 Data only 12.5 Data only * Data only *This is an LGBF indicator and data for 2023/24 will not be available until March 2025. Page 93 of 276
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Core Indicators Indicator Current Status Short term trend Long term trend 2021/22 2022/23 2023/24 Explanation of performance Value Target Value Target Value Target Percentage of procurement spend spent on local enterprises 18.87% 23% 19.3% 23% * 23% *23/24 data is provided by Improvement Service and will not be available until end of 2024. CO2 Emissions area wide per capita (LGBF) (tonnes) 4.51 Data only * Data only * Data only * This is an LGBF indicator and data for 2022/23 will be available in March 2024. For 2020/21 this was 4.02 More recent data relating to the Council’s emissions can be found in our annual Public Bodies Climate Change Duties Reporting here CO2 Emissions area wide: emissions within scope of LA per capita (LGBF) 3.91 Data only * Data only * Data only * This is an LGBF indicator and data for 2022/23 will be available in March 2024. For 2020/21 this was 3.48 More recent data relating to the Council’s emissions can be found in our annual Public Bodies Climate Change Duties Reporting here Number of new business start-ups in Renfrewshire with Business Gateway support 272 320 206 320 305 320 During 23/24, 305 new businesses have started trading with the support of Business Gateway. This is slightly below the target set but a significant increase from the year before. Start Up numbers were significantly affected by Covid and this is the first year of pre-Covid figures. The teamwork with and support considerably more businesses (than 320) over the year but don’t have control over when they start to trade. Page 94 of 276
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Core Indicators Indicator 21/22 22/23 23/24 Target Direction of travel Current Status Explanation of performance Number of unscheduled hospital bed days (acute specialities) 130,298 137,629 135,621p Data only P: provisional. Data is subject to completion issues. Next iteration is due in September 24. Annual_Performance_Report_2022- 23.pdf (hscp.scot) A&E attendances (18+) 40,620 38,889 42,019 Data only Performance for this indicator is challenging to influence, however initiatives continue to progress to reduce A&E attendances including the Home First Response service; Community and Nursing/Care Home Falls Pathways; the Renfrewshire Community Respiratory Team COPD (Chronic Obstructive Pulmonary Disease) Project; and the continued promotion of the national campaign Right Care Right Place offering alternatives to A&E to help reduce pressure on emergency departments. Annual_Performance_Report_2022- 23.pdf (hscp.scot) Number of acute bed days lost to delayed discharges 9,117 7,006 5,194 Data only Renfrewshire was the highest performing HSCP nationally in 2023/24 for standard delayed discharges for the second year running, and No.5 position for Code 9s, which is an improvement on 15th position in 2022-23. These rankings have also been maintained for April and May 2024 Source: Public Health Scotland Page 95 of 276
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Core Indicators Indicator 21/22 22/23 23/24 Target Direction of travel Current Status Explanation of performance The gap between minimum and maximum male life expectancy in the communities of Renfrewshire 18.97* 19.54** N/A Data only An increase of 0.57 compared with the 5-year aggregate for 2016-2020. *2016 to 2020 (5 Year Aggregate), ScotPHO **2017 to 2021 (5 Year Aggregate), ScotPHO % of people who describe their general health as good or very good over the last year Data not available Data not available 73% Data only This result is a 6.7% decrease compared with the 2017/18 result of 79.7%. Renfrewshire Community Planning partners will work with the HSCP to develop a response to the local survey findings and wider ‘Calls to Action’. This work will be developed in consultation with local people with lived and living experience, incorporating wider available intelligence and also taking account of the challenging financial context in which partners are operating. Source: NHSGGC Adult Health and Wellbeing Survey % 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 68% Data only This result shows a 5% decrease compared with the 2017/18 result of 73%. Explanation as above. Source: NHSGGC Adult Health and Wellbeing Survey Page 96 of 276
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Core Indicators Indicator 21/22 22/23 23/24 Target Direction of travel Current Status Explanation of performance 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. Page 97 of 276
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Core Indicators Indicator 21/22 22/23 23/24 Target Direction of travel Current Status Explanation of performance % of Household that are workless 18.6 Data not available 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 primary fires 328 335 292 Source: Scottish Fire and Rescue Number of secondary fires 592 520 504 Source: Scottish Fire and Rescue Total number of incidents/call outs SFRS 3,286 3,446 2,662 Source: Scottish Fire and Rescue Number of deliberate fires 624 543 485 Source: Scottish Fire and Rescue Page 98 of 276
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Core indicators Indicator 21/22 22/23 23/24 Target Direction of travel Explanation of performance Total crime 6,923 7,491 7,691 Data only Although demands on policing continue to change and evolve in various ways, one of the main drivers for the overall increase in recorded crimes are Group 3 Crimes of Dishonesty. Crimes such as theft by shoplifting are on the rise and due to their high volume, they have a disproportionate effect and upwards ‘pull’ on overall recorded crime figures. Source: Police Scotland Road traffic offences 3,233 3,358 3,317 Data only The main contributor to the reduction in Road Traffic offences is a drop in speeding offences – 110 fewer recorded (-20%). Source: Police Scotland Sexual crime 451 444 426 Data only A decrease in sexual assaults, indecent communications offences and SOSA 2009 offences have contributed to the overall drop in sexual crimes. Source: Police Scotland Number of reported hate crimes 218 198 206 Data only An increase in racially motivated hate crimes has been observed, with a slight rise in hate crimes with a disability aggravator also noted. Police Scotland continues to recognise that many hate crimes are under-reported and continue to engage with partners to encourage reporting of all crimes targeting protected characteristics. Source: Police Scotland Total number of reported incidents of domestic abuse 2,016 2,061 1,929 Data only While reported incidents of domestic abuse fell in 2023/24 in Renfrewshire, we recognise that there continues to be a significant level of under-reporting of this issue. Efforts continue through various initiatives to ensure victims are instilled with confidence to report incidents of domestic abuse to Police and other support organisations. Source: Police Scotland Page 99 of 276
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Activities and Initial Performance Indicators Page 100 of 276
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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 138 organisations signed up to the scheme with 386 staff trained on breastfeeding and the law. Page 101 of 276
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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 – schools 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 102 of 276
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Indicator 21/22 22/23 23/24 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) 221 340 452 180 In the financial year 2023/24 there was a significant increase in the funding awarded to Renfrewshire to support parents through the Child Poverty Funding stream (formerly known as PESF – Parental Employability Support Fund). This funding enabled additional services to provide a focused and tailored support for families both employed and unemployed. We successfully moved 528 residents into employment. From this group 452 managed to sustain employment for more than 6 months. Number of parents registering with PES Advisors - 158 352 300 All parents registered were from child poverty priority groups. Percentage of parents registering with PES who moved into a positive outcome 40 60 50 No of low-income parents supported with improved incomes 61 182 150 155 parents were supported financially with over 300 parents receiving better off in work calculations and around 50% of parents supported had access to funding for training /barrier removal. 105 parents accessed the Welfare /transitions payment. Number of Living Wage employers Data not available 86 Data not available Employer Directory - Living Wage Scotland (scottishlivingwage.org) Initial Indicators - Supporting low-income families Page 103 of 276
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Indicator 21/22 22/23 23/24 Target Direction of travel Current Status Explanation Well* Average complementary tariff score of pupils living in SIMD 30% most deprived areas 545 496 * Data only * Data not available Latest data on school leavers attainment shows 2022/23 complementary tariff score is down on the figure for 2021/22, marking the second successive year that the figure has fallen. Please note, assessment methods continue to be 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 104 of 276
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Indicator 21/22 22/23 23/34 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%) 232 (80%) Data only Number CYP accessing school counselling / % reporting improved outcomes Data not available 1,081 (75%) 1,232 (84%) Data only % of children at risk of overweight or obesity (27 – 30 months & Primary 1) 9.1 9.6 * Data only Source: Public Health Scotland Initial Indicators - Supporting low-income families Page 105 of 276
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Initial Indicators - Supporting low-income families Indicator 21/22 22/23 23/24 Target Direction of travel Current Status Explanation Fair Number of organisations signed up to breastfeeding friendly scheme 130 138 Data only The HSCP was successful in maintaining the UNICEF Baby Friendly Gold Award in March 2024 and has seen an increase in the number of organisations signing up to the Breastfeeding Friendly Scotland Scheme. Number of staff trained in relation to breastfeeding friendly scheme 316 386 Data only Number of staff trained has increased to 386 in total. % of children living in poverty (after housing costs) (LGBF) 23.3 24% Data not available Data only For local government professionals | Benchmarking (improvementservice.org.uk) % participation for 16-19 years old per 100 in education training and employment 93.3 94.8 Data not available Data only The % participation rate has increased slightly from 2021/22. Source: Annual Participations Rate, Skills Development Scotland Page 106 of 276
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Initial Indicators - Supporting low-income families Indicator 21/22 22/23 23/34 Target Direction of travel Current status Explanation Fair No of referrals made to Healthier Wealthier Children 175 183 302 Data only No of people engaged through Healthier Wealthier Children 118 137 175 Data only Number of people engaged from child poverty priority groups 132 181 166 Data only Page 107 of 276
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Indicator 21/22 22/23 23/24 Target Direction of travel Current Status Explanation Safe Percentage of Looked After Children cared for in the community (LGBF) 91.4 90.4 90.9 89.9 The percentage of looked after children in the community increased slightly by 0.5pp between 2022/23 and 2023/24. 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 needs, but the service will always seek to have a child live in a family setting where appropriate. Number of Children on Child Protection register 61 80 61 Throughout 2023/24, 120 children were newly registered on the CPR while 141 children de- registered. Trends in child protection activity are monitored by the Renfrewshire Child Protection Committee which receives a report on a range of performance measures. Initial Indicators - Supporting low-income families Page 108 of 276
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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 196 members and meets bi-monthly) • Culture, Arts, Health and Social Care Group, led by HSCP and funded by Future Paisley, has developed a network of 164 local people and organisations interested in supporting social and cultural activity for people involved in health and social care services. • 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 • The Alcohol and Drug Change Programme is in its final phase and evaluation work is underwayto understand the impact of work and inform future decision-making around mainstreaming service delivery. • ADP programme • Stigma and language initiatives • Alcohol Policy across organisations Page 109 of 276
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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. Some of this funding was used to establish an innovative pilot project MYLA (My Life Ahead) in May 2022. This project will run until October 2024. • 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 110 of 276
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Initial Indicators - Tackling health inequalities Indicator 21/22 22/23 23/24 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 Well Percentage of patients who started treatment within 18 weeks of referral to Psychological Therapy 90.9 70 88.5 90 Performance for this indicator has seen a considerable increase from 70% at March 2023 to 88.5% at March 2024, which is a positive change from red to amber status and just short of the 90% target. Source: Renfrewshire HSCP Suicide rate (per 100,000) 11.2 * * Data only *Data not available Source: Public Health Scotland Page 111 of 276
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Indicator 21/22 22/23 23/24 Target Direction of travel Current Status Explanation Fair Drug related deaths per 100,000 population 50 39 * Data only *Data will be published in August 2024 Source: ScotPho Alcohol related deaths per 100,000 population 53 42 * Data only *Data will be published in September 2024 Source: National Records of Scotland Rate of alcohol-related hospital stays per 100,000 population 6.8 6.3 Data not available 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 218.49 168.48 Data not available 170 Although figures for drug related hospital stays reduced in 2021 and 2022, the figure still remains slightly above the target. Source: Public Health Scotland Renfrewshire ADP figures Alcohol and Drugs waiting times for referral to treatment. % seen within 3 weeks 90.8 84.7 98.5* 90 *Quarter ending March 2024. Previously, review work identified that performance figures did not reflect actual practice. Following improvement work which included staff training and guidance to ensure data is uploaded correctly, performance has significantly. A dedicated Alcohol and Drug Partnership (ADP) Information Analyst is also in post, which has provided additional capacity to ensure optimum compliance and improve data quality. Source: Public Health Scotland (DAISy) Initial Indicators - Tackling health inequalities Page 112 of 276
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Indicator 21/22 22/23 23/24 Target Direction of travel Current Status Explanation Fair Balance of Care: Home Care - total number of hours provided for/clients receiving personal care versus non-personal care N/A 14,699 v 318 18,521 v 375.5 Data only Data for the period April 2023 to March 2024 shows a 26% increase in the Total number of hours provided for clients receiving personal care (from 14,699 to 18,521), and an 18.1% increase in non- personal care (318 to 375.5), compared with the same period in 2022-2023. This is expected and is consistent with our policy of caring for people at home. People are living longer with significantly higher levels of disability and this trend is likely to continue. The number of open community placements has increased by 14.9% (1,554 to 1,786), while open residential placements for 65+ have increased by 3.6% (971 to 1006), as levels of dependency continue to increase. Work continues to review service-user data to monitor the population growth. 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 63.9 v 36.1 Data only Initial Indicators - Tackling health inequalities Page 113 of 276
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Initial Indicators - Tackling health inequalities Indicator 21/22 22/23 23/24 Target Direction of travel Current Status Explanation Safe Population of clients receiving Telecare all ages (rate per 1,000) 4.4 4.2 4.8 Data only There has been a 34.4% decrease in clients aged 75+ receiving Telecare in 2023-24 compared with 2022-23. This is mainly due to service users choosing to switch from enhanced (Telecare) to basic (Community Alarms) following routine service reviews. Additionally, a reduction of 1.1% is attributed to routine case management activity or equipment review in preparation for the change from analogue to digital technology. As a result, the number of people accessing Community Alarms (75+) increased by 33.3%. The number of people accessing Community Alarms (all ages) has seen a 35% increase compared with 2022-23, which is due to the rise in higher levels of disability in those under 75, with more risks associated; therefore, a requirement for increased support to allow people to live more independently. Telecare and Community Alarms are preventative or early intervention measures and, where appropriate, can be alternatives to statutory services or funding. This service will now be subject to national eligibility criteria, which is likely to impact the demographic. Population of clients receiving Telecare (75+) (rate per 1,000) 58 61 40 Data only Number of people accessing Community Alarms (75+) 1,969 2,121 2,827 Data only Number of people accessing Community Alarms (all ages) 2,503 2,791 3,767 Data only Page 114 of 276
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Initial Indicators - Tackling health inequalities Indicator 21/22 22/23 23/24 Target Direction of travel Current Status Explanation Safe Number of adult support plans completed for carers (age 18+) by HSCP 40 25 192 Data only Annual_Performance_Report_2022-23.pdf (hscp.scot) Number of Adult Support and Protection referrals (by source) 1,068 1,314 1,527 Data only There has been an increase in the number of Adult Support and Protection referrals from 1,314 for the period April 2022 to March 2023 to 1,527 for the same period in 2023-24 (+16.2%). This may reflect changes in the code of practice and awareness-raising with partners and may also reflect how referrals are managed on receipt. Referrals will continue to be monitored regularly during 2024-2025 to help identify any emerging trends. Page 115 of 276
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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 • Net Zero Business Grants • Collaboration with Renfrewshire Chamber of Commerce, Business Gateway, Engage Renfrewshire and other key partners to identify and optimise opportunities • Meet the Buyer events • Working with Skills Development Scotland and other Glasgow City Region public organisations on the Climate Emergency Skills Action Plan Well Make sure there are local spaces and nature that support health and wellbeing • Renfrewshire’s Biodiversity Action Plan • Delivery of the Clyde Climate Forest • Creating 33 new biodiversity areas • Renfrewshire Council’s Sustainable Communities Fund Fair Deliver a just transition towards net zero with fairness at its core • Aligning outcomes with the Fairer Renfrewshire programme • Undertaking socio-economic impact assessments to quantify and consider all impacts of the Plan for Net Zero • Community Climate Conversations and ongoing engagement with the Fairer Renfrewshire Lived Experience Panel to incorporate community priorities, ensure benefits are shared equitably and to mitigate against unintended consequences Safe Develop adaptations to climate impacts for vulnerable people • Working collaboratively in partnership with the 13 member organisations of Climate Ready Clyde partnership on Glasgow City Region’s Adaptation Strategy and Action Plan • Utilising Renfrewshire’s Climate Vulnerability Map to highlight those most vulnerable to impacts of climate change (postcodes in the top 20 SIMD exposed to flooding impacts, heat impacts or both • A Renfrewshire-specific Adaptation Plan to be developed in 2024-25 to address local impacts Page 116 of 276
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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 117 of 276
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Renfrewshire Community Planning Partnership Annual Report 2023/2024 For more information please contact: andrena.faulkner@renfrewshire.org.uk Page 118 of 276
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_____________________________________________________________________________________ To: Leadership Board On: 18 September 2024 _____________________________________________________________________________________ Report by: Chief Executive _____________________________________________________________________________________ Heading: National Care Service Bill – Response to Stage 2 consultation _____________________________________________________________________________________ 1. Summary 1.1 This paper sets out the Council’s proposed response to a call for views launched by the Scottish Parliament’s Health and Social Care Committee as part of Stage 2 of the National Care Service Bill scrutiny process. The deadline for the submission of responses is 20 September 2024. 1.2 The Council’s proposed response has been drafted by officers, and has been informed by the consultation responses of professional organisations such as COSLA, Directors of Finance, SOLAR, Social Work Scotland etc. 1.3 A summary of the consultation process is provided within this report, with the response itself attached at Appendix 1. _________________________________________________________________________________ 2. Recommendations 2.1 It is recommended that elected members: • Approve the consultation response which will be submitted to the Health and Social Care Committee by the deadline of 20 September 2024 ______________________________________________________________________________________ Item 5 Page 119 of 276
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3. Background 3.1 In June 2022, the National Care Service (Scotland) Bill was introduced to Parliament. At that time, the Bill set out provisions to enable Ministers to transfer social care responsibility from local authorities to local care boards and to establish a National Care Service, amongst many other specific provisions. In September 2022, Council approved a response to the Bill as part of stage 1 of the parliamentary process at that time. 3.2 In the intervening period local authorities through COSLA, have sought to influence the further development of the Bill, and to advocate strongly against the transfer of accountability for these services from local authorities. In 2023 and following extensive discussions, a shared accountability model for the proposed National Care Service was agreed between COSLA, the NHS and Scottish Government, whereby local authorities would retain both the responsibility and the workforce related to the delivery of social care and social work services. It was agreed that a National Care Service Board would be created as the delivery vehicle for this shared accountability. 3.3 Following on from this agreement, Scottish Government proceeded within the parliamentary process relating to the National Care Service Bill, and published amendments at Stage 2 on 24th June 2024. The Heath and Social Care Committee has launched a call for views as part of the consultation process at this stage, with all responses due by 20 September 2024. 3.4 Officers have prepared a draft response which could be submitted by Renfrewshire Council in relation to the consultation which is attached as Appendix 1. This has been informed by responses prepared by COSLA and other professional organisations, and has been submitted as a written response rather than adhering to the specific questions in consultation document, which do not provide sufficient scope to respond with the detail required. 4. Summary of proposed response 4.1 Renfrewshire Council welcomes the opportunity to provide feedback on the National Care Service Bill at Stage 2 of the Parliamentary process. 4.2 The overall position of Renfrewshire Council on the National Care Service Bill and its associated documentation, remains that which was submitted as part of the national consultation exercise in November 2021 and again in September 2022. At that time, the Council confirmed that it did not support proposals to create a National Care Service (NCS) and to transfer accountability of adult social care and social work from the local authority, or for children and criminal justice social work to become a formal part of any National Care Service. 4.3 Renfrewshire Council welcomes the work that has been undertaken subsequently by Scottish Government, COSLA and the NHS to develop a shared accountability agreement for the development of a National Care Service which will ensure this workforce and all financial resources are retained by local authorities. It is agreed that the focus on improvement, on the social work Page 120 of 276
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and social care workforce, and on improved outcomes for the people that use these services, should be our shared focus going forward. 4.4 The Council notes with concern that some of the key pillars of the shared accountability agreement, have not been recognised within the amendments tabled at Stage 2 of the Bill development process, and further that in some cases these amendments allow for the potential inclusion of additional local authority services within the NCS at a future date through secondary legislation. 4.5 Our local response to the consultation is attached as Appendix 1 to this report. 5. Next steps 5.1 Council officers will continue to engage through professional organisations as the Bill progresses through the parliamentary process. Work is also continuing at a national level to develop workforce planning arrangements in relation to social care and social work, and around other improvement activities which will seek to improve the quality and consistency of care at local authority level such as in relation to the National Care Charter. _______________________________________________________________________________________ Implications of the Report 1. Financial – there remain potentially significant financial risks for the Council should the agreement not to transfer staffing and financial resources change in the future or be subject to significant amendment through secondary legislation. 2. HR & Organisational Development – as above, there remain a range of potential implications for all services and staff that deliver social work and social care services. The development of new workforce planning and improvement arrangements could also support professional development and learning opportunities for staff working in these services. 3. Community/Council Planning – health and social care services are core elements of local provision, and ongoing work will be required with all local partners to ensure that any transition to new governance arrangements for Integration Joint Boards is well communicated and understood. 4. Legal – COSLA have obtained legal advice in relation to the development of the Bill which has informed the officer response prepared to the consultation. As highlighted within the draft consultation response there remain a number of significant governance and legal implications of the NCS Bill, and the detail of such is yet to be developed. 5. Property/Assets - none 6. Information Technology - none 7. Equality and Human Rights – the development of the NCS has significant equality implications for a range of different stakeholders. 8. Health and Safety - none 9. Procurement – the development of the NCS may involve the development of further national commissioning arrangements and potential procurement implications going forward. Page 121 of 276
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10. Risk – the consultation response at Appendix 1 highlights a number of ongoing risks identified by officers in relation to the proposed implementation of the NCS, particularly in relation to governance, finance, and workforce. 11. Privacy Impact – none 12. Climate risk – none 13. Children’s rights - the rights of children and young people will require to continually be assessed as part of the development of the Bill at a national level. Any local impacts will be closely monitored as this process develops. 14. COSLA Policy Position – COSLA have co-ordinated a response to consultation on behalf of all member local authorities. This was used to inform the local officer response, along with information through professional organisations. Author: Laura McIntyre, Head of Policy and Partnerships Page 122 of 276
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DRAFT RESPONSE TO NCS BILL STAGE 2 CONSULTATION Renfrewshire posi�on Council welcomes the opportunity to provide feedback on the Na�onal Care Service Bill at Stage 2 of the Parliamentary process. The overall posi�on of Renfrewshire Council on the Na�onal Care Service Bill and its associated documenta�on, remains that which was submited as part of the na�onal consulta�on exercise in November 2021 and again in September 2022. At that �me, the Council confirmed that it did not support proposals to create a Na�onal Care Service (NCS) and to transfer accountability of adult social care and social work from the local authority, or for children and criminal jus�ce social work to become a formal part of any Na�onal Care Service. Renfrewshire Council welcomes the work that has been undertaken subsequently by Sco�sh Government, COSLA and the NHS to develop a shared accountability agreement for the development of a Na�onal Care Service which will ensure this workforce and all financial resources are retained by local authori�es. It is agreed that the focus on improvement, on the social work and social care workforce, and on improved outcomes for the people that use these services, should be our shared focus going forward. The Council notes with concern that some of the key pillars of the shared accountability agreement, have not been recognised within the amendments tabled at Stage 2 of the Bill development process, and further that in some cases these amendments allow for the poten�al inclusion of addi�onal local authority services within the NCS at a future date through secondary legisla�on. Our local response to the consulta�on is provided within the commentary below, as it has not been possible to align comments to the specific consulta�on ques�ons. General comments As highlighted above, whilst it is appreciated that work has been undertaken to highlight specific amendments that have been made between Stage 1 and Stage 2 of the Bill’s development, the document pack is not reader friendly. The Stage 2 amendments pack itself was also accompanied by a Ministerial leter that provided informa�on on planned further developments in rela�on to the NCS which were unfortunately not included within the Bill amendments, and which it is proposed will be implemented through secondary legisla�on. This includes powers to directly fund integra�on authori�es/new NHS local boards which is a renewed risk in terms of local budgets and the local workforce which had been addressed through the shared accountability agreement. The overall view is that the pack of amendments and accompanying documents create significant addi�onal confusion and uncertainty for all stakeholders. NCS – scope, purpose and governance The general purpose and focus of the Na�onal Care Service could be more �ghtly defined to beter reflect the shared accountability agreement. For example, the wording provided on scope and purpose indicates a focus on monitoring performance rather than intended in rela�on to improvement. The wording also indicates that the NCS will deliver services itself, rather than through the NCS local boards which is confusing for stakeholders including members of the public. Page 123 of 276
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The involvement of nominated elected member representa�ves on the na�onal NCS Board is welcomed, however the current defini�ons allow poten�al future widening of the board membership by Sco�sh Ministers, which may poten�ally reduce the role of democra�cally elected members within the NCS board at a future date, and this is not supported. It is suggested that the proposed governance for the NCS require further review, as at present the Bill amendments indicate that the NCS and its Board will be accountable to Sco�sh Ministers, which is not in line with the shared accountability agreement which requires NHS and local government involvement to fulfil this core joint role. Local authori�es are listed as an NCS ins�tu�on rather than as a full partner. As noted above it remains concerning that the scope of the NCS and local boards that will be created, could include all poten�al services listed within the Public Bodies 2014 Act, such as children and jus�ce social work, rather than focusing on adult health and social care provision as the key focus agreed as part of the shared accountability agreement. The Ministerial leter atached to the Stake 2 Bill consulta�on also creates addi�onal uncertainty by indica�ng that further services could be added through secondary legisla�on without significant parliamentary scru�ny. The development of a 5 year na�onal strategy to underpin the NCS is welcome, however in line with the shared accountability agreement, it is suggested this should be directed jointly by Sco�sh Government, local government and the NHS. Further detail would be welcome on how the implementa�on of any strategy would be funded. NCS local boards The Bill and its amendments indicate that the NCS at a na�onal level would aim to develop a support and improvement framework, but no detail is provided in terms of how this would be developed and agreed or work in prac�ce. There are provisions noted which could allow for the transfer of func�ons from local boards within “emergency scenarios” and it unclear how this could work in prac�ce, given many local authority func�ons are statutory and are defined in separate legisla�on. It is noted that within the Stage 2 Bill amendments, further clarity has not been provided on the membership of local boards which is desirable at this stage of the process. Children/Criminal Jus�ce Social Work The areas of concern highlighted in the Council’s previous responses to the Na�onal Care Service Bill remain. The inclusion of children’s services within the Na�onal Care Service goes beyond the scope of the Independent Review of Adult Social Care. As noted by COSLA, the report from Children in Scotland, commissioned by Social Work Scotland, Healthcare Improvement Scotland and the Care Inspectorate, highlighted that the answer to ‘the delivery of more effec�ve children’s services is not more structural change. Na�onal Social Work Agency / Chief Social Work Adviser The principle of the proposed Na�onal Social Work Agency in terms of suppor�ng the ongoing professional development of the social work workforce is welcomed, as is the formalisa�on of the Chief Social Work Adviser as a statutory role. It is suggested that the mechanism that has been proposed to develop the NSWA does not fully reflect the partnership approach which underpins the shared accountability agreement, with the Bill indica�ng that the current Office of the Chief Social Page 124 of 276
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Work Adviser would be shaped into a new body which would become an execu�ve agency of the Sco�sh Government. To work most effec�vely with the social work workforce, this new body needs to be developed on a partnership basis, with greater clarity provided on how the role of other organisa�ons would require to change, such as the Sco�sh Social Services Council. Na�onal Care Charter The principle of developing a Na�onal Care Charter is supported, and it is cri�cal that engagement is undertaken with people who need to access adult health and social care services as part of this process, as well as fully involving services and organisa�ons that deliver these supports across the country and in different se�ngs. Complaints The Stage 2 Bill informa�on pack, indicates that Sco�sh Ministers could have some responsibility for complaints received in rela�on to the delivery of services. More detail on this would be required to beter understand what is intended. Whilst learning from complaints may be something that could inform the development and improvement agenda na�onally, it is strongly advocated that complaints handling in rela�on to local services must be handled at a local level. Page 125 of 276
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To: On: Leadership Board 18 September 2024 Report by: Chief Executive Heading: Paisley First Renewal Ballot 1. Summary 1.1 Paisley First was registered as the Business Improvement District for Paisley Town Centre in January 2015 following the outcome of a successful ballot of town centre businesses on 13 November 2014. 1.2 BIDs have a legislative basis under the Planning (Scotland) Act 2006. After operating for a 5-year term, another successful ballot must take place for the BID to continue operating. Under the legislation, it is for the Local Authority to conduct the ballot on behalf of the BID. At its meeting of 14 June 2024, the Leadership Board agreed that the Council should support the conduct of this ballot, and that a further report should be brought to this meeting of the Leadership Board setting out the details of the BID Proposal and officers’ recommendations on how the Council’s votes in the ballot could be cast. 1.3 This report sets out the voting options open to the Council. 2. Recommendations 2.1 That the Board notes and considers the content of the BID Proposals. 2.2 That the Board considers the voting options open to the Council and instructs the Chief Executive how to exercise the votes on behalf of the Council. 2.3 Subject to a successful ballot outcome, delegates to the Chief Executive to put in place the necessary arrangements for the collection of the BID levy, and for finalising of the terms of the operating agreement. 2.4 Notes that the outcome of the ballot process will be reported to a future meeting of the Leadership Board. Item 6 Page 127 of 276
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3. Background 3.1 Paisley First was registered as the Business Improvement District for Paisley Town Centre in January 2015 following the outcome of a successful ballot of town centre businesses on 13 November 2014. BIDs have a legislative basis under the Planning (Scotland) Act 2006. 3.2 The Paisley First Board of Directors is made up of local business owners, there are 13 positions on the board, including one position for Renfrewshire Council. This position is currently held by the Head of Economy and Development. 3.3 After operating for a 5-year term, another successful ballot must take place for the BID to continue operating. Under the legislation, it is for the Local Authority to conduct the ballot on behalf of the BID. At its meeting of 14 June 2024, the Leadership Board agreed that the Council should support the conduct of this ballot, and that a further report should be brought to this meeting of the Leadership Board setting out the details of the BID Proposal and officers’ recommendations on how the Council’s votes in the ballot could be cast. 3.4 Following the decision at the last meeting, the Council commissioned the ballot and Civica Election Services Ltd (formerly Electoral Reform Services) has been appointed to conduct the ballot on our behalf. Ballot papers were issued to all levy payers by 12 September with the ballot closing on 24 October 2024. It is anticipated that the result will be announced on 25 October 2024. 3.5 The Paisley First Business Improvement District Business Proposal appears as Appendix 1 to this report. 3.6 For the BID Ballot to be successful there must be: i. A minimum of 25% turnout of eligible business in the area both by number and aggregate rateable value. ii. A majority in favour of the BID in the number of those voting; and iii. A majority in favour of the BID in the proportion of rateable value of those voting. 3.7 The Council will be entitled to vote in the BID ballot in respect of each of its properties within the BID area. Similarly, OneRen will be entitled to vote in respect of each of its properties within the BID area. The Board of OneRen will be required to reach its own decision in respect of how their votes are cast. 3.8 Appendix 1 to this report is the Business Improvement District Business Proposal, which sets out the business case for the continuation of BID for the next 5 years. Members are asked to note and consider the content of that document before then considering how the Council should vote in the ballot. 3.9 There are three options open to the Council in respect of how its votes are cast; vote for the renewal (Yes), vote against the renewal (No), or abstain. Each of those options is considered in the following three Page 128 of 276
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paragraphs. Members are asked to consider each of the options and agree which of those will be the instruction to implemented by the Chief Executive on behalf of the Council. 3.10 Vote For Renewal: The Council supported the introduction of the BID in 2014 and supported its renewal in 2019. As set out in section 3.2 of this report, the Council has a place on the board of Paisley First. The Council has been working with Paisley First for a period of 10 years. Having considered the detail set out in Appendix 1, Members may wish to see that work continue, in which case a Yes vote for the renewal would be appropriate. 3.11 Vote Against Renewal: Having considered the content of Appendix 1, Members may take the view that there is a balance between any benefit of the BID proposal and other factors such as the significant cost to the Council in participating in the BID. The direct costs of paying the BID levy on Council properties currently amounts to £19,720. This figure does not include costs incurred by OneRen (£8,540) or the RVJB (£1,560). In addition, the Council is required to administer the billing and collect of the levy. The Council meets the full cost of providing these services on behalf of Paisley First. Officers have assessed the staffing costs in 2023/24 at £34,035.43, with additional postage, printing and sundry costs of £4,947.29. Accordingly, the total annual cost to the Council amounts £58,702.72. Over a 5-year period, the estimated total cost to the Council of a renewal of the BID would be in excess of £300k. Members may take the view that the costs involved outweigh any benefit to the Council from a renewal, in which case a No vote would be appropriate. 3.12 Abstain: Prior to the renewal ballot being launched, Paisley First were required to conduct a survey of businesses within the BID area. While that indicated the required level of support to permit a ballot to proceed, the Council is aware that the view among the local business community is not universal. The requirements for a successful ballot are set out at section 3.6 of this report. OneRen and the Council are responsible for approximately 6% of the properties in BID area and account for just over 23% of the total rateable value. Members may take the view that the work of Paisley First is of more direct relevance to local businesses than to the Council, and that the views of those businesses should be the determining factor in whether the renewal is agreed or not. Given the figures involved, the Council could be seen to have a disproportionate influence on the ballot by casting its votes either for or against the renewal. Members may therefore wish to consider instructing that the Council abstain in this ballot. 3.13 Should the outcome of the ballot be that the BID is renewed, it is proposed that the current delegation to the Chief Executive to put in place the necessary arrangements for the collection of the BID levy, and for finalising of the terms of the operating agreement would continue. 3.14 A report will be brought to a future meeting to advise on the outcome of the BID renewal ballot. Page 129 of 276
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Implications of the Report 1. Financial – In the event of the renewal being successful, the financial implications to the Council are as set out in section 3.10 of the report. 2. HR & Organisational Development – The collection of the BID levy is the responsibility of Renfrewshire Council. Systems and arrangements for collection are already established. 3. Community/Council Planning – • Our Renfrewshire is thriving – the activities of Paisley First contribute to the animation and activity within Paisley Town Centre. • Our Renfrewshire is safe – Paisley First work with Renfrewshire Council and the Community Safety Partnership on initiatives such as Purple Flag accreditation which contributes to a safer night time economy. • Working together to improve outcomes – Paisley First work closely with the Council and partners on a range of issues and provide events and activities which are complementary to the Council’s activities. 4. Legal – Paisley First is established as a Business Improvement District under the Planning (Scotland) Act 2006. The requirement for a renewal ballot after the 5 year term and the requirements for Renfrewshire Council as the local authority are established in the legislation. 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 as the report seeks to confirm how the Council will cast it’s votes in the upcoming ballot on the proposed renewal of the Paisley BID. 8. Health & Safety – n/a. 9. Procurement – Renfrewshire Council have appointed the Civica to conduct the ballot on behalf of Paisley First. 10. Risk – There is a risk that the ballot will fail to achieve the required level of support from levy payers. 11. Privacy Impact – n/a Page 130 of 276
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12. COSLA Policy Position –n/a. 13. Children’s Rights – n/a as the report seeks to confirm how the Council will cast it’s votes in the upcoming ballot on the proposed renewal of the Paisley BID. 14. Climate Risk – n/a List of Background Papers Background Paper 1 – “Paisley First” Proposed Business Improvement District (BID) paper to Economy & Jobs Policy Board 28 January 2015. Paisley First Renewal Ballot Report to Leadership Board 14 June 2024 Author – Mark Conaghan – Head of Corporate Governance Page 131 of 276
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Your town, your business, your BID…. PAISLEY FIRST BUSINESS PLAN 2025 – 2030 APPENDIX 1 Page 133 of 276
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0141 237 8120 www.paisleyfirst.com Like us on Facebook - paisley first Follow us on Instagram - @paisley_first Follow us on Tik Tok - @paisleyfirst PAISLEY FIRST BUSINESS PLAN 2025 – 2030 1. FOREWORD 2. EXECUTIVE SUMMARY 3. WHAT IS A BID? 4. WHAT WE HAVE ACHIEVED SO FAR 5. THE PROPOSED BID AREA 6. WHAT IF PAISLEY VOTES NO? 7. CONSULTATION PROCESS 8. BID PROJECT PLAN 9. THE BID LEVY 10. THE BID BALLOT PROCESS 11. BID MANAGEMENT AND DELIVERY 12. COMMUNICATION AND PERFORMANCE MONITORING 13. PAISLEY FIRST BOARD OF DIRECTORS 14. PAISLEY FIRST CONTACT DETAILS “Business” or variations of the word “business” are used throughout this document. The word “business” in this context refers to property owners or tenants and occupiers of properties who are liable to pay the non-domestic rate (NDR), whether they pay business rates or not. This includes all properties listed on the Scottish Assessors Association Portal (website) with a non-domestic rateable value, many of whom may be a charitable organisation, public sector organization, social enterprise or community group who may not consider themselves to be a business. CONTENTS Page 134 of 276
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0141 237 8120 www.paisleyfirst.com Like us on Facebook - paisley first Follow us on Instagram - @paisley_first Follow us on Tik Tok - @paisleyfirst Your town, your business, your BID…. FOREWORD Elaine Templeton 01 I am delighted to present Paisley First’s third Business Plan which outlines our priorities for the next five years. These projects have been identified by you, our levy-payers, through surveys and extensive consultation. As local business owners, the Paisley First board of voluntary directors and myself are all too aware of the challenges of recent years and of running a business in a town centre today. Paisley First offers vital support to businesses, never more so than during the pandemic, and we have strived to make a difference for our local businesses during the cost-of-living crisis. With a collective voice, we have been able to successfully campaign on local issues such as the Causeyside Street Cycle Lane and the Gauze Street Junction changes. We will continue to work towards improvements to the new parking strategy too. Paisley First BID is helping to put Paisley town centre and its local businesses on the map, encouraging both locals and visitors to take a fresh look at all Paisley has to offer, retaining tried and tested projects while always looking for new ways to promote the town centre and its businesses. Supporting Paisley First and this business plan offers a unique opportunity to continue to work together to ensure that our town centre remains both vibrant and relevant for locals and visitors alike. With the reopening of Paisley Town Hall and Paisley Museum, we have an opportunity to attract more visitors to the town, and we are also ideally placed to capitalise on the growing number of tourists arriving at Ocean Terminal Greenock during the summer months. Improving the tourism offer will be a focus for term three and we will work with local businesses and local partners including Renfrewshire Council and the University of the West of Scotland to ensure our businesses can maximise opportunities from this. The BID is here to bring investment into the town, deliver projects which wouldn’t happen otherwise, and to listen to business owners, visitors and local residents. It is only the BID that can work as a liaison between all town centre businesses, the council and other partners, placing us in a great position to support your business, putting Paisley First. The cost to businesses in supporting Paisley First can be recouped and more by engaging with the Paisley First team and the projects and services they deliver. You can find out more about Paisley First on our website www.paisleyfirst.com or for more general information on BIDS, please refer to www.improvementdistricts.scot. A notice of ballot will be sent to all eligible persons on or before 12/09/2024 along with the ballot papers on or before 12/09/2024. You will have 6 weeks to cast your vote before the ballot closes at 5pm on 24/10/2024. Ballot papers received after this date and time will be null and void. Paisley First has delivered some fantastic projects in the last ten years – but there is still so much more to achieve. I urge you all to vote YES so that we can continue to work for, and on behalf of, Paisley businesses to help create a better business environment, a more attractive town centre for residents and visitors, and a safe place to work and live. Elaine Templeton, Taste Buds Paisley Chair, Paisley First Page 135 of 276
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0141 237 8120 www.paisleyfirst.com Like us on Facebook - paisley first Follow us on Instagram - @paisley_first Follow us on Tik Tok - @paisleyfirst PAISLEY FIRST BUSINESS PLAN 2025 – 2030 EXECUTIVE SUMMARY Paisley First is uniquely placed to bring investment, innovation and influence to Paisley town centre on behalf of its local businesses and levy payers. This plan outlines our ambitions for the next five years to support the town centre and help our local business thrive. At the beginning of our second term, the Paisley First team quickly adapted to bring vital support to our local businesses during the COVID pandemic. We cancelled BID levies for 2020, and supported businesses with relevant and timely information and communications, provided grant assistance, social media promotions, reopening guidelines and PPE Starter Kits, as well as launching our Love Local, Love Paisley marketing campaign. Through our annual BID Member Surveys, local businesses then told us their priorities had changed and so we adapted the business plan for 2020-2025 to take into account the changing wants and needs of our levy payers. As well as all the events, marketing activities and business support now in place, the experience we have gained during the last ten years puts us in a better position to achieve even more in a third term. With an established team in place and a central office location, we are already known as the unofficial local and tourism information centre - ideally positioned to be at the focal point of activity within the town, especially when many of our projects are aimed at driving footfall to Paisley town centre. Paisley First is here to be the voice of businesses in the town centre, taking forward the issues that matter and campaigning collectively. At a time of continued economic uncertainty, it is vital that the business community works collectively to decide and deliver improvements in Paisley town centre; by working together we can achieve much more than as individuals. By voting YES in support of Paisley First we can ensure that Paisley is a great place to live, work and visit, a town centre with a proud history, and a promising future. Ronald Girvan, Nationwide Building Society Vice Chair, Paisley First Ronald Girvan 02 Page 136 of 276
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0141 237 8120 www.paisleyfirst.com Like us on Facebook - paisley first Follow us on Instagram - @paisley_first Follow us on Tik Tok - @paisleyfirst Your town, your business, your BID…. WHAT IS A BID? A Business Improvement District (BID) is a geographically defined area, where businesses come together and agree to invest collectively in projects and services that the businesses believe will improve their trading environment. BID projects are new and additional projects and services; they do not replace services that are already provided by Renfrewshire Council and other statutory bodies. BIDs are developed, managed and paid for by the non-domestic sector by means of a compulsory levy, which the eligible persons in the proposed BID area must vote in favour of before the BID can be established. Each eligible person liable to pay the BID levy will be able to vote on whether or not the BID goes ahead. See Scotland’s Improvement Districts website for further details about the new approach to BIDs in Scotland www.improvementdistricts.scot. BIDs can support regeneration, grow local economies, create local employment and create a cleaner, safer trading environment. A key element to their success is that the local businesses take ownership and responsibility for their trading environment, identifying the projects necessary to resolve common problems and issues, and overseeing their implementation, whilst also contributing to the future direction of the town and its future development. As at May 2024 there are 35 fully operational BIDs in Scotland with a further 20 in development. These all range in size and type but are in operation in places such as Alloa, Falkirk, Barrhead, Shawlands, Hamilton and Milngavie as well as in Glasgow, Edinburgh, Aberdeen and Inverness. Most BIDs run for a period of five years with the vast majority continuing, for consecutive terms, when they come up for renewal. Currently, there are 28 BIDs in their second or third BID terms equating to 50 successful renewal ballots demonstrating that businesses value the projects and services delivered by BIDs. The BID Levy is an entirely separate levy to which the local authority has no access and is not a new funding stream for Renfrewshire Council. Every eligible business within the proposed BID area has a vote on whether or not the BID is renewed; it is for you to decide. The ballot for the second term of Paisley First BID will be open from 12th September to 24th October 2024. Crucially, the projects and services delivered by a BID cannot replace statutory services delivered by Renfrewshire Council or Police Scotland. In line with BID legislation, the Paisley First BID will put in place a Baseline Service Agreement which is a legal document agreed by both parties which clearly sets out the statutory and any additional baseline services provided by the council in the town. The BID will continue to monitor service levels outlined in the agreement. In the last ten years, Paisley First BID has shown itself to be an open, collaborative and independent ambassador for the town. It has striven to position itself centrally to all town centre matters and is an organisation that has developed excellent partnerships with key town centre stakeholders and can influence decision makers. 03 Paisley First plays a crucial role in continuing to help revitalise Paisley's town centre, benefiting not just the local businesses but the entire community. Their efforts in organising local events and promoting the town have fostered a sense of pride and engagement, supporting Paisley to become a vibrant and thriving hub of activity once again. ACCORD HOSPICE Page 137 of 276
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0141 237 8120 www.paisleyfirst.com Like us on Facebook - paisley first Follow us on Instagram - @paisley_first Follow us on Tik Tok - @paisleyfirst PAISLEY FIRST BUSINESS PLAN 2025 – 2030 WHAT WE HAVE ACHIEVED SO FAR… By supporting local businesses, Paisley First BID is helping to put Paisley town centre and its local businesses on the map, encouraging both locals and visitors to take a fresh look at all Paisley has to offer. For almost ten years now, Paisley First has delivered a number of successful initiatives designed to drive footfall back to Paisley, provided business support and training to town centre businesses and used our collective voice to tackle the issues you say matter most to you. In the lifetime of the BID, Paisley First has delivered projects under four key themes: Grants to improve business frontages Many businesses have taken advantage of our Business Improvement Grant for a variety of frontage improvements ranging from paintwork, new signage and even new doors, window vinyls and external lighting. The grant is match funded up to £1,000 and open to any business within the BID who is up to date with their BID Levy payments. Quality artificial hanging baskets The switch to the introduction of artificial hanging baskets has seen participation in this scheme almost double and has been well received by businesses and visitors to the town alike. Mural trail With a number of murals around the town providing a talking point for locals and visitors alike, these stunning artworks beautifully capture the story of Paisley past, present and future. Paisley First worked with local artists and community groups to deliver this much-loved mural trail which was the winner of the Scotland Loves Local Creative Town Award in 2021. Congratulations Graduate Signage As a proud university town, our local businesses have been decorating their windows with Congratulations Graduates signage ahead of the annual graduation ceremonies at the beginning of July. Keep Paisley Safe Defibrillators The introduction of First Aid training for local businesses highlighted the lack of available defibrillators in the town centre, particularly out of hours. Paisley First subsequently purchased and installed four defibrillators in the town, including two external public access defibrillators, and are responsible for the ongoing care and maintenance of these as part of the Circuit Network. What’s On Leaflet Racks We promote our local businesses and town centre events with a variety of promotional leaflets which are available in our leaflet racks in both the Piazza and the Paisley Shopping Centre as well as the Lagoon Leisure Centre, giving visitors advance notice of what’s happening, encouraging them to spread the word and giving them another reason to return to the town centre. Footfall Data Capture We look strategically at Footfall Data to examine trends to help plan our activities and events as well as carry out regular surveys of town centre shoppers and event visitors to gauge feedback on what facilities, services and events will encourage people to visit Paisley more often. Theme One First impressions Count 04 Page 138 of 276
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0141 237 8120 www.paisleyfirst.com Like us on Facebook - paisley first Follow us on Instagram - @paisley_first Follow us on Tik Tok - @paisleyfirst Your town, your business, your BID…. WHAT WE HAVE ACHIEVED SO FAR… Theme Two Bringing Life to Paisley Free seasonal trails Our seasonal trails at Easter, Halloween and Christmas ensure that people see the whole town centre when they visit, and because we are offering a free activity, they are more inclined to spend in the shops and cafes as they spend the day in town. Even if you are not part of the trail, visitors become aware that you are in the town centre and may return for another visit. Free summer- long trails Our research tells us that families are always looking for a different day out during the long school summer holidays and our summer brick-built trails do not disappoint. Thousands of visitors from across Scotland and further afield visit Paisley annually for our summer trail, strategically spread throughout the town so all areas of the town are visited. Paisley’s CarFest Paisley’s CarFest has become a firm favourite in the town’s events calendar, bringing thousands of visitors into the town no matter the weather. As well as treats for motor enthusiasts, there is plenty of family friendly fun with free rides and kids’ activities, live music and in recent years, the welcome addition of a town centre business only market too. Paisley’s Big Christmas Weekends With a range of family fun and free Christmas activities and street entertainment plus Christmas movies, we look to attract families into Paisley town centre during weekends in December. Small Business Saturday Christmas Market We are giving Christmas shoppers plenty of reasons to come to the town during the festive season with our free children’s activities, but we also provide free stalls to local businesses for Paisley’s Small Business Saturday Christmas Market, held on the first Saturday in December, to showcase our existing town centre businesses who are in the town centre all year, not just for Christmas. Love Paisley Star Awards Scotland Loves Local Week 2024 saw the inaugural Love Paisley Star Awards take place in the town centre, celebrating our local Paisley town centre businesses with winners nominated by a public vote. 05 In the days when we didn’t realise what Paisley First actually brought to Paisley, we resented paying. “Now, we can’t see how Paisley businesses, and even its reputation, can survive without them. “The team do a fabulous job.” PAISLEY GIFT CART Page 139 of 276
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0141 237 8120 www.paisleyfirst.com Like us on Facebook - paisley first Follow us on Instagram - @paisley_first Follow us on Tik Tok - @paisleyfirst PAISLEY FIRST BUSINESS PLAN 2025 – 2030 WHAT WE HAVE ACHIEVED SO FAR… Theme Two Bringing Life to Paisley Buddie Walk of Fame Phase One of the Buddie Walk of Fame saw 10 worthy Paisley Buddies commemorated on the streets of Paisley with a Stars in the Pavement Trail. We hope that a successful renewal ballot, will see Phase Two delivered during a third term. Best Dressed Christmas Window Competition Always a favourite amongst local businesses, our Best Dressed Window Competition has grown from strength to strength in recent years with past judges including STV weatherman Sean Batty and St Mirren FC legend Tony Fitzpatrick. Love Paisley Magazines Our hugely popular Love Paisley magazine is published twice a year in May and October, a free glossy and advert free magazine which showcases our town centre businesses through engaging features, with thousands of copies distributed throughout Paisley including our leaflet racks in both shopping centres and the local leisure centre. Illustrated Food and Drink Map In 2022, we produced an illustrated food and drink map showcasing our fantastic range of food and drink venues, which is now updated on an annual basis, the only guide you need to eating out in Paisley town centre. Buddie Good Deals and FiverFest We run regular business promotions throughout the year including FiverFest and Buddie Good Deals to encourage people to try businesses they may not have engaged with before, hopefully becoming regular customers. Christmas Golden Ticket Competition Projects like the Golden Ticket competition ensure that businesses benefit when extra footfall is driven to the town centre during busy times like Christmas. A wide range of businesses have benefitted from winner’s spend, which is locked into Paisley town centre. 06 Page 140 of 276
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0141 237 8120 www.paisleyfirst.com Like us on Facebook - paisley first Follow us on Instagram - @paisley_first Follow us on Tik Tok - @paisleyfirst Your town, your business, your BID…. WHAT WE HAVE ACHIEVED SO FAR… Theme Two Bringing Life to Paisley Paw Friendly Paisley Promotions One of our most popular leaflets, we are always updating and promoting our increasing number of Paw Friendly Paisley town centre businesses, with a window vinyl also available for participating businesses. Student Engagement and Student Deals The Paisley First team attends the Freshers Fayre at the University of the West of Scotland every year to promote Paisley town centre and our local businesses to the new student community. We also work closely with the ResLife team to further strengthen ties with the student community, in particular international students who are more likely to live as well as study in the town. Sponsorships Such as The Big Art Show, Feel Good February, the Annual ACCORD Art Exhibition and Spree for All. Paisley First offers sponsorship opportunities to those community groups or organisations who wish to hold events in the town centre who can demonstrate that their project, which would not be achievable without sponsorship, will drive footfall to Paisley for the benefit of local businesses. Scotland wide advertising and marketing We market our events across Scotland through a wide range of advertising including print, outdoor, tv, radio and digital plus leaflet racks and posters throughout all key tourism destinations. Seasonal Social Media Promotions We also offer our businesses year-round seasonal and non-seasonal promotion on social media under our Love Local, Love Paisley marketing umbrella, including our popular What’s On for the Weekend Guide. 07 We believe it’s better to have a BID looking after Paisley’s interests and all the businesses than none, helping to lobby the council for free Car Parking. “There are more local events attracting people into the town from across the county with the trails attracting people from further afield too, bringing much needed footfall into our town . “Paisley’s image has improved in the wider community which can only be a good thing. Paisley needs Paisley First to shine a spotlight on the town and it’s town centre businesses. Whether it’s promoting the events in the town or the individual businesses, Paisley First are putting Paisley back on the map. “In this day and age with increasing online sales taking away much needed footfall from towns and city centres, along with more out of town retail parks, it is imperative we have a successful Paisley First BID to promote what the town has to offer, where everyone benefits.” HOUSTON KILTMAKERS Page 141 of 276
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0141 237 8120 www.paisleyfirst.com Like us on Facebook - paisley first Follow us on Instagram - @paisley_first Follow us on Tik Tok - @paisleyfirst PAISLEY FIRST BUSINESS PLAN 2025 – 2030 WHAT WE HAVE ACHIEVED SO FAR… Theme Three Helping Business Business Support We also provide business support helping businesses on matters such as refuse, landlord and council issues to name just a few. During the COVID-19 pandemic, Paisley First cancelled BID levies for 2020, and supported businesses with relevant and timely information and communications, grant assistance, social media promotion, reopening guidelines, and PPE Starter Kits. Digital billboard advertising We offer the use of four digital billboards in the wider Paisley and Barrhead area for the months of May and October each year so that more businesses can have access to individual outdoor advertising outwith the immediate town centre area – again as part of our Love Local, Love Paisley marketing campaign. Business Training Hundreds of town centre businesses and staff have taken part in a wide variety of Business Training including Social Media Training, First Aid Training, Food Allergens Training, Food Hygiene, Personal Licence, Refresher Training and AI Training. These sessions are held annually, with courses saving local businesses an average of £80 per staff member. We are always looking for businesses to suggest new training courses which could benefit them and their business. Initiatives to reduce business costs Paisley First has worked with Eyebright Utilities to offer savings to local businesses across utilities including energy, water, broadband and chip and pin services. Free marketing video One of the key highlights for promoting Paisley town centre businesses and any special offers are our free marketing videos. As well as appearing on our social media, businesses are able to use this free film as an advertising tool for their own website, social media and marketing. Free Appeals of Business Rates In 2023, Paisley First appointed Colliers, experts in the field of business ratings, to work with all BID members who were facing an increase in their business rates as a result of the 2023 revaluation. Businesses only had a few months to appeal these new rateable values, otherwise, they would be locked into them for the next five years. Social media promotion We use all social media platforms successfully to shine a spotlight on the town, its businesses, its heritage, fabulous architecture, and all events taking place in the town centre, including highlighting job vacancies and spaces to let. Website with business directory listings and What’s On Calendar All of our town centre businesses are included in our Business Directory on the Paisley First website which all hosts a popular What’s On Calendar, as well as further details on our projects and services. Support businesses to engage fully with town centre events We support our businesses to fully engage in town centre events such as Halloween and one-off events like Mòd Phàislig. The Royal National Mòd returned to Paisley in 2023 and it was crucial that our local businesses were at the heart of the festivities. Enthusiastic local businesses signed up for Gaelic speaking lessons and recorded welcome videos in Gaelic, some offered sponsorship for some of the official Mòd competition categories and others signed up to be stockists of Mòd merchandise too. Welcome signage in Gaelic and Mòd Phàislig bunting also decorated our local business windows. 08 APPEALING YOUR BUSINESS RATES Page 142 of 276
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0141 237 8120 www.paisleyfirst.com Like us on Facebook - paisley first Follow us on Instagram - @paisley_first Follow us on Tik Tok - @paisleyfirst Your town, your business, your BID…. WHAT WE HAVE ACHIEVED SO FAR… Theme Four Providing Business Voice Addressing parking issues in the town centre Following a campaign by Paisley First, a Free for Three pilot was launched in certain town centre car parks in 2019. As part of the campaign, we also called on Renfrewshire Council to conduct a review of current parking restrictions and the introduction of Parking Signage at main points throughout the town centre. In autumn 2023, Paisley First lobbied for the retention and roll out of Free for Three with business letters of support, public surveys and photocalls attended by both STV and the BBC. Paisley First is continuing to campaign for changes to the new Renfrewshire Parking Strategy. Collective voice on town centre issues Paisley First worked with local businesses and the local community council to halt the council’s plans to install a cycle lane down Causeyside Street, ignoring local business concerns. Our collective voice on issues that matter to local businesses also helped pause planned traffic and junction changes on Gauze Street, Mill Street and Glasgow Road. Advocacy and Support Paisley First has been working hard with local businesses to improve cleanliness standards within the town centre but there is still much work to be done. Paisley First is contacted on a frequent basis by businesses wishing to report missed collections and the ensuing mess when refuse sacks and bins are left on the streets for days on end. Paisley First is in regular contact with Renfrewshire Council on this matter including sending photographic evidence. Communication of any town centre impacts As well as keeping levy payers up to date with our own activities, Paisley First works to inform businesses of any other circumstances which could affect local businesses such as road closures. Regular Newsletters and Open Evenings Paisley First issues printed and e-newsletters as well as information sheets on a regular basis. We also hold open evenings and our annual AGM which is open to all local businesses. 09 With town centres struggling across the country, it is great to have a team dedicated to trying to improve ours! Paisley was a shopping destination before the big shopping centres opened around Glasgow and stole the attention, so having Paisley first working on shining a light back on the town is a nice reminder of how much Paisley has to offer!' SUMMITS OUTDOOR Page 143 of 276
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0141 237 8120 www.paisleyfirst.com Like us on Facebook - paisley first Follow us on Instagram - @paisley_first Follow us on Tik Tok - @paisleyfirst PAISLEY FIRST BUSINESS PLAN 2025 – 2030 PAISLEY FIRST BID AREA The BID boundary will run from the University of the West of Scotland to the west, include the area within Old Sneddon Street to the north, include Paisley Grammar School to the east and the Watermill Hotel to the south. The BID incorporates the core retail area of the town, the prime cultural area of the historic Paisley Abbey, the primary train station - Paisley Gilmour Street Station, the office sector along Glasgow Road, Causeyside Street and the two tiers of education represented by the Grammar School and the University of the West of Scotland campus. The proposed BID area incorporates all or part of the following streets: Abbey Close Abercorn Street Back Sneddon Street Bridge Street Causeyside Street (no1-64) Central Road Central Way Christie Street Cotton Street County Place County Square Forbes Place Gauze Street George Place George Street Gilmour Street Glasgow Road (no1-37 including Paisley Grammar School) High Street Hunter Street Incle Street Johnston Street Lady Lane (no4) Lawn Street Lonend Marshall's Lane Maxwell Street Mill Street Moss Street New Sneddon Street (no6-12) New Street Northcroft Street Oakshaw Street East Old Sneddon Street Orchard Street Orr Square Renfrew Road (no9-11) School Wynd Shuttle Street Silk Street Sma’ Shot Lane Smithhills Street St. Mirren Street Storie Street Weighhouse Close Weir Street Voluntary Levy Contributions At the Board of Directors discretion, voluntary levy contributions will be accepted from businesses outwith the BID area enabling these businesses to become associate members thereby, enabling them to receive similar benefits to BID area businesses. However, associate membership businesses will not be able to vote in the current or any future BID renewal ballot. 10 Page 144 of 276
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0141 237 8120 www.paisleyfirst.com Like us on Facebook - paisley first Follow us on Instagram - @paisley_first Follow us on Tik Tok - @paisleyfirst Your town, your business, your BID…. WHAT IF PAISLEY BUSINESSES VOTE NO DURING THE RENEWAL BALLOT? If the Paisley First BID is not supported at renewal ballot, then the events and services run by Paisley First will simply stop, and more than £1.6 Million of investment will be lost to Paisley town centre over the next five years. Events like Paisley’s CarFest will no longer be held in the town centre and our seasonal trails, including our summer-long trails, will end for good. There will be no more Love Local, Love Paisley marketing campaign – no more business promotions, no more digital billboard opportunities, no free marketing films, no more Love Paisley magazine and no more Love Paisley Star Awards. There will be no more Christmas activities or town centre business Christmas market. There will be no more leaflets on our leaflet racks, no more ‘What’s On’ promoted on our website and social media, letting people know what’s happening in our town, giving them reasons to visit. There will be no more Paisley First Business training – any business who wants to take advantage of training such as first aid, social media, personal licence refresher, food hygiene or fire safety training, will have to source and fund these courses themselves. Businesses will have to fund their own appeals of Business Rates moving forward. There will be no more hanging baskets and businesses wishing to improve on the look of their businesses will no longer be able to benefit from our popular Business Improvement Grants. 11 Paisley First provide first hand support for local businesses. The profile they’ve created fully supports local business and they are extremely proactive in their approach, whether it be enhancing the town centre, or campaigning i.e. parking charges. “They actively encourage footfall to the town centre with campaigns and events throughout the year, attracting local residents and those in the surrounding areas. “Well done Paisley First!” SILK SALON Most importantly, town centre businesses will have lost its collective voice. The BID will not be here to provide a credible voice on important issues such as car parking and refuse concerns on behalf of town centre businesses. If another scheme like the Causeyside Street Cycle Lane is proposed, Paisley First won’t be here to launch a campaign insisting the concerns of local businesses are heard. The benefits of everything that has been developed and achieved together to date will be lost with Paisley falling behind other towns who can evolve to keep up with rapidly changing consumer habits with assistance from their local BID. Page 145 of 276
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0141 237 8120 www.paisleyfirst.com Like us on Facebook - paisley first Follow us on Instagram - @paisley_first Follow us on Tik Tok - @paisleyfirst PAISLEY FIRST BUSINESS PLAN 2025 – 2030 In early 2024, Paisley First distributed a BID Members Survey to all town centre businesses plus national head offices. We received detailed responses that provided a foundation to develop our Next Steps documents which was issued to all town centre businesses. Following additional feedback at our Open Evenings in March and June, and further face to face consultation, we have developed this Business Plan to outline our plans for term three of the BID. The aim has been to establish the priority issues and the projects and services that you would like Paisley First to deliver on your behalf. At all times and stages, consultation with BID businesses has been through a variety of channels including printed newsletters, business surveys, e-newsletters, open evenings and face to face consultations. We are continually striving to engage with BID members and to seek their views and suggestions of ways to increase footfall and improve visitor experiences. You told us that your priorities were to continue the campaign for longer free parking, a well promoted and vibrant town centre to attract more visitors and see increased spend, to create a cleaner and more attractive town centre, to raise the profile of the town by improving people’s perception of Paisley and a more diverse High Street offering to attract new customers into the town centre. We also employed an independent market research company to gauge public opinion on the town centre and how visitors to the town could be encouraged to visit more often. Parking and cleanliness of the town centre were also the two biggest issues for visitors to the town along with a desire for new niche businesses to be attracted to the town centre. 12 Muirmedia joined Paisley First as a voluntary member this year. Despite being based just outwith the town centre bid area I’m a proud Paisley Buddie that takes pride in his town centre so I jumped at the chance to join Paisley First as their forward-thinking outlook aligns with my own. “It’s proving to be a fruitful decision for business reasons and the ‘feel good factor' of playing my part in building a positive, thriving Paisley.” MUIRMEDIA Voluntary BID Member CONSULTATION PROCESS How we identified your priorities and the projects you want us to deliver on your behalf Page 146 of 276
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0141 237 8120 www.paisleyfirst.com Like us on Facebook - paisley first Follow us on Instagram - @paisley_first Follow us on Tik Tok - @paisleyfirst Your town, your business, your BID…. BUSINESS PLAN BID PROJECTS 2025 – 2030 If successful in gaining a third term, we will continue to work tirelessly to drive footfall to the Paisley First BID area. THEME ONE First impressions Count - £140,000 over 5 years Our events to date have shown that people are happy to visit Paisley town centre when there are events on, and it’s a great opportunity to raise awareness of the diverse range of businesses within the town to different audiences. We will continue to market our events across Scotland through a range of advertising and promotional activity. We want to continue to work together with local businesses and with partners to enhance the town’s centre’s appearance, improving perceptions of Paisley and encouraging both locals and visitors to take a fresh look at all Paisley has to offer. We will also work to provide more business support, training, and marketing opportunities to build on the success of campaigns like the Love Local, Love Paisley brand and our digital billboard campaign. We will work with local businesses and partners to improve a tourism offer and ensure our businesses can maximise opportunities from this. We are always keen to hear from levy payers on what type of projects and services you would like us to deliver. We will work hard to find solutions to the challenges faced by our businesses, preserve what we have already achieved and work together to maximise opportunities to help businesses flourish, while enhancing the reputation of Paisley town centre. Tourism Centre Seek additional funding to make the Paisley First office a tourist information point within the town offering a range of Welcome to Paisley literature for visitors. Pride in Paisley Campaign Launch a town centre wide clean-up campaign which encourages everyone including businesses to take responsibility for the appearance of the town centre and includes new modern bins for the town centre as well as new and improved street furniture. As part of this, a grant for artworks on business shutters will be developed. Creative Christmas Lighting Project Install festive lighting and features to a number of streets in the town centre who are currently without festive lighting or decoration. Town Centre Business Signage Install information points at key areas in the town which can be easily adapted. Floral Art Project In addition to the Hanging Baskets scheme, we would be looking for an art installation throughout the town, working in conjunction with community groups which showcased stunning floral displays to add even more colour to the streets of Paisley in the summer months. Larger Scale art installation Paisley’s answer to the Kelpies, albeit on a much smaller scale, with the creation of standalone permanent artwork which can be a draw for visitors all year round. CONTINUING PROJECTS • GRANTS TO IMPROVE BUSINESS FRONTAGES • QUALITY ARTIFICIAL HANGING BASKETS • MURAL TRAIL • CONGRATULATIONS GRADUATE SIGNAGE • FOOTFALL DATA CAPTURE • KEEP PAISLEY SAFE DEFIBRILLATORS • WHAT’S ON LEAFLET RACKS 13 Page 147 of 276
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0141 237 8120 www.paisleyfirst.com Like us on Facebook - paisley first Follow us on Instagram - @paisley_first Follow us on Tik Tok - @paisleyfirst PAISLEY FIRST BUSINESS PLAN 2025 – 2030 THEME TWO Bringing Life to Paisley - £645,000 over 5 years Take a fresh look at Paisley advertising campaign for closer to home visitors Develop and produce a specific advertising campaign to focus on the retail mix in Paisley, the growing food and drink scene, and the wide range of places to visit – showcasing a great day out in Paisley town centre As well as a TV advertising campaign, there would also be an outdoor advertising campaign and a Renfrewshire household mailshot. Enhanced advertising and marketing campaigns targeted at tourists arriving at Glasgow Airport and Ocean Terminal Greenock Paisley town centre specific advertising campaigns which focus on a great day out in Paisley town centre – heritage attractions, fun events, wide range of shops and dining options to suit every taste and budget. Paisley Tourist Map and online Guide Publication incorporating business vouchers which offers two visit options - a short visit and a longer tour outline of places to visit. Buddie Walk of Fame – Phase Two Additional Stars in the pavement celebrating the great and the good of Paisley on the streets of the town centre plus leverage external funding to create an accompanying app. Paisley Pattern Day Celebrating all things Paisley during Paisley Fair weekend. Summer Street Party An end of summer street party with a sports and health focus, free activities for children and a larger scale Skateboarding or BMX event. Refresh and relaunch our Paisley Pub Trail To help attract customers back into our Paisley pubs and bars. Refresh and relaunch of our Love Paisley app The only guide you need to a great day out in Paisley. CONTINUING PROJECTS • FREE SEASONAL TRAILS • FREE SUMMER-LONG, LARGER SCALE TRAILS • PAISLEY’S CARFEST INCL. TOWN CENTRE MARKET • SMALL BUSINESS SATURDAY CHRISTMAS TOWN CENTRE MARKET • PAISLEY’S BIG CHRISTMAS WEEKENDS • LOVE PAISLEY STAR AWARDS • BEST DRESSED CHRISTMAS WINDOW COMPETITION • LOVE PAISLEY MAGAZINES • ILLUSTRATED FOOD AND DRINK MAP • BUDDIE GOOD DEALS BUSINESS PROMOTIONS • GOLDEN TICKET COMPETITION ALTERNATIVE • PAW FRIENDLY PAISLEY PROMOTIONS • STUDENT ENGAGEMENT AND STUDENT DEALS • SPONSORSHIP OPPORTUNITIES • SCOTLAND WIDE ADVERTISING AND MARKETING • SEASONAL SOCIAL MEDIA PROMOTIONS 14 Page 148 of 276
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0141 237 8120 www.paisleyfirst.com Like us on Facebook - paisley first Follow us on Instagram - @paisley_first Follow us on Tik Tok - @paisleyfirst Your town, your business, your BID…. THEME THREE Helping Business - £200,000 over 5 years THEME FOUR Providing Business Voice - £77,000 over 5 years. Free Advertising Opportunities to households within Renfrewshire Twice a year, create a mailshot highlighting the wide range of businesses Paisley has to offer and distribute amongst every household in Renfrewshire Source and introduce economies of scale alternatives for town centre businesses. Access additional funding for businesses Source external funding to provide alternative opportunities for a wide range of business improvement needs including Net Zero opportunities. • BUSINESS SUPPORT • FREE DIGITAL BILLBOARD ADVERTISING • FREE BUSINESS TRAINING SUITE • FREE APPEALS OF BUSINESS RATES • FREE MARKETING VIDEOS • INITIATIVES TO REDUCE BUSINESS COSTS • SOCIAL MEDIA PROMOTION OF JOB VACANCIES • WEBSITE WITH BUSINESS DIRECTORY LISTINGS AS WELL AS WHAT’S ON CALENDAR • SUPPORT BUSINESSES TO ENGAGE FULLY WITH TOWN CENTRE EVENTS SUCH AS HALLOWEEN AND ONE-OFF EVENTS LIKE MÒD PHÀISLIG • ADDRESSING PARKING ISSUES IN THE TOWN CENTRE • COLLECTIVE VOICE ON ISSUES SUCH AS JUNCTION AND ROAD CHANGES • ADVOCACY AND SUPPORT AROUND RUBBISH & REFUSE ISSUES • COMMUNICATION OF ANY TOWN CENTRE IMPACTS • REGULAR NEWSLETTERS AND OPEN EVENINGS Creation of Town Centre Champions Scheme Sub-groups of business owners with interests in specific issues. CONTINUING PROJECTS CONTINUING PROJECTS 15 Paisley First have worked tirelessly over the years to support local businesses, fighting to introduce Free Parking & introducing many successful events & projects throughout the year - working hard to make Paisley a clean & safe working/shopping environment. “We have received great support to our business on a personal level and can’t thank the team enough for all their dedication and hard work.” MILANO BOUTIQUE We are very impressed with the efforts of Paisley First, we find the value for cost is very worthwhile. “We were delighted to be involved with the Billboard Campaign and the amount of interest in the Dinosaur Trail has been exceptional. “The staff at Paisley First are very helpful and informative whenever we have a query about local issues.” MORRISONS BED CENTRE Page 149 of 276
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0141 237 8120 www.paisleyfirst.com Like us on Facebook - paisley first Follow us on Instagram - @paisley_first Follow us on Tik Tok - @paisleyfirst PAISLEY FIRST BUSINESS PLAN 2025 – 2030 2025 – 2030 Income and Expenditure Once the third term of the BID is operational, any variations within budgets will be reported to the BID Board of Directors. The Board will agree on an annual basis how funds for subsequent years will be allocated, directed by the approved Business Plan. This will be based on business feedback during the previous year and the priorities for the coming year, which allows the BID the flexibility to respond to changing business needs and requirements, and any new opportunities which may arise. Renfrewshire Council will collect the levy payments on behalf of the BID and will retain these funds in a separate account until the BID Board calls these funds down. The BID Board will manage the levy funds that are collected by the Council. This arrangement will ensure that projects are delivered, and any financial liabilities of the BID are transparent. The improvement levy will make it easier to obtain other sources of funding for specific projects and these opportunities will be pursued. The BID aims to attract other investment, sponsorship and trading income to increase the amount available to spend on your projects as they develop. Funds will be sought from but not restricted to Visit Scotland, Historic Environment Scotland, The National Lottery Community Fund and Zero Waste Scotland. As the BID progresses, more income will be attracted, and this will be invested in improving the town centre for the benefit of the businesses and local community. * The Potential Additional Funding is currently not secured or committed by others. Therefore, in the event that any or all of this funding is not realised then the scope of some of the projects outlined will be adjusted correspondingly, to ensure that they remain within budget. Year1 Year 2 Year 3 Year 4 Year 5 TOTAL Projected BID Levy Income £294,080 £294,080 £294,080 £294,080 £294,080 £1,470,400 Potential Additional Funding* £12,000 £20,000 £30,000 £35,000 £35,000 £132,000 Total Projected Income £306,080 £314,080 £324,080 £329,080 £329,080 £1,602,400 Year 1 Year 2 Year 3 Year 4 Year 5 TOTAL Project Cost Headings First Impressions Count £26,000 £28,000 £30,000 £30,000 £26,000 £140,000 Bringing Life to Paisley £122,000 £125,000 £130,000 £133,000 £135,000 £645,000 Helping Businesses £38,000 £39,000 £40,000 £41,000 £42,000 £200,000 Providing a Business Voice £14,000 £15,000 £16,000 £16,000 £16,000 £77,000 Operating Costs £76,080 £77,080 £78,080 £79,080 £80,080 £390,400 Contingency £30,000 £30,000 £30,000 £30,000 £30,000 £150,000 Total Expenditure £306,080 £314,080 £324,080 £329,080 £329,080 £1,602,400 16 Page 150 of 276
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0141 237 8120 www.paisleyfirst.com Like us on Facebook - paisley first Follow us on Instagram - @paisley_first Follow us on Tik Tok - @paisleyfirst Your town, your business, your BID…. BID LEVY Who will pay the BID Levy? A BID levy is an equitable and fair way of funding additional projects and services, which the local authority and other statutory bodies are not required to provide. There are approximately 674 commercial properties in the BID area which will generate a BID investment levy income of approximately £294,080 per annum and an estimated total levy income of £1,470,400 over 5 years. It has been agreed by the BID Board: - • The levy structure will be based on a fee banded system fixed on the rateable value (RV) of the property on the first day of the third term commencing 15/01/2025 and remain the same throughout the 5-year term of the BID. • There will be no increase or decrease in the levy amount during the term of the BID or as a result of the non-domestic rateable revaluation in April 2026 or any other non-domestic rateable revaluation during this third term. • The BID levy will be paid by the property occupier - the person liable to pay the non-domestic rate. • All eligible occupiers (of eligible properties) i.e., the eligible person liable to pay the non-domestic rate that are listed on the Local Assessors Valuation Roll on the ballot date will be liable to pay the levy. • The levy payments are not linked to what businesses actually pay in rates but are based on the rateable value of the property. • The levy must be paid either in one payment within 28 days from the date of the levy invoice or in 10 instalments by arrangement with the billing body. • If there is a change, in occupier to a property, until a new occupier is found, the property owner will be responsible for paying the levy. • Any new commercial development, subdivision of existing properties or merging of properties or new business with a non-domestic rateable valuation coming into the area during the 5-year term of the Town business improvement district will be liable for the BID Improvement Levy. • If the property is vacant or empty on the date the levy is issued and for any subsequent vacant periods, the property owner will be liable to pay the levy. • Self-catering holiday accommodation which is not the sole or main residence of any person and which is available (or intended to be available) for letting on a commercial basis, with profit in mind, for short periods totalling more than 140 days in the financial year remain liable for non-domestic rates for the whole year and will be included. • The levy will apply to properties with a rateable value of £1,000 and above. Levy bandings will be applied with a maximum banding at £800,000.00 and above. • The BID Levy will not be index-linked to the Retail Price Index (RPI) in order to take account of inflation, so that those liable to pay the levy can budget accordingly for the full five-year term. 17 In February this year I took a huge leap to open up my own physiotherapy clinic within Paisley. Luckily enough my premises were located within the Paisley First district, as this incredible organisation has helped me in more ways than I can imagine. “They have helped me with grant funding applications, they have provided business support, vital information and business based courses. Adding to this, the bill board campaign, where my business was featured on Paisley’s billboards, providing free advertisement. Not forgetting that Paisley First act as a community based voice, with the sole purpose of making Paisley a more attractive and engaging town to be in. “The team’s passion and commitment to the Paisley town centre truly deserves all the recognition and support possible to make Paisley a wonderful place to be.” STEVIE WEIR PHYSIOTHERAPY I love being part of the Paisley First Bid Area. Not only has it saved us a fortune in advertising but we truly feel that we are part of a forward thinking community. “This year alone we have had first aid training for our volunteers, billboard advertising. The investment in Paisley First, because it is an investment in our town, has paid for itself more than tenfold in the Billboard Advertising alone. “There really is no alternative to Paisley First, just ask the towns that have lost their status.” WHAT IF Page 151 of 276
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0141 237 8120 www.paisleyfirst.com Like us on Facebook - paisley first Follow us on Instagram - @paisley_first Follow us on Tik Tok - @paisleyfirst PAISLEY FIRST BUSINESS PLAN 2025 – 2030 PAISLEY FIRST LEVY COLLECTION BANDS AND VALUES Band Rateable Value Range Cost per day Cost per month BID Levy per annum No. of businesses Total Band A £1,000 - £3,999 £0.55 £16.67 £200 102 £20,400 Band B £4,000 - £6,999 £0.77 £23.33 £280 162 £45,360 Band C £7,000 - £9,999 £0.93 £28.33 £340 158 £53,720 Band D £10,000 - £15,999 £1.32 £40.00 £480 123 £59,040 Band E £16,000 - £25,999 £1.64 £50.00 £600 65 £39,000 Band F £26,000 - £49,999 £2.14 £65.00 £780 44 £34,320 Band G £50,000 - £75,999 £2.41 £73.33 £880 8 £7,040 Band H £76,000 - £87,999 £4.38 £133.33 £1,600 1 £1,600 Band I £88,000 - £139,999 £6.58 £200.00 £2,400 4 £9,600 Band J £140,000 - £799,999 £8.22 £250.00 £3,000 6 £18,000 Band K £800,000 + £16.44 £500.00 £6,000 1 £6,000 674 £294,080 Exclusions The BID Board decided to exclude premises that have a rateable value of under £1,000. These premises can pay a voluntary levy and become an “associate member” should they wish, details of which are given in the BID Business Plan. The BID Board decided that there is no benefit from being part of the BID to the following categories of property and therefore are exempt from paying the levy: - places of worship, non-income generating charitable organisations, Sma’ Shot Cottages, Mill Street Police Station, Gilmour Street Train Station, voluntary clubs, advertising stations, ATMs, store rooms attached to BID properties and properties with rateable values of under £1,000. Collection of the BID Levy Renfrewshire Council will collect the investment levy on behalf of the BID, as this will be an efficient, safe and cost-effective method of collection. Renfrewshire Council will lodge the levy within a BID Revenue Account. The BID levy can only be drawn down by the Board of Directors of the BID to allow the delivery of the business plan. The BID Revenue Account and levy cannot be accessed by Renfrewshire Council nor can it be used by the Council as an additional source of income. Enforcement for non-payment In the event of any non-payment of the BID improvement levy, it will be strongly pursued by Renfrewshire Council (as the billing body) using the recovery powers available to the Council to ensure complete fairness to all the businesses that have paid. Renfrewshire Council will be entitled to charge an additional fee to the levy amount to meet any additional costs incurred in the recovery of the levy. 18 Page 152 of 276
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0141 237 8120 www.paisleyfirst.com Like us on Facebook - paisley first Follow us on Instagram - @paisley_first Follow us on Tik Tok - @paisleyfirst Your town, your business, your BID…. THE BALLOT PROCESS • Ballot papers will be posted to the eligible person responsible for casting a vote within their business at least 42 days before the day ballot. In the case of national companies, the responsibility for voting may lie with the head office. • Prior to or on the date the ballot papers are issued the BID Proposer will provide to all those eligible to vote in the ballot, with a copy of the BID Business Plan. • The BID ballot is a confidential postal ballot. As the relevant local authority, Renfrewshire Council has instructed CIVICA to independently manage the Paisley First renewal ballot in accordance with Scottish BID legislation. • Where an eligible property is vacant the voting papers will be sent to the property owner. • In Paisley First BID case, voting papers will be issued no later than 12/09/2024. • The final date for all ballot papers to be returned is 5pm on 24/10/2024. Papers received after this date and time will be deemed null and void and not be counted. • Voting papers are easy to complete, simply place a cross on either “yes” or “no” to the question “are you in favour of a BID?” The ballot paper must then be signed by the person eligible to vote and returned in the pre-paid envelope. • Some eligible persons may receive more than one ballot paper. Each ballot paper should be completed, signed and returned in its pre-paid envelope. • For the ballot to be successful there must be a minimum turnout of 25% (the headcount) by number of eligible persons and by combined rateable value; and of those who turnout, the majority must vote in favour by number and rateable value. • All eligible persons (i.e., those persons liable to pay non-domestic rates) will have one vote or where a person is liable for non-domestic rates for more than one property, that individual shall be eligible to cast more than one vote however they will be required to pay the levy for each of the properties that they occupy. • The ballot papers will be counted on 25/10/2024 and the results announced by Renfrewshire Council within one week. • Following a successful ballot, the BID will commence on 15/01/2025 and will run for a period of five years until the 14/01/2030. In the event that majority support is not achieved, all BID activity will cease on 14th January 2025, the final day of operation under the current five year term of operation. The Paisley First Board of Directors will officially wind up the Company, projects and services will no longer be delivered, BID staff will no longer be available as their positions will be made redundant and the BID office will be closed. A No vote will result in more than £1.6 Million of investment being lost to the town. 19 Paisley and most certainly the businesses that operate within Paisley town centre need the team at Paisley First to keep us up to date with intended developments within the town centre. “They give us a collective voice which has already been proven to work on potential major developments planned for our town. “Without them we probably would go unheard, this along with the work of trying to bring new businesses and support existing businesses is vital in my opinion and can only be good for Paisley town centre.” PHELPS BUTCHER Page 153 of 276
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0141 237 8120 www.paisleyfirst.com Like us on Facebook - paisley first Follow us on Instagram - @paisley_first Follow us on Tik Tok - @paisleyfirst PAISLEY FIRST BUSINESS PLAN 2025 – 2030 BID MANAGEMENT AND DELIVERY Following a successful yes vote, the management and operation of the BID will continue under the existing Company name, Paisley First (SC493420), which will operate from 15/01/2025. The Company will continue to be managed by its Board of Directors operating in an open and transparent way and answerable to the businesses in the area. The Directors are committed to the highest standards of management, governance and accountability; recognising that good governance helps deliver the strategic objectives of the company. There will be a detailed set of protocols (the Operating Agreement) which will cover, as well as other items, the billing, collection and transfer of the levy to the Company. The Board of Directors may consist of up to 12 directors, of which there are currently 8 in office. An active campaign will be launched after the successful ballot to recruit additional directors to the Board. Every eligible person that pays the levy will have the opportunity to nominate themselves or someone else from within the BID area to be elected to the Company Board but limited to one eligible person from each eligible property. Nominations of directors, representatives, or advisors from outside the BID, who do not pay the levy and who may or may not represent those making voluntary or other financial contributions toward the BID, will be strictly at the discretion of the Board of Directors. The Company will continue to be run by the businesses for the businesses. This Board will be responsible for all decisions relating to staff, contracts, the delivery of the approved business plan and other activities generated by the BID. The Board will be representative of the businesses and stakeholders in the area. The Chair and Vice Chair will be elected from the directors of the Board. The Board will include one representative from Renfrewshire Council. Other non-voting members or local groups may be co-opted onto the Board at the Board’s discretion. The BID Company Board will have the authority to adapt or alter the projects and services from year to year to reflect any change in economic circumstances or any new opportunities that may arise. This will be in the best interests of the levy payers and without recourse to an alteration ballot. Additionally, the BID Company Board reserve the right to consider creating a charitable arm of the company to enable it to secure additional funding, which can only be sourced with charitable status. 20 1 Larger Pic I’ve been a wholehearted supporter of BIDs and the creation of Paisley First from the beginning. It’s been gratifying to see it grow over the last 10 years, with it working hard in making essential contributions to our businesses, and to the development of town centre in general, especially through the last difficult 5 years. “It would be unthinkable now not to have Paisley First at the core of our town centre’s growth. It’s said business is all about going forward.... without Paisley First with us we’ll be going backwards ... back to where we were 10 years ago to be precise.” PRINT & COPY IT Paisley First’s friendly team have been a great support while we have been developing our business in Moss St Paisley. With their help we have improved the exterior of our premises and upskilled our staff team. “Participating in their Billboard Campaigns, Town Trails and Best Window Competitions has increased our footfall. “Without Paisley First none of this would have been possible, we are voting ‘Yes’ to ensure it continues.” ST VINCENT’S HOSPICE Page 154 of 276
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0141 237 8120 www.paisleyfirst.com Like us on Facebook - paisley first Follow us on Instagram - @paisley_first Follow us on Tik Tok - @paisleyfirst Your town, your business, your BID…. COMMUNICATION AND PERFORMANCE MONITORING Effective communication is a basic business requirement and therefore the BID will continue to use a variety of mediums to communicate with you: • Regular printed newsletters and information sheets • Regular e-newsletters • Regular updates on our website www.paisleyfirst.com • Regular updates on our social media channels • Local newspaper articles • Regular visits to businesses by the BID team • One to one meetings with levy payers and stakeholders • Quarterly Open Evenings and our AGM The principles of openness and transparency lie at the heart of Paisley First’s policy of communication with businesses and the public. Paisley First maintains an Open Door policy for businesses, with levy-payers or their representatives welcome to visit the Paisley First office at any times for advice, support or raise any issues or concerns. Performance Monitoring Throughout the lifetime of the BID, all work on the BID projects will be monitored to ensure the projects proposed in the BID Business Plan achieve a high level of impact and are progressing to the satisfaction of the Paisley town centre businesses that voted for the BID. The BID Board of Directors will monitor and oversee the efficient delivery of the BID projects. The BID will also send out an annual survey to levy payers to ensure that feedback is properly recorded and acted upon. We will also undertake regular surveys of town centre shoppers and event visitors to gauge feedback on what facilities, services and events will encourage people to visit Paisley more often. In addition, the BID will also undergo an independent evaluation of its activities at the halfway point of the third term. The AAIR Paisley First BID will undergo an Assessment and Accreditation Interim Review (AAIR) for Scottish BID Companies during the course of the third term. The AAIR • Is a bespoke review which recognises and accords with the Scottish BIDs legislation and the public and private sector environment in Scotland. • Gives confidence to businesses and the Board of Directors that the practices of the BID Company are robust and accord with good practice and • supplies an audit trail to support any future evaluation of the BID Company. 21 Having had ongoing support and access to various training and promotional opportunities for my business I cannot imagine Paisley First not being there as I simply would not be able to currently afford to access things like billboard ads without their input. “Furthermore, the input both in terms of both encouragement and practical support for my "Feel Good February" festival each year has been invaluable and I cannot imagine what losing that would do to the festival.” THE BUTTERFLY ROOM Page 155 of 276
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0141 237 8120 www.paisleyfirst.com Like us on Facebook - paisley first Follow us on Instagram - @paisley_first Follow us on Tik Tok - @paisleyfirst PAISLEY FIRST BUSINESS PLAN 2025 – 2030 PAISLEY FIRST BOARD OF DIRECTORS The Paisley First Board of Directors is made up of a group of volunteers from a cross section of the business community within Paisley town centre as well as a local authority representative. Current board members of the Paisley First BID are: Elaine Templeton, TasteBuds Paisley Chair Ronald Girvan Nationwide Building Society Vice Chair Caroline Sweeney Restoration & Creation Richard Ford The Paisley Centre Ian Henderson Henderson Properties Ltd Helena Brown The Print Centre Declan Fallon Kenneth Edwards Hairdressing Alasdair Morrison Renfrewshire Council 22 Page 156 of 276
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0141 237 8120 www.paisleyfirst.com Like us on Facebook - paisley first Follow us on Instagram - @paisley_first Follow us on Tik Tok - @paisleyfirst Your town, your business, your BID…. PAISLEY FIRST BUSINESS IMPROVEMENT DISTRICT CONTACT DETAILS Paisley First 1 County Place Paisley PA1 1BN Tel: 0141 237 8120 Email: ask@paisleyfirst.com 23 Page 157 of 276
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0141 237 8120 www.paisleyfirst.com Like us on Facebook - paisley first Follow us on Instagram - @paisley_first Follow us on Tik Tok - @paisleyfirst PAISLEY FIRST BUSINESS PLAN 2025 – 2030 Header Header Sub Heading 24 Page 158 of 276
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0141 237 8120 www.paisleyfirst.com Like us on Facebook - paisley first Follow us on Instagram - @paisley_first Follow us on Tik Tok - @paisleyfirst Your town, your business, your BID…. TESTIMONIALS Read what our members have to say about Paisley First Paisley First does a tremendous job in promoting Paisley and all its local businesses. From the annual CarFest to October FiverFest and many more innovative events like the Dinosaur Trail, Paisley First encourage more people to visit our town centre. This is beneficial for the town. “Having worked in partnership with Paisley First for a number of years, they embrace diversity and equality to help those with mobility challenges and disabilities move around and participate fully in social, economic and cultural activities. “Shopmobility Renfrewshire is proud to work in partnership with Paisley First and will continue to support them wherever we can.” SHOPMOBILITY RENFREWSHIRE Paisley has a distinct community and a great deal to celebrate. Paisley First are a generous and important community force for inspiring a love and care of local. “The BID helps to keep local businesses afloat and earns their gratitude - alongside the gratitude of Buddies.” RAINBOW TURTLE Two Towns Down appreciate what Paisley First does for our Town, promoting small businesses and linking them with local events throughout the year. “Their dedication to raising the profile of Paisley and our businesses gives us back the time to just concentrate on the day to day running. Having them there to advise, support, identify and provide training for us all, makes them such an asset to our Town. “We are not within the BID area but felt this was such an outstanding service we opted in. We love what Paisley First does for the Town, promoting small businesses and council ventures.” TWO TOWNS DOWN BREWERY Voluntary BID Member We enjoy and benefit from getting involved in Paisley First projects such as FiverFest, Student Deals, the billboard advertising campaign as well as the CarFest and Christmas markets. “It would be a big loss if we were to lose these activities, we need a dedicated organisation to put the needs of local businesses in Paisley first.” JOHN MCKAY JEWELLERS Our partnership with Paisley First has proven to be hugely valuable and we have appreciated their support. The promotional events, activities, and collaborative projects have not only boosted our visibility, but also enabled new connections to grow with other local businesses. “Their commitment to improving the town's infrastructure, aesthetic appeal and buzz has created a more welcoming environment for businesses, residents, and visitors. “We look forward to continuing our partnership and seeing Paisley’s town and businesses flourish.” STAFFFINDERS Paisley First delivers in bringing people into the town centre for all sorts of events and activities. “Without them, we wouldn’t have all these special attractions to bring people in.” HARVIES TOBACCONIST 25 Page 159 of 276
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0141 237 8120 www.paisleyfirst.com Like us on Facebook - paisley first Follow us on Instagram - @paisley_first Follow us on Tik Tok - @paisleyfirst Page 160 of 276
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___________________________________________________________________ To: Leadership Board On: 18 September 2024 ___________________________________________________________________ Report by: Chief Officer, Renfrewshire Health and Social Care Partnership ___________________________________________________________________ Heading: Adult Social Care: 6 Monthly Update ___________________________________________________________________ 1. Summary 1.1 Adult Social Work Services were delegated to Renfrewshire Integration Joint Board (IJB) on 1 April 2016. These services are managed through the Health and Social Care Partnership (HSCP). 1.2 This 6-monthly update report to Leadership Board, together with Renfrewshire’s Integration Joint Board Annual Performance Management 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; • Note that the next six-monthly update report will be presented to the Leadership Board in February 2025. _________________________________________________________ 3. Background 3.1 The list of functions that must be delegated by the Local Authority to the IJB is set out in the Public Bodies (Joint Working) (Prescribed Local Authority Functions, etc) (Scotland) Regulations 2014, and is noted in Annex 2, part 1 of Renfrewshire’s Integration Scheme. These include: • Social work services for adults and older people; Item 7 Page 161 of 276
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• 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), 6 monthly updates are also provided to the Leadership Board. This ensures oversight of the key activities and wider context relating to the delivery of these services. 4. Renfrewshire IJB’s Annual Performance Report 4.1 Renfrewshire IJB’s Annual Performance Report 2023-24 provides a comprehensive reflection on the HSCP’s performance against local and national performance indicators. A summary of the 2023/24 year-end status of the IJB’s full 48 performance indicators is provided in the table below. Performance Indicator Status 2023/24 Target achieved 12 Warning (less than 10% variance of target) 9 Alert (more than 10% variance of target) 7 Data only (no target) 20 4.2 Of the seven indicators that are red alerts, two relate 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. Ongoing activities to address current absence rates include HR support and training; the Page 162 of 276
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identification of areas requiring additional support and guidance; and the establishment of the new Staff Health and Wellbeing Group. • Number of new Adult Carers supported by Renfrewshire Carers Centre - while the number of new adult carers supported has decreased this year, it is still a significant increase on the 3-year average pre-pandemic. Work continues to identify new carers with a programme of awareness sessions and workshops ongoing, including training for individuals who would like to become Carer Community Champions. A significant improvement in the uptake of adult carer support plans also suggests support is being strengthened. 4.3 Following the IJB’s agreement in September 2023 to make changes to the performance scorecard, a corresponding revised scorecard was also approved by Leadership Board in February 2024, ensuring that social care indicators were more reflective of the breadth of activity across the Partnership. 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 was approved in February 2024. 5.4 There are now 19 adult social care indicators, details of the performance are provided in Appendix 1, however a summary is included in the table below. Performance Indicator Status No. Target achieved 1 Warning (less than 10% variance of target) 0 Alert (more than 10% variance of target) 1 Data only (no target) 17 Page 163 of 276
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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 As previously reported to Leadership Board, each year, Renfrewshire HSCP develops plans to ensure the resilience of critical services over the winter period. The planning process for winter 2023/24 was undertaken across all HSCP internal and hosted services and, looking forward, the same is being undertaken for 2024/25. This also feeds into the national approach, where a Winter Plan for Health and Social Care services is again being developed. 6.3 The HSCP will submit its winter plan for 2024/25 to the IJB at its next meeting (the IJB will consider a proposal to move its November meeting to 13 December 2024). The key priorities for this year’s plan will be reviewed but are anticipated to include those priorities identified for last winter: • Vaccination programmes - protecting our staff and the public by delivering the required seasonal vaccination programmes; Flu and COVID Booster as set out by national guidelines. • Operational resilience - embedding 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 continued focus on the HSCP’s ‘Data Resilience’ plans. • Surveillance and response - surveying 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 - continuing to access required services, addressing their critical and essential needs and supporting residents to remain safe and well. • Supporting our partner organisations – taking steps to prepare for winter and collaborate on necessary solutions for the benefit of residents. • Enabling and optimising existing infrastructure - delivering, championing, and optimising the use of appropriate infrastructure across the Partnership, with our partners, to underpin the successful delivery of our plans. • Festive period planning - adequately understanding the needs of services during the festive period and planning appropriately to maintain and manage service levels and any potential disruption. • Workforce planning / staffing - ensuring we deliver the right balance of annual leave and staffing across services to maintain service levels throughout the winter period. Ensuring we support the health and wellbeing of colleagues so they remain well and are able to undertake their roles during potentially challenging winter conditions. Delayed discharge 6.4 Aligned to the local and national work on developing a Winter Plan, there continues to be a strong focus on delayed discharge, with the Scottish Government highlighting this as a key priority and local and national government working together on a ‘Joint Mission’ to reduce delayed discharge. Page 164 of 276
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6.5 Renfrewshire was the highest performing HSCP in Scotland in respect to ‘standard’ delayed discharge for the financial year April 2023 to March 2024, for the second year running. In the period April to June 2024, the HSCP has remained the highest performing HSCP for standard delays and the fifth highest performing HSCP for ‘Code 9’ delays, an improvement on 9th position in 2023/24. Examples of Code 9 delays include Adults with Incapacity (AWI) undergoing a Guardianship process; patients delayed awaiting availability of a place in a specialist facility where no facilities exist, and an interim move would be inappropriate; patients delayed due to infection control measures; and other patients for whom an interim move is not possible or reasonable. Despite this sustained performance, delayed discharge and participation in the national Collaborative Response and Assurance Group remains a priority for the HSCP. National Care Service 6.6 The Scottish Government continue to progress required legislation to facilitate the creation of a National Care Service (NCS). Since the previous update to Leadership Board, the NCS Bill has moved to stage 2 and a range of amendments were accepted at stage 1 which have resulted in some issues being raised within local government (noted below). 6.7 Currently the Bill is open to a Call for Views, with a separate paper on this Board’s agenda outlining a proposed Council response to this. 6.8 On behalf of all local authorities, COSLA continues to lobby around the NCS, particularly on issues of shared accountability, the position of children’s and justice social work and the wider delegation of local authorities’ services and functions. Engagement with the Scottish Government continues at a national level and through the professional bodies of which many Renfrewshire Council and HSCP officers are members. Sustainable Futures Programme 6.9 As previously reported to Leadership Board, the Sustainable Futures Programme (SFP) aims to identify and develop options, subject to the IJB’s agreement, to address the financial challenges facing the IJB. For 2024/25 the estimated net funding gap was £10.7m. This is a recurring gap which will be mitigated this year through a range of measures including the use of reserves, planned/assumed savings, and a temporary reduction in employer pensions contribution due to higher-than-expected returns on investment by Strathclyde Pension Fund. 6.10 A full update on the SFP was reported to the IJB in June, noting that £2.769m savings have been approved from overall proposals of £3.399m considered. 6.11 Other areas which may deliver savings or increase income have been identified for further exploration and include – the review of the non-residential charging policy; review of soft facilities management arrangements; and the eligibility criteria and assessment and support planning processes. 6.12 Key risks and challenges for the programme have also been identified and continue to be monitored and mitigated where possible. These include but are not limited to – the risk of not agreeing the required savings; impact of external factors on activities and timescales; ongoing capacity constraints across the Page 165 of 276
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workforce; and balancing statutory provision alongside equalities considerations. 6.13 The programme continues and at its September meeting the IJB will consider proposals for progressing the programme through the remainder of the financial year. This will consider the approach to identifying and engaging upon further savings proposals to address the estimated recurring funding gap of circa £22.9m in 2025/26. Utilising remaining earmarked and general reserves, alongside an additional year of reduced employer pensions contribution, there is a projected remaining funding gap of £11.8m for 2025/26 for which additional mitigating measures must be identified. HSCP Strategic Plan 6.14 Renfrewshire’s IJB has a statutory requirement to produce a Strategic Plan on how the delegated community health and social care functions are planned and delivered. The IJB’s current plan, for 2022-25, was approved in March 2022. 6.15 At the June meeting, the IJB agreed that the current Strategic Plan would be reviewed at this point and extended for two years to summer 2027. This view was taken given the current strategic direction was evidence-based and remains relevant, it also allows organisational capacity to focus on delivering the Sustainable Futures Programme as outlined above, alongside continued changing national policy context including the development of the National Care Service agenda. 6.16 The review will include any revisions to the strategic objectives and analysis of the census data and Renfrewshire’s Health and Wellbeing Survey. Consultation and engagement with key stakeholders will also be undertaken. Drug related deaths 6.17 On 20 August, the National Records of Scotland (NRS) published their ‘Drug Related Deaths in Scotland’ report for 2023. Sadly, in Renfrewshire, there were 44 drug-related deaths in 2023. This is an increase from 39 in 2022. Renfrewshire had the seventh highest rate of deaths per 100,000 population (2019-2023) at 27.5 and above the Scottish average of 23.6. This is similar to the previous 5-year rate where Renfrewshire had also had the seventh highest rate of deaths at 28.9. 6.18 In terms of the type of drug, analysis at the NHS Greater Glasgow and Clyde level showed that opiates or opioids continued to be present in 82% of drug related deaths, with heroin/morphine implicated in 33%. Buprenorphine was implicated in 7% of all cases. Codeine (4%) and Dihydrocodeine (9%) were implicated to a much lesser degree. Methadone was implicated in 46% of all deaths, this is consistent with 45% in 2022. The incidence of Cocaine deaths in 2023 has increased by 12% (29% in 2022 versus 41% in 2023). They are now found in two of every five deaths and are at the highest levels found in the last 5 years. There were small or no changes in the incidence of deaths involving Ecstasy (2%), Amphetamine (3%) or those involving Alcohol (8%). In addition, deaths where an underlying health condition is also implied have also increased in 2023 meaning 2 in every 5 deaths has one present (44.2%). 6.19 In terms of demographics, analysis at the NHS Greater Glasgow and Clyde level showed that while male deaths continue to outnumber female deaths 2:1, Page 166 of 276
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in 2023 there was an overall increase in deaths but in contrast to 2022, there was a marked difference between the sexes (23.4 in males; 7.4 in females) indicating that much of the increase in 2023 has been in male deaths. In 2023, the most common age range when someone died was aged 45-54, and the median was 46. As in previous years the majority of those who died lived in the poorest communities within the Health Board areas (68.6%; SIMD Quintile 1) with just under one-third (32.3%) living in the 5% poorest communities. 6.20 Renfrewshire Alcohol and Drug Partnership (ADP) has continued to work to address the National Drug Related Death crisis through a range of action plans aligned to the Drug Death Taskforce and Scottish Government Drug Mission Action Plan. This will assist the ADP in ensuring a whole systems approach is progressed in Renfrewshire with the key aim of reducing the number of drug related deaths. 6.21 To gain a clear understanding of the needs and challenges experienced within Renfrewshire the ADP has recently commissioned a comprehensive needs assessment. The needs assessment will aim to provide a detailed analysis of current and future needs in both children and adults to inform the ADP’s commissioning intentions and to refresh priorities within an updated Strategic Plan for the Alcohol and Drug Partnership. 6.22 Operationally, Renfrewshire’s Alcohol and Drug Recovery Services consistently meet the national waiting times target ensuring timeous access to treatment and care and are currently sitting at 98.6% (Jan – March 2024). Renfrewshire’s Alcohol and Drugs Change Programme 6.23 The delivery of Renfrewshire’s Alcohol and Drugs Change Programme continues to progress, and is now in its final stages, with a number of projects now concluded, and others being mainstreamed within existing services. A number of projects continue to be delivered, including the My Life Ahead (MyLA) project, which supports people to sustain settled housing, and the Safeguarding Vulnerable Young People project, which provides additional pastoral support for a group of young people in a local school. New, interactive Stigma Awareness training resources have been developed by ‘I Am Me’ this year, aiming to improve the understanding, awareness, and confidence of the workforce in relation to stigmatising language around alcohol and drugs, and the impact of stigma on individuals and communities. The resources are currently being finalised, with communications and development plans being prepared. Adult Support and Protection (ASP) 6.24 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. 6.25 The volume of adult protection work in Renfrewshire continues to increase, and in 2023/24 we received 1,527 adult protection referrals, in comparison to 1,314 for 2022/23. There were 92 Adult Support and Protection (ASP) Investigations completed during the period 2023/24, compared to previous end of year reporting of 98 during 2022/23. Page 167 of 276
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6.26 The location of the principal harm, which resulted in an investigation taking place, remains the adult’s own home, with 626 investigations having been conducted. Physical harm remains 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. Analysis has shown that physical, psychological, and financial harm invariably involve close relatives, friends, and carers. 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. 6.27 In 2023/24 RAPC continued to implemented the revisions for the Scottish Government’s revised Code of Practice for ASP including: • More detail about the three-point criteria • Clarification on capacity and consent • Emphasis on the duty to refer and co-operate in inquiries • Clarification regarding information sharing expectations • Clarification of relationship - inquiries and investigations • New sections on referrals and related matters • Further detail and clarification on visits and interviews • New chapter on assessing and managing risk including case reviews and large scale investigations • New section on chronologies Renfrewshire continues to be represented at four national implementation subgroups: chronologies; self evaluation; advocacy, voice of the service user/carer, trauma informed approach; and inquiry, investigative powers, role of the council officer. As part of the phased approach to implementation, a series of briefings have been rolled out to staff. International Recruitment Pilot: Care At Home 6.28 The HSCP and Renfrewshire Council have been participating together in a Scottish Government and NHS Education for Scotland-led Adult Social Care International Recruitment Programme Pilot, a grant funded project which has been ongoing since Autumn 2023. The aim of the project is to test approaches which can help address the recruitment challenges facing Adult Social Care nationally and Renfrewshire’s pilot models a process for recruiting to posts directly from overseas, where shortages in the resident UK labour market are impacting on our ability to recruit to these vacant posts. 6.29 Four people have been permanently recruited to Renfrewshire’s Care at Home service and have been settling into their new surroundings while undertaking induction and onboarding. A buddy scheme with additional support provided via local community support networks has also been put in place, alongside pastoral support to minimise the impact of social isolation and the psychological impact of migration. Page 168 of 276
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Adult Support and Protection: Planned Inspection 6.30 Adult Support and Protection arrangements were subject to a joint inspection in March 2020, however due to the Covid-19 pandemic, the full inspection was unable to be completed at that time. An action plan reflecting findings was developed and agreed with the inspection team, but a full inspection report was not completed. 6.31 Reflecting this context, the HSCP has been progressing discussions with the joint inspection team regarding the options and approach for a follow up to the incomplete inspection. This is expected to commence in January 2025 and will not be a full inspection but will include a review of progress made in the Renfrewshire partnership area since 2020, alongside a survey of local staff. 6.32. Multi-agency preparation has begun across the HSCP and with wider partners to progress key actions necessary in preparation for the inspection activity. Review of Social Work Governance and Assurance 6.33 In July, the Care Inspectorate launched a national review of social work governance and assurance within Scotland and the HSCP is actively participating in the review. The purpose of the review is to add to the understanding of the role, remit, effectiveness, and the current challenges facing social work services. The aim is to gain a national overview of approaches to ensuring governance and assurance arrangements are in place to provide public assurance that social work duties are being appropriately discharged. 6.34 This review will also explore how staff are supported to conduct their roles and identify concerns to be addressed. The review will also consider the extent to which social work leaders meaningfully influence decision making and have strategic oversight of significant risk relating to key areas of legislative responsibility. The review will span the full range of social work, including adults, children, and justice. 6.35. Although the scope of the review has been designed to be relative to the current pressures being experienced by the sector, it will have an impact on those leading and working across social work services at a time of increased demand and pressures across our services. The review will conclude in December 2024. A national report will be published on 17 March 2025 and a local staff survey report provided to each area after publication. 7. Next Steps 7.1 The next performance report on delegated Adult Social Care functions will be reported to the Leadership Board in February 2025. ___________________________________________________________________ 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 Page 169 of 276
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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. Section 6 includes an update on the international recruitment pilot. 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 12. Cosla Policy Position – none. 13. Children’s Rights – while the content of this update predominantly focuses on adult services, the scorecard includes one indicator in relation to children. 14. Climate Risk – The HSCP is committed to tackling the climate emergency and actively participates in Renfrewshire’s Plan for Net Zero. _________________________________________________________ List of Background Papers Adult Social Care: 6 Monthly Update, Leadership Board, February 2024 ___________________________________________________________________ Author: Pauline Moss, Strategy, Policy and Insight Manager Pauline.moss@renfrewshire.gov.uk Page 170 of 276
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Appendix 1 Performance Indicators The 19 adult social care services’ indicators in the updated scorecard are as follows: Performance Indicator Status No. Target achieved 1 Warning (less than 10% variance of target) 0 Alert (more than 10% variance of target) 1 N/A Not applicable require year end figure 0 Data only 17 Status Direction of Travel Performance Indicator 20/21 Value 21/22 Value 22/23 Value 23/24 Value Target Sickness absence rate for HSCP Adult Social Work staff (work days lost per FTE) 13.50 17.79 21.94 19.51 15.3 Explanation for red status: Sickness absence remains challenging for the Partnership. There has been a slight improvement in performance compared with last year but performance remains well above target. Ongoing activities to address absence include HR support and training; identification of areas requiring additional support and guidance; and Staff Health and Wellbeing Group established, promoting health improvement activities and support. Number of adult support plans completed for carers (age 18+) (Renfrewshire Carers Centre) 86 148 203 376 242 Direction of Travel Improvement Deterioration Same as previous reporting period Page 171 of 276
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Data Only Indicators Performance Indicator 20/21 Value 21/22 Value 22/23 Value 23/24 Value Number of adult support plans completed with carers by the HSCP (age 18+) From 2021/22 onwards 40 25 192 Total Mental Health Officer service activity 627 1,222 1,362 1,499 Number of Chief Social Worker Guardianships (as at position) 115 125 132 124 Number of Private Guardianship Applications Only 2022/23 onwards 158 126 Population of clients receiving Telecare (75+) - Rate per 1,000 Only 2022/23 onwards 61 40 Population of clients receiving Telecare (all ages) Rate per 1,000 Only 2022/23 onwards 4.2 4.8 Number of people accessing Community Alarms (all ages) Only 2022/23 onwards 2,791 3,767 Number of people accessing Community Alarms (75+) Only 2022/23 onwards 2,121 2,827 Balance of Care: Home Care - Total number of open community placements versus open residential placements for 65+ Only 2022/23 onwards 1,554 (61.5%) 1,786 (64%) Balance of Care: Home Care - total number of hours per week provided for clients receiving personal care versus non-personal care Only 2022/23 onwards PC: 14,699 NPC: 318 PC: 18,521 NPC: 375.5 Page 172 of 276
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Performance Indicator 20/21 Value 21/22 Value 22/23 Value 23/24 Value Percentage of Adult Support and Protection referrals where investigatory powers are used From 2023/24 only 43% Number of Adult Protection contacts (including AWC) received 3,487 4,263 4,123 4,078 Percentage of Children registered in this period who have previously been on the Child Protection Register in the last two years From 2022/23 onwards 4.8% 11.1% Number of Adult Support and Protection referrals (please see source below for 2023/24) From 2021/22 onwards 1,068 1,314 1,527 Mental Welfare Commission for Scotland Reported by source from 2023/24 onwards 0 Care Inspectorate 32 Healthcare Improvement Scotland 0 Office of the Public Guardian 6 Police Scotland 294 NHS 24 24 NHS Primary Care 44 NHS Acute Services 72 NHS Specialist Drug and Alcohol Services 2 Community Health Services 11 Page 173 of 276
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Performance Indicator 20/21 Value 21/22 Value 22/23 Value 23/24 Value Mental Health Services – Hospital and Community Reported by source from 2023/24 onwards 49 Other Health (Public, Private and Prison) 5 Social Work Adults (inc Mental Health Officers) 143 Social Work Children and Families 12 Scottish Ambulance Service 8 Scottish Fire and Rescue 72 Scottish Prison Service 0 Care Home 370 Care at Home Provider 183 Housing 120 Education 1 Other Child Protection Service 0 Self (Adult at Risk) 6 Unpaid Carer 1 Friend, Relative, Neighbour (not an unpaid carer) 21 Other Member of the Public 1 Third Sector Organisation 17 Page 174 of 276
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Performance Indicator 20/21 Value 21/22 Value 22/23 Value 23/24 Value Financial Institution Reported by source from 2023/24 onwards 0 Anonymous 2 Other 31 Local Government Benchmarking Framework Performance Indicator 19/20 Value 20/21 Value 21/22 Value 22/23 Value Care at Home costs per hour (65 and over) £27.32 £ 28.04 £ 27.38 £28.70 Direct payment spend on adults 18+ as a % of total social work spend on adults 18+ 4.1% 4.5% 4.8% 4.7% Net residential costs per week for older persons (over 65) £392 £494 £502 £526 Page 175 of 276
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To: Leadership Board On: 18 September 2024 Report by: Chief Executive Heading: Place Marketing – review of Paisley 1. Summary 1.1 This report provides members with the findings of an independent evaluation of Paisley, the brand developed by Renfrewshire Council in response to Paisley: The Untold Story and launched in March 2018. The brand was a critical element of Paisley’s UK City of Culture bid and fulfilled a commitment, led by the council, to change perceptions of Paisley and significantly increase visitor numbers in the lead up to, during and after a UK City of Culture year. 1.2 The development of a town brand and publicity strategy were also deemed crucial tools to re-position Paisley more positively in the eyes of the media and to encourage visits to the town during the closure of its main cultural venues, helping to build new audiences and confidence in the town’s offer, ahead of venues reopening. 1.3 The brand was to be combined with a new council event (and event bidding) strategy, to encourage people to think differently about the town and to sample Paisley in different ways. Brand activity has been led by the council’s marketing and design team. 1.4 Since launch, and with a budget of £460,852 over the past six years, Paisley has generated more than 1.5 billion opportunities to see and hear (OTSH) positive things about Renfrewshire and delivered annual visitor campaigns across Scotland, supported by VisitScotland. 1.5 Paisley was part funded by Future Paisley until April 2024, enabling place marketing activity, visitor campaigns and visitor materials which have contributed to the programme’s step change – Radically change Paisley’s image and reputation in Scotland, the UK and Internationally. 1.6 As part of the final evaluation of Future Paisley and in response to Elected Member feedback regarding the positioning of Renfrewshire in future place marketing, an evaluation and separate independent review of brand activity and impact were undertaken. Item 8 Page 177 of 276
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1.7 The evaluation of brand and campaign performance over a five-year period was completed and verified by the Centre of Culture Sport and Events as part of the evaluation of Future Paisley and was reported to the Future Paisley Partnership Board in December 2023. Additionally, an independent evaluation by Mypraxis LLP was commissioned in early 2024 to review the impact of the place marketing activity, provide the opportunity for Elected Member feedback and test stakeholder perceptions. This review provided evidence to consider more fully the impact of Paisley and its contribution to changing perceptions of the town and to what extent its original objectives have been achieved. The evaluation and review also considered the end of Future Paisley funding and the impact of this on campaign delivery. 1.8 The evaluation and independent review are included in Appendices 1 and 2. These have informed recommendations for how the Council might approach the marketing of Renfrewshire as a place to live, work and visit in future while supporting the Council Plan’s priority to position Renfrewshire as a destination of choice, through visitor and investor marketing and major events and building on cultural infrastructure investment. 2. Recommendations 2.1 Members are asked to agree that based on the evaluation and review findings, officers from marketing and communications will work with council colleagues and partners to explore six areas of activity and how this might be delivered in future: 1. To provide a Renfrewshire perspective, redevelop the Visit channel of Paisley.is to create visitpaisleyandrenfrewshire – a website to provide traditional visitor information on accommodation and attractions and information on getting to (and around) Renfrewshire. Marketing and Communications will lead work with Economy and Development to develop a plan for this transition. Due to the end of Future Paisley funding, management of the visitor site will require resource to be identified and future visitor campaigns will be required to be fully funded and resourced. 2. To provide specific focus on investor marketing, review and redesign the InvestRenfewshire website, managed by Economy and Development, to become the single online resource for information required by prospective investors and business relocators and the main call to action for inward investment marketing. Invest content currently contained within Paisley will be integrated with InvestRenfrewshire. The design of InvestRenfrewshire will align with the look and feel of Paisley. 3. Through Marketing and Communications, continue the drive to change perceptions of Paisley and support the culmination of a programme of significant regeneration and cultural investment, using Paisley as a campaigning tool within the council’s portfolio, to promote specific Paisley campaigns that have national profile. 4. Through Marketing and Communications and with place partners, establish a formal Renfrewshire marketing group which will have the remit to explore joint marketing opportunities and increase collaboration with place partners in Renfrewshire. This will create opportunities to identify funding for future campaigns and will provide access to new audience channels. Page 178 of 276
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5. Through the Economy and Development service and with place partners, scope a new data ‘dashboard’ which will provide insight and intelligence across culture, tourism and leisure in Renfrewshire to supplement marketing information and provide data to help support business growth/product development as well as monitoring performance of the Tourism Action Plan. 6. Through the Events Service, undertake engagement on the council’s future events strategy to enable the development of a sustainable events programme that continues to contribute to Renfrewshire’s visitor offer. 3. Background 3.1 Launched in 2018, Paisley was created as a response to Paisley: The Untold Story which promised a town brand and publicity strategy for Paisley and was an action in Paisley’s bid to be UK City of Culture in 2021. It has played an important role in helping the council achieve its council plan objectives by positioning Renfrewshire as a destination of choice. 3.2 The brand was created with people in Paisley and Renfrewshire to help transform the image of the town and to share a new story, fuelled by new investment and cultural regeneration. It was an important tool to transform perceptions of Paisley by challenging outdated perceptions, changing the national media narrative and telling people compelling stories about the town to encourage them to visit and relocate. 3.3 The development of the brand involved 10 months of research, interviews with area stakeholders, including tourism businesses, VisitScotland and Glasgow International Airport, and the activation of a digital conversation ‘What’s our Story’ – a far-reaching engagement campaign. Conversations took place with communities and place leaders across Renfrewshire and drew on their expertise and experience. The brand campaign was driven locally by the Paisley Daily Express and by media across the UK to maximise awareness and coverage. Over a thousand people contributed ideas, stories, images, videos, music and poems and the campaign reached hundreds of thousands on social media. The research findings confirmed overwhelming support from key stakeholders, partners, and local people to lead with Paisley as the recognised brand, given its profile and location as a main transport hub. This approach was endorsed by VisitScotland, and permission was granted by the national agency to enable the Council to undertake visitor marketing. This signaled a partnership with VisitScotland which has lasted for 6 years. 3.4 www.paisley.is provides a comprehensive online resource with information on living, working and visiting Paisley and Renfrewshire. The website provides place inspiration and comprehensive information for visitors and local people such as itineraries, walking routes, blog posts, event listings, maps, historical information, family days out ideas and microadventures. It has received more than 2.6 million views to date. Social media has played an important role in reaching new audiences and encouraging them to find out more about Paisley and Renfrewshire. This was achieved by creating weekly content that resonates with a variety of local and external audiences, developing local advocates through Instagram, sharing news about major events and place developments, and using paid-for social media campaigns to support always-on place messaging. The marketing of the council’s major events has been an important driver of traffic to the website. Page 179 of 276
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3.5 While the original ambition was to develop place marketing more broadly, there was early emphasis on attracting visitors and maintaining visitor interest in Paisley and wider Renfrewshire during the closure of the town’s main attractions. VisitScotland audiences were adopted and matched to Renfrewshire’s visitor product and these propositions were used to plan annual campaign activity. Campaigns were delivered both regionally and nationally, showcasing the brand and hero photography on high- impact sites across central Scotland. Marketing materials were developed to enable Paisley and Renfrewshire’s offer to be promoted across Scotland for the first time. 3.6 A publicity strategy was developed and has driven PR partnerships, close working with international journalists and influencers and media familiarisation trips to local events and attractions. This approach has successfully generated more than 1.5 billion positive opportunities to see and hear (OTSH) about Paisley in the media, building on an annual OTSH figure of 15 million in 2015. The brand supports major events and has supported the Royal National Mòd, Paisley Food & Drink Festival and the award-winning Paisley Halloween Festival. 3.7 Several new visitor products were developed under the brand including the growth of events such as Paisley Halloween Festival and Paisley Food and Drink Festival, new cultural programming and a series of tours and trails that capitalised on Paisley’s built environment. Paisley has consistently promoted a different perspective of Paisley to an external audience and simultaneously raised the profile of the wider region in the eyes of local people, ensuring Renfrewshire residents are aware of the variety of attractions and activities on their doorstep. Brand campaigns in 2021-22, funded by VisitScotland targeted residents through the pandemic and helped to drive strong tourism recovery. The impact is evidenced through independent visitor research from the Moffat Centre’s Visitor Attraction Monitor, which reported an increase in visits to Paisley attractions of 237.6% in 2022, year-to-date compared to August 2021 and an increase in visits of 6.7% in August alone, compared with the previous year. STP hotel occupancy data highlighted an increase in hotel occupancy from 59% in July 21 to 91% in July 22 (further detail can be found on page 42 and 43 of Appendix 1). 3.8 High-level performance of Paisley activity has been reported through the Council Plan, the Marketing and Communications service plan and through the evaluation of Future Paisley. The key statistics provided below pulls together the key performance metrics of the activity since its launch in March 2018. This includes social media, PR and website activity across the six years from 2018 – 2024. Activity Cumulative 6-year total PR/Media coverage – Positive opportunities to see and hear 1.5bn (1,487,597,516) Social media reach and impressions 17.7m (17,718,378) Social media engagement 1.2m (1,221,291) Website – page views 2.6m (2,625,991) Website – Unique page views 2m (1,939,118) Website – users 1.4m (1,420,339) A detailed breakdown of marketing activity and performance information from each year can be found in Appendix 1. Page 180 of 276
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3.9 The completion of the evaluation in 2023 highlighted some operational challenges facing ongoing delivery of Paisley activity, which would need to be addressed if activity was to continue: • Renfrewshire/Paisley – the perception from some stakeholders that the brand Paisley inherently excluded the wider offer available across Renfrewshire. • Limited resource – previous savings and the end of Future Paisley funding leading to a reduction in marketing activity. • Limited buy-in from local place partners to use and support the brand, viewing Paisley as a council brand. • The need to consider how to develop the brand to reach an investor/relocator audience, as well as visitors. • The requirement to align to the tourism action plan more closely. 4. Evaluation and Review 4.0 To build on the evaluation of marketing data and to provide additional insight and recommendations, an independent review of Paisley was conducted by Mypraxis LLP in March 2024. The scope of the commission included recommendations for brand development and a future model to help drive visitor marketing. The project scope also included an appraisal of Paisley, given the operating challenges set out above, testing the brand model with key stakeholders to establish if Paisley continued to resonate, the identification of gaps, strengths, weaknesses, and opportunities for improvement and a brand audit. 4.1 The project methodology included: • Research/preparation – a thorough review of all relevant research, KPI data and policies and other sources of statistical information to build a picture of what the branding work had achieved and what impact it has had on the visitor economy. • Consultation – This included 35 face-to-face interviews with Renfrewshire’s political, economic, educational, cultural and industry leaders to draw on their expertise and experience to understand the impact of Paisley and to help shape the future of the brand. All elected members were invited to complete an online questionnaire with 14 councillors taking part in the survey. In addition to this, 32 stakeholders and partners completed an online questionnaire to ensure appropriate representation locally, regionally and nationally. • Analysis – this included SWOT analysis, review of qualitative and quantitative research and assessment of the branding work to date. 4.2 Following the review, several conclusions and recommendations were drawn and presented to the council team, summarised below. This has informed future actions set out in this report: • The Paisley brand has unquestionably contributed significantly to the improved image and perception of Paisley/Renfrewshire. • Paisley most significant strength is as a campaigning brand. Page 181 of 276
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• The Paisley brand enjoys a good level of support for those based in Paisley but lacks support from some people in Renfrewshire who don’t live or work in the town. • The brand landscape in Renfrewshire might be confusing to the consumer with lots of organisations operating in the same space and with several sources of What’s On information, all differing in quality. Whilst this is the situation in all cities and regions, there is an opportunity to consolidate in future. • The Paisley website was developed to reach different audiences but has suffered from having to be ‘all things to all people’. The Paisley brand should not be diluted by doubling up as the inward investment brand for Renfrewshire. • The chance should be taken to better align between the new tourism strategy and the future development of visitor marketing. • The promotion of Paisley as a brand is not yet embedded into the fabric of Renfrewshire and has depended on bespoke marketing campaigns with modest budgets. Sustained investment would be needed to address this. • There could be significant benefits to move away from the council being seen as the main driver of visitor marketing, and to find new ways to collaborate with partners to promote Renfrewshire. • From marketing data to sales data, the emphasis needs now to change. There is solid evidence that Paisley has achieved significant reach, but economic development data now needs to be the focus. 4.3 The recommendations outlined in the Review are intended to be flexible and delivered over time, acknowledging the reduction in resource, and recognising the strong foundations already set. The intention is to progress place marketing from ambition and delivery to long-term performance. Appendix 2 provides the completed Review and its findings. 4.4 The evaluation and review of the brand recognises that most place brands require ten years to become established and to determine success or otherwise, Paisley has had just six years to demonstrate impact and is now at the end of its funding. The evaluation of activity and independent review provide compelling evidence that the original objective – to develop a town brand and publicity strategy to change negative perceptions of Paisley, has been delivered, but that this work should continue to realise sustainable image change. The way in which Paisley is reported on a national stage has been transformed through its cultural regeneration, events strategy and programming and the significant work undertaken to engage the media, individual journalists, influencers, and wider peers. The town is regularly positioned as ‘a place to watch’ for other towns and cities embarking on regeneration and this should be maintained. 4.5 A further brand objective was to build confidence in Paisley as a destination and help develop new audiences ahead of the reopening of new venues. There is evidence to show that Paisley visitor campaigns and event marketing have positioned Paisley positively and front of mind for visitors and as a result, the town has been able to maintain visitor numbers, despite several main attractions being closed. This has created a strong platform on which marketing and programming of new venues, including Paisley Museum, can take place, but to ensure the maximum benefit, commitment to continue to invest in those areas will be required. Page 182 of 276
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4.6 Given the success of the brand in achieving its main objectives, and to ensure a sustainable approach to visitor marketing and tourism development, pivoting to visitpaisleyandrenfrewshire could be a positive future step and will align to the council’s agreed tourism action plan and the establishment of a new tourism leadership group and a tourism industry network. Both will be investigated further by Economy and Development. Ongoing success will require new resource to be identified, diversification and improved partnerships, building on the strong foundations and campaigning delivered by Paisley, which remains an important lever for image change for the town. 4.7 The reopening of Paisley Museum presents an opportunity for collaboration and a marketing opportunity for the wider region and tourism partners. With that in mind, the intention would be to develop the actions outlined in the report, to align with that timeline. Implications of the Report 1. Financial – None 2. HR & Organisational Development – None 3. Community/Council Planning – Reshaping our place, our economy and our future – The Recommendations provided within the report set out options to deliver against the Council Plan and continue to position Renfrewshire is a great place to grow up, it's a place of opportunity for those that live and work here, and it's a brilliant place for a day out. 4. Legal – None 5. Property/Assets - None 6. Information Technology – None. The technical resource required to support visitpaisleyandrenfrewshire is already in place through a previous procurement exercise that was supported by ICT. 7. Equality & Human Rights – An EQIA is not required at this stage. 8. Health & Safety – None 9. Procurement – None 10. Risk – None 11. Privacy Impact – None 12. Climate Risk – Not applicable 13. Children’s Rights – Not applicable 14. Cosla Policy Position – Not applicable Author: Louisa Mahon, Head of Marketing and Communications louisa.mahon@renfrewshire.gov.uk Page 183 of 276
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Marketing Report � 2018–24 Page 185 of 276
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Paisley Page 186 of 276
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Join us for a look-back at Paisley marketing activity undertaken as part of the evaluation of Future Paisley and supported by the Centre for Culture, Sport and Events. This report shows the journey we have been on to positively change Paisley’s image and reputation in Scotland, the UK and Internationally. � 1 Page 187 of 276
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Paisley There is probably no more unjustly neglected town in these islands; there is nowhere of comparable size—77,000 people—that has such a rich architectural, industrial and social history and that once mattered so much to the world. � Ian Jack The Guardian 2015 Page 188 of 276
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Launched in 2018, Paisley was created as a response to Paisley: The Untold Story which promised a town brand and publicity strategy for Paisley and was an action in Paisley’s bid to be UK City of Culture in 2021. It plays an important role in helping the council achieve its council plan objectives by positioning Renfrewshire as a destination of choice. The brand was created with people in Paisley and Renfrewshire, to help transform the image of the town and to share a new story, fuelled by new investment and cultural regeneration. We wanted to challenge outdated perceptions, change the national media narrative and tell people compelling stories about our place to encourage them to come and see us. Paisley sought to create a digital heartbeat for the area, drive place marketing, harness support from key partners, promote events, and reveal untold stories to both a regional and national audience. We’ve been sharing a new story through Paisley for more than six years. And we’ve done this in lots of different ways. Our website—www.paisley.is—has been a valuable source of visitor inspiration since its inception. Home to itineraries, walking routes, blog posts, event listings, maps, historical information, family days out ideas and microadventures, it has received more than 2.6 million views to date. We’ve nurtured successful social media channels by creating content that resonates with our audiences. We’ve got to know local advocates through Instagram, shared our major events news on Facebook and used paid-for social media ads to support our always-on destination messaging. We’ve activated campaigns both regionally and nationally, showcasing our brand and hero photography on trains, taxis and billboards. We’ve worked with PR partners, international journalists and influencers, facilitated familiarisation trips to our attractions and successfully generated more than 1.5bn positive opportunities to see and hear about Paisley and Renfrewshire in the media. We’ve been there at all of our major events. We’ve supported the Royal National Mòd, Paisley Food & Drink Festival and the award-winning Paisley Halloween Festival. And lastly, we’ve not done any of this alone. This work has been supported by national agencies and key stakeholders. Follow our journey over the years by watching our brand story. Summary � 3 Page 189 of 276
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Paisley Each year we’ve captured the high-level performance of Paisley activity and reported progress through our service plan and through the evaluation of Future Paisley. We've pulled together the key performance metrics of the activity since its launch in March 2018. This includes social media, PR and website activity across the six years from 2018 – 2024. See page 45 for activity breakdowns per year. Page 190 of 276
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Six-year performance at-a-glance Activity Cumulative 6-year total PR/Media coverage—positive opportunities to see and hear 1.5bn (1,487,597,516) Social media reach and impressions 17.7m (17,718,378) Social media engagement 1.2m (1,221,291) Website—page views 2.6m (2,625, 991) Website—unique page views 2m (1,939,118) Website—users 1.4m (1,420,339) � 5 Page 191 of 276
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Paisley Paisley was launched in March 2018 to change perceptions of Paisley through storytelling and to position the town as the visitor gateway to wider Renfrewshire. It responded to a requirement for a marketing strategy for the town and to establish a new brand identity, deliver a ‘What’s On in Paisley’ function, build visitor events and encourage people to discover Renfrewshire. The brand was developed following 10 months of research, interviews with area stakeholders, including business leaders, Scottish Enterprise, VisitScotland and Glasgow International Airport, and the activation of a digital conversation ‘What’s our Story’—a far-reaching community engagement campaign. Conversations took place with communities and leaders across Renfrewshire and drew on their expertise and experience. The engagement was driven locally by the Paisley Daily Express and by media across the UK to maximise awareness and coverage. Over a thousand people contributed ideas, stories, images, videos, music and poems and the campaign reached hundreds of thousands on social media. The finalised brand Paisley was endorsed by VisitScotland, and permission was granted to enable the Council to undertake visitor marketing. This signalled a partnership with VisitScotland which has lasted more than six years. The research findings outlined overwhelming support from key stakeholders, partners, and local people for a Paisley brand, given its profile and location as a hub for Renfrewshire and the rest of Scotland. Background It is fantastic to see Paisley’s tourism transformation continue with the launch of this new brand and website. The town is home to popular attractions, such as Paisley Abbey, Paisley Museum, Coats Observatory and the Sma’ Shot Cottages; a rich and fascinating creative history and a packed programme of exciting events. The 2021 UK City of Culture bid was an important part of the journey to raise global awareness of Paisley’s internationally significant heritage. The new Paisley website continues this effort, sharing Paisley’s story with visitors old and new. Tourism is a vital part of the local economy, creating jobs and sustaining communities. � Malcolm Roughead, VisitScotland Chief Executive 2018 6 � Page 192 of 276
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Marketing and brand activity has been funded since 2018 through the Future Paisley programme, with the programme and funding coming to an end in April 2024. This activity has contributed to several strategic outcomes: � Paisley: The Untold Story (2014) � Renfrewshire’s Visitor Strategy 2017 to 2021 � Renfrewshire Council Plan (2017 to 2022) —Reshaping our place, our economy and our future. � Renfrewshire Council Plan (2022 to 2027) —Place: working together to enhance wellbeing across communities. � Future Paisley Step Change 1—Radically change Paisley’s image and reputation, and three Strategic Outcomes: 1. Increased civic pride 2. Paisley positioned as a destination of choice 3. More people visit Renfrewshire attractions and events Strategic alignment Development of Paisley was a response to Paisley: The Untold story and a critical element of Paisley’s UK City of Culture 2021 bid. It fulfilled a commitment, led by the Council, to change perceptions of Paisley and significantly increase visitor numbers in the lead up to and during a UK City of Culture year. It was deemed an important tool to re-position Paisley in the eyes of the media and to encourage visits to the town during the closure of its main cultural venues, building new audiences and confidence in the town’s offer ahead of venues reopening. The brand was to be combined with a new event (and event bidding) strategy, to encourage people to think differently about the town and to sample Paisley in different ways. Several new products were developed—major outdoor events such as Paisley Halloween Festival and Paisley Food & Drink Festival, new cultural programming and a series of tours and trails that capitalised on Paisley’s built environment. Paisley has consistently promoted a different perspective of Paisley and raised the profile of the wider region for visitors. Campaigns targeted local people during the pandemic and encouraged residents to take advantage of the attractions and activities on their doorstep. Why develop a brand for Paisley? � 7 Page 193 of 276
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Paisley Paisley activity was funded by an assigned Council budget and Future Paisley funding. The total budget investment in Paisley since 2018 is £460,852. This includes £124,300 Future Paisley funding and a funding award of £56,000 from VisitScotland in 21/22. The planning, development and implementation of Paisley activity has been delivered by the Council’s in-house marketing and design team. This portfolio of work has been subsumed alongside corporate marketing and design activity, with temporary uplift to two existing, junior posts to enable increased focus on media engagement and digital content. Investment in Paisley In-house marketing and design team Page 194 of 276
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Investment in Paisley As work continued to engage national media and influencers to change the narrative about Paisley, we also turned our attention to encouraging more visitors to rediscover wider Renfrewshire. Our key aims were to: � Raise the profile of Paisley and Renfrewshire as a place to visit— showcasing attractions, things to do and places of outstanding beauty. � Position Paisley and Renfrewshire as a destination of choice for day-visitors —conveying the ease of visiting the region and the diversity of days out on offer. The launch of the area’s first ever visitor guide through www.paisley.is provides a one-stop-shop for visitor information and covers all of Renfrewshire. Positioning Paisley as a gateway to towns and villages across the region, we promote outdoor pursuits and leisure attractions, cultural and heritage attractions and events. All towns and villages are promoted, with trip inspiration, itineraries and recommendations from local people. Since 2018, there has been a consistent approach for visitor marketing which has focussed on four areas: � Brand activation—seasonal visitor campaigns, production of marketing materials and visitor guides, promotion of the council’s major events programme, development of audience segments, visitor propositions, brand management and insights for campaign planning. � Transforming perceptions of Paisley —high-impact media campaigns promoting Paisley and Renfrewshire in press, and broadcast media, and facilitating media familiarisation trips. � Management of digital channels— www.paisley.is and dedicated social channels, including content creation and paid-for social media. � Working with partners—VisitScotland, EventScotland and Renfrewshire Chamber of Commerce. Visitor marketing Understanding our audiences and developing visitor propositions have been critical to the delivery of successful marketing campaigns. Primary target audiences were people who lived outwith Renfrewshire. VisitScotland audiences (Natural Advocates, Engaged Sightseers, Food Loving Culturalists and Adventure Seekers) and ones developed in-house (Family Favourites and Local Advocates) have been adopted and matched to Renfrewshire’s visitor product to allow the development of our visitor propositions. This was also underpinned by work to understand shifts in consumer behaviour following the pandemic. We have gained a much greater understanding of our audiences, what motivates them and the best way to target and inspire them to visit. Understanding our audiences � 9 Page 195 of 276
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Paisley VisitScotland Audiences Engaged Sightseers Food Loving Culturalists Adventure Seekers Adventure seekers want an active holiday where they can enjoy both outdoor and cultural activities. They are typically under 35 years old and are the most likely to have children. They are thrill seekers and would participate in marathons and extreme races. They also enjoy walking and cultural activities. Destinations that are accessible are important to them. They are more likely than other groups to camp. Food loving culturalists are typically between 25-54 years old, in full time employment and are the most affluent of all the segments. Competition is fierce, so proximity to Glasgow is a key part of the proposition. They seek a relaxing holiday where they can enjoy good food and drink and cultural activities. They want an exclusive experience and will only stay in 4 to 5 star hotels, B&Bs. Engaged sightseers are generally over 55 years old, without kids at home. They are either retired or reaching retirement. They are above average holiday takers, are open to new places in the UK and like to seek out an authentic experience. They are open to trying new things, within acceptable limits. They like to stay in 3 to 4 star hotels, B&Bs and guest houses. Adventure sports. Walking, hill climbing or cycling. Historical places & castles. Film locations. Extreme sporting events. Food & drink experiences. Historical places & castles. Museums & galleries. Special exhibitions. Events & openings Touring & sightseeing. Historical places & monuments. Scenery nature & wildlife. Short walks— not ‘active’ sports. Parks & gardens. Museums & galleries. 1. Outdoor offer 2. Attractions for kids 3. Must-see events 1. Luxury hotels and spas 2. Fascinating history & culture 3. Must-see events 1. Landscape & scenery 2. History & culture 3. New things to discover On holiday they like... Who are they? Why Renfrewshire? 10 � Page 196 of 276
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Natural Advocates Curious Travellers Family Favourites Local Advocates Local advocates live in Renfrewshire, span across all age brackets, may be single or in a relationship or have children. They fall under one of two categories: 1. Residents who enjoy exploring their home town and willing to experience new adventures. 2. Locals who have friends and family visiting and who are looking for something to do to entertain them. The majority in this group visit Renfrewshire to attend an event. They often go out as a family and enjoy the cinema, live music, eating out and pantomimes. Most are aged 25-44 years and all have children under 15. The decision makers or information gathers are mainly female (70%). Aspiring Homemakers and Family Basics in Mosaic profiling. Curious travellers are aged between 25-44 years old and in full time employment. They have a passion for travel and have cultural hobbies and interests. They also enjoy the outdoors by rambling and short walks. They are interested in Paisley due to its proximity to Glasgow and are likely to have visited similar cities. They will stay in a variety of accommodation including a mix of rural and city. The majority of natural advocates fall into the 35-54 age bracket, are in full time employment and either have children or grandchildren, and a dog. A trip to Scotland is the main holiday of the year for natural advocates unlike the other groups. They enjoy being cut off from the world in wide open spaces and avoid rigid itineraries. Spending time with friends and family. Photography. Architecture. Being outdoors in nature To visit children’s attractions. Free things to do. Go to the cinema. Attend Paisley Town Centre events—Paisley Halloween Festival, Doors Open Day, Sma’ Shot Day, Food and Drink (30% family programming) To pack a lot in. Get off the beaten track. Hiking, rambling or short walks. Try new things. History & culture. Authentic & unique experiances. Rural & remote locations. Scenery & landscapes. Walking, nature & wildlife. Historical monuments. Peace & quiet. Dog-friendly hotels, pubs etc 1. Event offer / day out for kids 2. Family friendly facilities (parking, toilets, affordable food & drink) 3. Free events 1. Unexplored city/town close to Glasgow 2. History & culture 3. Must-see events 1. Gateway to Loch Lomond & Trossachs National Park, and the NC500 2. Outdoor offer 3. History & culture 1. Photographic landscapes /Instagram locations 2. Discovering new local places 3. Events: Food & Drink Festival, Doors Open Days and Paisley Halloween Festival � 11 Page 197 of 276
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Paisley Campaign Planning —Visitor Propositions History and Heritage Easy Outdoor Walkable history is strong, but limited in Paisley—Paisley Museum/Secret Collection currently closed. Sma’ Shot Cottages, Threadmill Museum and Heritage Centre. There is a stronger offer outside Paisley, which overlaps strongly with Easy Outdoor. Proposition overview focusing on what is available, our assets and our partners across the area. Target audiences Notes Strength of offer Strong offer. RSPB Lochwinnoch, Castle Semple, Finlaystone, Clyde Muirshiel Regional Park, Gleniffer Braes, Clyde Walkway, Town Centre Trails (Architects/ Mural/Radicals/Music), Komoot Walks, Dog friendly pubs. � Natural Advocates � Engaged Sightseers � Local Advocates � Natural Advocates � Engaged Sightseers � Local Advocates History & Heritage—on pause until Paisley Museum reopens. Double outdoor offer 1a Easy Outdoors 1b Microadventures 12 � Page 198 of 276
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Luxury golf/spa/food Location Gateway Family Days Out Microadventures Spas: Bowfield, Gleddoch, Mar Hall. Food: Ingliston, award- winning cafés, Coach House, Elderslie Butchers, Café 77. Golf: Mar Hall, award-winning Gleddoch, plus local courses with great reputations. Close to a big city. Links are heavily reliant on industry relationship. This offer is directly about the location of Renfrewshire, rather than specific attractions. We paint a picture of our place and position it as a gateway location to nearby attractions (Loch Lomond & Trossachs, Glasgow City). Our events. Seasonal offerings like fruit and pumpkin picking. Parks, RSPB Lochwinnoch, Castle Semple, Finlaystone, Clyde Muirshiel Regional Park, Gleniffer Braes, Paisley First Town Centre Trails, family friendly walks. Accessible adventures. Barnhill Farm, Adventure Planet, Pandemonium, swimming. Everything from Easy Outdoor, plus; XSite Braehead adventures, national cycle networks, Paisley 10k, Pedal in the Park. Windy hill, dark skies, trail running. Accessible genuine wilderness. � Food Loving Culturalists � Local Advocates � Natural Advocates � Engaged Sightseers � Food Loving Culturalists � Local Advocates � Family Favourites � Local Advocates � Adventure Seekers � Local Advocates Double outdoor offer 1a Easy Outdoors 1b Microadventures Luxury offer A secondary theme that sits alongside all other propositions. Family offer � 13 Page 199 of 276
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The introduction of Paisley enabled the development and launch of a new range of brand assets and marketing materials to promote the area. This includes the creation and production of consumer visitor guides, maps, itineraries, films and assets to support promotional activity and showcase Renfrewshire as a great place to visit. In addition to this, there has been ongoing development of the Paisley brand assets by the in-house design team including the creation of brand guidelines, production of a toolkit and commissioning of hero and location photography. This careful brand management has built a strong, recognisable brand identity through the consistent application of logo, typography, colour, photography and tone of voice across all touchpoints. We’ve tested the awareness of Paisley at visitor events since 2018. The table below shows awareness has steadily increased since launch. Creating a recognisable brand identity Event 2018 2019 2020 2022 2023 Paisley Food & Drink Festival 24% 66% 76% 70% Sma' Shot Day 28% 45% 55% 50% The Spree 49% 53% 66% 56% Paisley Halloween Festival 43% 72% 65% 67% 57% Paisley's Christmas 52% 55% 69% 56% Average 39% 58% 66% 65% 61% � Source: official event evaluation commissions (various suppliers) 2018–2023. The last year of The Spree was 2022. Limitations to budget restricted ongoing investment in permanent Paisley signage locally. A future area of development would be to test the awareness of the brand with local people specifically. This would require significant investment but would provide insight into how effectively the brand has resonated with local people. � 15 Page 201 of 276
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…As soon as we pulled up in the car, the kids were saying wow, this is amazing… We’ve really enjoyed it all, took so many pictures, the kids have had a great time. � Family Favourites at Paisley Halloween Festival Page 202 of 276
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The creation of marketing materials enabled Paisley and Renfrewshire’s visitor offer to be showcased on a national scale for the first time. Brochures and leaflets were distributed in leisure and visitor attractions across Scotland. Paisley and Renfrewshire were back on the map with a presence in the Glasgow VisitScotland i-centres and advertising features in visitor focused publications such as This is Glasgow and Landmark Press hotel bedroom books. Local distribution focused on event promotion and our collection of trails. Seasonal visitor campaigns have been planned and delivered by the Council’s in-house marketing and design team. You can see an outline of the campaigns implemented in our year-on-year overview from page 45. Putting Paisley and Renfrewshire on the map Annual seasonal visitor campaigns � 17 Page 203 of 276
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Summer campaign School’s out. Picnic packed. Let’s go. Spotlight on Marketing objectives Strategy Audiences A Renfrewshire-wide visitor campaign, funded by Future Paisley, was launched in June 2022 to promote Renfrewshire’s outdoor attractions through the summer. The consumer campaign was developed in-house to highlight must-visit places and hidden gems in Renfrewshire, linked to refreshed web content. Partners and industry also received a toolkit on how to get involved and support the campaign. � Raise awareness of product propositions across Renfrewshire � Easy Outdoor � Microadventure � Family Days Out � Increase web visits to Paisley � Encourage engagement on our social media channels � Encourage support with industry and partners Activate a campaign focused on Family Days Out, Easy Outdoor and Microadventures, to coincide with summer holidays and better weather June to September. � Natural advocates � Engaged sightseers � Adventure seekers � Local advocates � Family favourites Target geographical areas � 1-2 hour geotarget—digital activity � 30–45 mins—out-of-home (surrounding Renfrewshire and rail network) Timing � w/c 27 June—30 September 2022 Campaign development in-house � Audience and visitor offer development � Development of campaign creative and campaign lines � Photography commission and production � Marketing planning and implementation Screen off. Adventure on. Let’s go. Thanks for visiting Castle Semple Country Park today. See where your next day out might take you at 18 � Page 204 of 276
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Outdoor � Glasgow Airport 48 sheet, 18–31 July � Outdoor Transvision screens at Glasgow Central, 23 June–27 Sept � Glasgow Subway Underground carriage cards, 18 July–14 August � Scotrail passenger panels, 25 July–21 August � Glasgow Subway 18 July–14 August � Inlink screens, Glasgow Argle St, Gordon St, Every Tuesday from 28 June–27 Sept Print � Best of Scotland, 17 July & 18 Sept � Scots Mag, August & Sept � The List, June � Renfrewshire Chamber Magazine � Mill Magazine Digital � The List, July � What’s On Network, July & August � Google PPC, July to September � InVibes & Native ads, 4 July–21 Aug � Glasgow Live Native article, 4 July–30 Sept � YouTube, July / August / September Radio � Clyde 1, 4–17 July � Content refresh on www.paisley.is � Proposition landing pages created: � Easy Outdoor � Family Days Out � Microadventures � New pages promoted via organic/ paid social & Google pay-per-click (PPC) advertising � Creation of blogs � Refresh of content on What's On � User-generated content � Refresh of Walking Trail around Paisley and Renfrewshire � Poster campaign around Renfrewshire and Glasgow � VisitScotland � Destination funding (£56K)— Paisley Calling campaign activated in December until end of September to promote Paisley Town Centre and the Paisley Calling film. � Endorsed by VisitScotland team and shared with industry team � Local media and community � Paisley.org—sponsored posts � Mill Magazine partnership special edition / sponsored content / feature development � Facebook community groups � Digital toolkit on www.paisley.is and sent to stakeholders, partners, industry and elected members Campaign evaluation was informed by the Moffat Centre’s Visitor Attraction Monitor (August 2022) which showed an increase in visits to Renfrewshire attractions of 1.8% compared to August 2021, with a Scotpulse survey commission reporting 46% of adults in West/Central of Scotland stating they are likely to visit Renfrewshire in the coming year, with families with children and 35–44-year-olds most likely to visit. Editorial calendar developed to promote new pages on www.paisley.is � Paid-for social ads in addition to organic content – specifically promoting the key propositions and targeting our visitor audiences � 'Be a tourist in your own town' —call out for things to do / places to visit/ explore on social media —highlighting Renfrewshire- wide activities—owned and local community groups � Visit Scotland promotion of Paisley Calling film Paid-for media Digital content Print Stakeholders and partners Visitor data Paisley social Campaign results 5.1 million paid-for OTSH summer campaign messaging 57,000 website page views (campaign pages and blogs) +120% increase in views of Visit section compared to 2019 and Homepage +61% compared to 2019 Facebook Reach (organic): 37,485 Reach (paid): 39,917 Engagements: 1,063 Twitter Impressions: 13,395 Engagements: 659 Instagram Reach: 6,408 Engagements: 340 Council Facebook Reach: 14,172 Engagements: 148 Totals: 111,377 Reach/Impressions 2,210 Engagements across channels � 19 Page 205 of 276
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Paisley ...I’m looking for the history, the culture, the scenery, walking, hiking, looking at old buildings…” � Family Favourites 20 � Page 206 of 276
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In addition to visitor marketing, we’ve also supported the development of new products: � Supported by Digital Tourism Scotland, we developed and launched the ‘Wallace Begins’ trail—a self-guided driving tour, promoted in partnership with VisitScotland and linking the Wallace Monument in Elderslie to the National Monument in Stirling and Dumbarton Castle. � Collaboration with international fashion house Hermès in 2019 which produced a ‘Paisley from Paisley’ scarf and jewellery collection. This was sold worldwide and generated significant media coverage for Paisley Museum. � Other visitor products include Abbey Drain VR tour, Paisley First Mural Trail collaboration and three new town trails, supported by external funding: Four Architects Tour, Paisley’s Music History Tour and Paisley Radicals: Catalysts for Change walking tour. Developing new products Wallace Begins Paisley’s Music History Audio Walking Trail Four Paisley Architects Walking Trail Paisley Radicals: Catalysts for Change Walking Trail � 21 Page 207 of 276
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Paisley Paisley Launched 11 September 2019 As at 26 February 2020 14,307total page views 10,426 total users � 68% of users aged from 45–65+ years of age Raising awareness of Renfrewshire’s links with Scotland’s national hero ahead of the 25th anniversary of Braveheart in 2020. paisley.is/visit/wallace-begins Wallace Begins Trail Spotlight on Artwork images, clockwise from right: � Paisley Wallace Begins Trail web page, The National Wallace Monument trail web page, ‘The home of Scottish heroes’ leaflet. 22 � Page 208 of 276
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Four-week Facebook campaign 588,346 impressions 4,002 clicks � Target: Within 2-hour drive time of Renfrewshire. � Engaged Sightseers (Excluding those who like VisitScotland Facebook Page) 16 week search & display campaign running from October 2019–February 2020 �Impressions: 787,971 �Clicks: 9,609 �CTR: 1.22% �CPC: £0.08 VisitScotland digital advertising campaign Google Adwords Campaign � 23 Page 209 of 276
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Paisley Microadventures Microadventures was a new visitor proposition and product for Renfrewshire developed in 2022 to align with Renfrewshire’s Tourism Action Plan 2023–2026. Microadventures are a strong proposition for Renfrewshire’s network of towns and rural locations. Campaign development Overview of activity The development of our Microadventures proposition was inspired by the post-lockdown need to get out into nature in new ways and experience a sense of adventure whilst staying close to home. Over 2021 and 2022, we saw a steady rise in users looking for and accessing outdoors content on the website. This was alongside a noticeable increase of one-day-adventures on social media (particularly Instagram). In early 2022, we saw an increase in people cycling from Glasgow to, or through, Renfrewshire. New groups, such as the Glasgow Pedal Collective were gaining popularity. More people than ever were posting on social media about trail running on the Gleniffer Braes or hiking in Clyde Muirshiel. When looking at the strength of our outdoor attractions, and at how accessible some of our ‘adventures’ are, and wanting to strive to create something inspirational, microadventures was a perfect fit for the brand. All campaign material and content was developed by the Council’s in-house marketing team. � A guide to microadventures in Renfrewshire www.paisley.is/visit/microadventures � Inspiring blog content—five stunning woodlands in Renfrewshire www.paisley.is/visit/five-stunning-woodlands-in-renfrewshire � Easy Cycling—three routes around Renfrewshire www.paisley.is/visit/easy-cycling-three-routes-around-renfrewshire � Paid-for advertising and advertorial—Mill Magazine special features (Microadventuring and Castle Semple) and print and digital advertising package with Scottish Walks and Cycling Magazine. � Series of commissioned content—three adventure blogs written by local writer and adventurer Cam Procter featuring cycling in Clyde Muirshiel Regional Park, Lochwinnoch, Barcraigs Reservoir and the Glennifer Braes and trail running in Johnstone and the Bluebell Woods. � Joy of Cycling film —specially commissioned four-minute film, exploring the joy of cycling and what makes Renfrewshire the perfect place to ride. Spotlight on 24 � Page 210 of 276
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Microadventures are adventures that are short, simple, local, fun and perspective-shifting Photo: Roxanna Barry, The Joy of Cycling � 25 Page 211 of 276
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Paisley In 2021, we worked with a marketing agency to develop a three-year marketing strategy for Paisley Museum. The contract was managed by the Council’s in-house marketing team and the strategy was approved by the Future Paisley Partnership Board and OneRen Board in 2021. Overarching objectives of the marketing strategy: � Put Paisley Museum on the map and raise awareness of Paisley Museum redevelopment. � Contribute to Paisley destination marketing to grow OTSH (opportunities to see or hear) something positive about Renfrewshire and position Paisley and Renfrewshire as a must-visit destination. � Develop audiences locally, regionally and nationally and build excitement for the opening of the museum . � Encourage people to visit Paisley Museum at launch and increase the number of people who visit across three audience types: local people, day visitors and tourists. � Build relationships with key intermediaries and partners to create brand advocacy. The OneRen marketing team will take forward the evolution, delivery and implementation of the Paisley Museum marketing strategy in preparation for the reopening. Paisley Museum— Marketing strategy development 26 � Page 212 of 276
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The Council’s major events programme has become a key product to attract visitors and has gained national recognition through media coverage, listings and national awards. Consistent marketing of events has continued to build positive national profile, helped to change perceptions of Paisley (with visitors overwhelmingly rating their experience of the town highly) and brought new audiences to the town. This has maintained and increased visitor numbers to Paisley during the closure of Paisley’s main cultural attractions in recent years. Using insights gathered from event evaluations, we have developed a greater understanding of our audiences and why they visit. Paisley Halloween Festival, The Spree and Paisley Food & Drink Festival were the events most likely to attract people from outwith Renfrewshire. We used this as an opportunity to build visitor interest in the wider offer and develop audiences for Paisley Town Hall, Paisley Arts Centre and Paisley Museum. They also provide a great opportunity to deliver high-impact PR and media activity on a national scale. The event programme is much-loved by Renfrewshire residents and their attendance allows us to reinforce the Paisley brand by converting event attendees to Local Advocates. Sma’ Shot Day, Gala Days, Renfrewshire Doors Open Days and Christmas events are attended largely by local people and play a huge role in increasing civic pride and providing positive social and cultural experiences for residents. These events are particularly important to our Local Advocate and Family Favourites audiences. During the pandemic, Paisley continued to support the delivery of events (Paisley Food & Drink Festival 2021 and Sma’ Shot Day 2021), maintaining Renfrewshire’s place on the event map in Scotland. We helped post-pandemic by assisting with the promotion and delivery of hybrid events, building audience confidence and encouraging people to enjoy physical events. Paisley—event marketing � 27 Page 213 of 276
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Paisley *No events due to pandemic Source: official event evaluation commissions (various suppliers) 2018–2023 Year 1—2018 Year 2—2019 Year 3—2020* Year 4—2021 Year 5—2022 Year 6—2023 Paisley Halloween Festival 189,135 Total attendees 34,000 attendees 38% visitors: North Lanarkshire, Glasgow, Ayrshire, Argyll & Bute £70.12 visitor spend £764,498 direct economic impact £1,963,549 combined economic impact with local spend 41,000 attendees 26% visitors: Glasgow, Ayrshire, Edinburgh £47 visitor spend compared to £28 local £55k direct economic impact £736k combined economic impact with local spend 0 19,135 attendees 18.5% visitors: Glasgow, Lanarkshire, Ayrshire, Inverclyde £32.92 visitor spend per head compared to £23.05 local £111,321 direct economic impact £204,118 combined economic impact with local spend 45,000 attendees 29% visitors: Glasgow, Ayrshire, West Lothian, North Ayrshire, Falkirk Average visitor spend per head £45.35 compared to local of £35.06 £200,692 direct economic impact £1,325,571 combined economic impact with local spend 50,000 attendees 30% visitors: Glasgow Falkirk, Ayrshire, North Lanarkshire £43.15 average visitor spend per head compared to £38.53 local £211,779 direct economic impact £1,556,473 combined economic impact with local spend Paisley Food & Drink Festival 74,250 Total attendees +16,000 online participants 15,000 attendees 26% visitors, mainly Glasgow Region (limited data in report) £43.41 average spend per head £84,624 direct economic impact £480,753 combined economic impact with local spend 19,750 attendees 27% visitors, Glasgow, East Renfrewshire, North Lanarkshire £72.87 visitor spend compared to £53.72 local £328,883 direct economic impact £1,108,175 combined economic impact with local spend 0 16,000 online participants 17,000 attendees 14% visitors: Glasgow, North Lanarkshire, Ayrshire £67.77 visitor spend compared to £57.68 local spend £106,589 direct economic impact £949,258 combined economic impact with local spend 22,500 attendees 18% visitors: Glasgow, Lanarkshire, Ayrshire, Falkirk Average spend per head of visitor £70.14 compared to £63.19 local £219,619 direct economic impact £1.383,654 combined economic impact with local spend Event evaluation (2018–2023) � Direct economic impact—is the total amount of additional expenditure (less event expenditure) generated within a defined area, as a direct consequence of staging an event. � Combined economic impact—is the total of the direct economic impact of the event and total local audience spend (people who live in Renfrewshire) 28 � Page 214 of 276
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Paisley Halloween Festival Promoting Paisley Halloween Festival has been a significant part of Paisley activity. It provides a platform and national spotlight from which we can boost place reputation and increase the number of visitors to Renfrewshire. The event delivers significant social and cultural impacts— including strengthening the local cultural sector, increasing cultural participation and delivering economic impact and support for local businesses. The impact of the festival has been evaluated through Future Paisley and the Centre for Culture, Sport and Events. An integrated marketing and PR plan supports the successful delivery of the festival. Spotlight on Overall opportunities to see or hear about Paisley Halloween Festival 2021 were more than 18million (18,417,176). 3.1 million marketing opportunities to see or hear (OTSH) (3,165,911) 251,332 organic social media reach 14.9 million media—print, broadcast and online OTSH (14,999,933) Overall opportunities to see or hear about Paisley Halloween Festival 2022 were more than 35million (35,410,575). 20.1 million marketing opportunities to see or hear (OTSH) (20,094,242) 305,262 organic social media reach 15 million media—print, broadcast and online OTSH (15,011,071) Overall opportunities to see or hear about Paisley Halloween Festival 2023 were more than 19 million (19,942,316). 5.6 million marketing opportunities to see or hear (OTSH) (5,616,725) 498,461 organic social media reach 13.7 million media—print, broadcast and online OTSH (13,766,975) Paisley Halloween Festival is an important contributor to the local economy and is hugely supported by local businesses and our cultural community. 2021 2022 2023 � 29 Page 215 of 276
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Paisley The brand has provided opportunities to transform perceptions of Paisley through high-impact media campaigns including press, and broadcast media, and facilitating media familiarisation trips. Media activity has included the events programme, Paisley Museum redevelopment, brand partnerships and showcasing the visitor offer. Since launch, the dedicated team have achieved wide-ranging media coverage positioning Paisley front of mind nationally and locally. Radically changing Paisley’s image and reputation with PR and media activity Page 216 of 276
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� Paisley pattern collaboration with Hermes: Mail online, The Guardian, Daily Express, I Paper, The Sun, Press and Journal, STV.tv, Sunday Post � Paisley Halloween Festival—Best Halloween festivals: STV broadcast, STV.tv, The Times, The Daily Telegraph, Evening Times, The Herald, The Herald online, The List, Sunday Mail, Glasgow Live, Paisley Daily Express, The Gazette, Yahoo online, Forth 2 Radio, Daily Record online, Metro. � The Mòd coming to Paisley: We Love Stornoway, Oban Times, The Press and Journal online, What’s On Network, Isle of Bute News, The National, The National online, Renfrewshire News, Paisley.org, The Gazette, West Highland Free Press. � Paisley Food & Drink Festival: The Sunday Times, Daily Mail, The Times, The I, Edinburgh Evening News, The Herald, The National, Scots Magazine, The List, Scottish Field, Clyde 1 Radio, Paisley Daily Express, The Gazette, Evening Times, Scotland on Sunday, Scottish Sun online, Great British Life, What’s On Network, Olive online, The Scotsman. � National Manufacturing Institute Scotland: Daily Record online, Paisley.org, The Scotsman online, The National online, Project Scotland, Paisley Daily Express, The National, The Herald online, Renfrewshire News, Manufacturing Management, The Gazette. � Safe-cation—25 top places to go in the UK: Seeded out through Press Association and listed in more than 120 regional titles. � Sma' Shot/Weave: Daily Record, The Big Issue, The Sunday Post, The National, Paisley Daily Express, The Gazette. � British Pipe Band Championships: Daily Record, Scottish Field, Heart Radio, BBC Radio 2, Clyde 1, Heart Scotland, Heart Wales, Glasgow Live. � The Spree: Daily Record, The National, Metro, Sunday Mail � Glen Cinema Disaster 90th Anniversary: Reporting Scotland, BBC Scotland online, STV News, BBC Radio Scotland, Radio Clyde, Global Radio, The Herald, Daily Record, Glasgow Times, Scottish Daily Mail, The National, The Scottish Sun, Paisley Daily Express, The Gazette, The Scotsman online, Glasgow Live, Sunday Post online. � Town Centre Regeneration: The Sunday Times, The Times, BBC Scotland, BBC 2 Scotland, Glasgow Evening Times, Glasgow Live, Daily Record, The Herald, The Herald online, The National, The National online, Paisley Daily Express, Project Scotland, Scottish Field, STV, The Scotsman, The Scotsman online. Media highlights include: We worked with two PR agencies to support dedicated aspects of the visitor offer and broaden the scope of media opportunities. AM+A’s remit was focused on national and international visiting media, Flint PR were responsible for feature-led content to keep the profile of Paisley Museum in the public consciousness while it is closed for redevelopment. � 31 Page 217 of 276
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Future Paisley funding enabled the appointment of London- based PR agency from October 2018 to September 2019 to continue to build the profile of Paisley and increase opportunities to see and hear something positive about Paisley and Renfrewshire. This resulted in high-profile national and international media coverage, with 12 media familiarisation visits to Paisley and Renfrewshire and 5 million opportunities to see and hear. Paisley was represented by AM+A at the World Travel Market 2019. This included pitches to the travel trade media and national intermediaries including VisitBritain. UK and international media profile—AM+A Spotlight on Media familiarisation visits included the following: � A group influencer trip to Paisley Food & Drink Festival where nine UK based social media influencers experienced the Paisley Food & Drink Festival � Media familiarisation trip by a journalist from the Independent to stay in Paisley and experience the British Pipeband Championships � A journalist from Dutch Golfers magazine, the largest golfing publication in the Netherlands visited Renfrewshire to experience Mar Hall and Gleddoch’s golf course and accommodation. � Working with VisitBritain, we hosted a Danish journalist for five days to experience Paisley and Renfrewshire as a visitor. The piece was published in two national Dutch magazines Sondag and Isabella in 2020. 1.5 billion opportunities to see or hear something positive about Paisley and Renfrewshire In total our PR activity has achieved 32 � Page 218 of 276
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Future Paisley funding provided the opportunity to work with leading culture and creative PR agency, Flint PR, to raise the profile of Paisley Museum and support the fundraising effort from 2020 to 2021. Flint’s main objective was to develop a national PR plan around key project milestones and museum collection stories, to maintain public and arts-industry interest in Paisley Museum redevelopment. Working closely with the in-house team, Flint helped deliver 97 positive pieces of coverage across print, magazine, online and broadcast media. The content ranged from milestone news articles to in-depth features across local, national, trade and international media, delivering 502 million opportunities to see or hear something positive about Paisley Museum. OneRen will take forward the Paisley Museum PR strategy in preparation for the reopening. Paisley Museum —Flint PR Spotlight on � Syrian glass museum collaboration with Syrian refugees: The Guardian, The Guardian online, Yahoo online, Daily Record online, The Gazette � Work starts on Paisley Museum: STV broadcast, BBC online, BBC Radio Scotland, Daily Record online, Evening Times, Paisley Daily Express, The Gazette � 150th anniversary of Paisley Museum: The Sunday Telegraph, The Sunday Times, The I, The Herald, Sunday Post, The Sunday Mail, Stitchery Stories podcast, BBC Radio Gloucestershire � Corozal dredger: BBC Scotland (syndicated into equivalent Spanish, Turkish and Arabic platforms), The American, Scottish Banner, Sunday Post � 200th anniversary of the Radical War: Sunday Post, The Scotsman � 275th anniversary of Jacobites arriving in Paisley: Daily Mail, The Scotsman, The National � Arts stories: Museums Journal, Apollo Magazine, Scottish Arts News � Regeneration stories: Herald Business HQ Magazine, Urban Realm, Topos Magazine, parCitypatory blog Media highlights: Syrian Glass Photograph: Murdo MacLeod/The Guardian � 33 Page 219 of 276
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Paisley The table and graph below outlines the media coverage achieved each year. OTSH PR and media coverage year-by-year performance Media Coverage (by year) Opportunities to see or hear something positive about Paisley and Renfrewshire (OTSH) Year 1 March 8 2018 – March 31 2019 289,910,667 Year 2 April1 2019 – March 31 2020 236,332,470 Year 3 April 1 2020 – March 31 2021 169,927,206 Year 4 April 1 2021 – March 31 2022 314,057,514 Year 5 April 1 2022 – March 31 2023 204,403,562 Year 6 April 1 2023 – March 31 2024 272,966,097 Total 1,487,597,516 Year 1 350,000,000 300,000,000 250,000,000 200,000,000 150,000,000 100,000,000 50,000,000 Year 2 Year 3 Year 6Year 5Year 4 � Opportunities to see or hear is a measure which indicates the number of times a person will have seen or heard about a piece of news. In the context of Paisley, it relates to the number of times a person will have seen or heard something positive about Paisley and Renfrewshire. � Baseline in 2016 was 15million OTSH per year (pre-2021 and brand activity). This shows a significant shift in the output of the media activity. � Year 3 (1 April 2020 – 31 March 2021) witnessed an initial pause and lower levels of activity due to the council’s response to the pandemic. Activity picked up again as we entered Year 4 (1 April 2021 – 31 March 2022). 34 � Page 220 of 276
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Since the launch in 2018, www.paisley.is has become the comprehensive online guide inspiring people to visit the area or attend an event. The top-ranked Google website provides information for audiences searching for things to do in the area, itinerary inspiration, events and interesting stories of our people, place and unique cultural history and heritage. This website has given users a central point to find out more information about what the area has to offer—this is something that did not exist before the brand was launched. The ongoing development and growth of the site has contributed significantly to the reputation of the brand and it is now a trusted online source. Consistent effort by the in-house marketing team over the past six years has ensured its success in showing audience growth through: � Search Engine Optimisation (SEO) —undertaking a SEO audit by VisitScotland—Digital Tourism Scotland and digital agency Graphical House to implement improvements to the user experience � Growth tactics—using paid-for advertisments on earned-channels through third party advertising, Google pay-per-click (PPC), working closely with referral sites such as What’s on Network and DataThistle. � Content management—SEO content audit, content creation through the focus of storytelling, day-to-day health check and maintenance and an accessibility review to improve the user experience. Future web development opportunities would include working more closely with industry, to develop a transactional tool for tourism businesses. Managing the digital footprint Creating a top-ranked Google website � 35 Page 221 of 276
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What’s On guide The What’s On guide is powered by Data Thistle—an affiliated company to The List and the UK’s leading live events data business. This paid partnership ensures Renfrewshire events appear on www.paisley.is/events daily from a wide range of partners and venues. This constant refresh of new content helps drive new visits to the site and improves the website's SEO. The events listings are the third-most visited section of the website. Renfrewshire businesses and organisations can promote any events for free by adding listings to the dedicated section using www.paisley.is/tell-us-event. It is one of the best methods of increasing online visibility of local events—this is an area of ongoing development. This partnership also enables Data Thistle to distribute Renfrewshire's event listings to a wide range of partners including VisitScotland, Scotrail and other listing sites including The List, InYourArea.co.uk and datathistle.com. The combined audience of these websites is more than seven million people a month, helping drive awareness of what’s happening in our area and encouraging participation and attendance. Partner focus: What's On Network What’s on Network is an independent network of websites and listing platform for event organisers, venues, local clubs and groups to promote what they do for free. The network covers the majority of central Scotland with up to 300,000 visitors to the site each month. The in-house marketing team have worked closely with What’s On since 2018, advertising at low-cost and listing visitor events. What’s On is one of our top referral sites and generates significant traffic to the website. 36 � Page 222 of 276
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Website performance for www.paisley.is year-by-year Year Page views Unique page views Users Year 1 March 8 2018 – March 31 2019 321,539 257,334 100,580 Year 2 April1 2019 – March 31 2020 612,284 491,423 230,976 Year 3 April 1 2020 – March 31 2021 258,376 220,429 134,529 Year 4 April 1 2021 – March 31 2022 497,153 426,804 255,913 Year 5 April 1 2022 – March 31 2023 574,374 543,128 459,143 Year 6 April 1 2023 – March 31 2024 362,265 Metric not available in Google Analytics 4 239,198 Totals 2,625,991 1,939,118 1,420,339 � Page views—total number of pages viewed (includes repeated views of a single page). � Unique page view—number of sessions during which a page was viewed at least once. � Users—users who have initiated at least one session on the website. � Year 3 (1 April 2020 – 31 March 2021) witnessed an initial pause and lower levels of activity due to the council’s response to the pandemic. � Activity picked up again as we entered Year 4 (1 April 2021 – 31 March 2022) with VisitScotland funding through paid-for ads directing people to the website. � Year 5 experienced a significant boost in activity due to VisitScotland funding as a result of digital advertising generating traffic to the website. � Year 6 experienced a decrease in page views and users due to a reduction in resource and budget (in comparison to the VisitScotland boost in Year 5). Page Views Unique page views Users Year 1 700,000 600,000 500,000 400,000 300,000 200,000 100,000 Year 2 Year 3 Year 6Year 5Year 4 � 37 Page 223 of 276
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Social media channels have been developed and nurtured over the past six years. Owned channels have been carefully curated with event information, news, blogs and inspiring visitor content. Social accounts share stories and content from local people, businesses and partners. These channels have become a significant part of the marketing activity to promote Paisley and Renfrewshire, building awareness and engagement with our key audiences. The in-house marketing team have also worked with social media influencers and local people to create brand advocacy. This has helped support content by providing authentic accounts of visitor experiences. Like the website, growing an engaged social media audience has taken time, commitment and consistency since 2018. This has required planning content suitable for target audiences, creating organic content and day-to-day management. The social media channels have become a trusted source for local people and visitors. Paid-for social media ads have been a consistent marketing tactic since 2019 with advertising creative and content focused on visitor propositions, products and events running as part of seasonal campaigns. Paid-for ads have let the team target specific audiences and test visitor propositions. The paid-for activity has run alongside organic content and contributed to the growth of reach and engagement on social media channels. Social media growth and development Year 3 coverage The Covid-19 pandemic and subsequent lockdown measures have inevitably impacted on Paisley.is activity. Our events calendar and visitor campaigns have been main drivers of traffic to our Paisley. is website and social media channels as well as focal points for media engagement. Without these, we have explored alternative ways of boosting our reach and engagement. We’ve highlighted the area’s fascinating stories, attractions and spectacular things to see and do—but in a different way. Our focus from Visit theme to Discover theme aimed locally, with engaging online resources and striking visuals; stories about our area and its past; features on our rich architectural and built heritage; and a spotlight on our outdoor offer with images of our beautiful scenery. PR coverage (March 8 2020–5 February 2021) Campaigns Events www.paisley.is (March 8 2020–5 February 2021) 160,316,596 Opportunities to see and hear something positive about Paisley and Renfrewshire (OTSH) Steal Back Summer/Spend Local and Be A Tourist In Your Own Town 24 July–31 October 2020 218,193 Page views £6,348,170.23 PR Value 498,076 Combined reach 187,105 3,226 Number of articles featuring Paisley or Renfrewshire ə Syrian Glass and 5th anniversary of Syrian refugees arrival in Paisley. ə The Robert Burns Caup. ə Jacobite collection, including letters of debt unpaid to Paisley after 275 years, to go on display in new Paisley Museum. ə Steal Back Summer/Spend Local campaign ə Outdoor locations (Gleniffer Braes; Erskine Boden Boo) ə Sma’ Shot Day ə Doors Open Days ə Be A Tourist In Your Own Town Main driver of destination media mentions has been Flint PR agency’s work on Paisley Museum Reimagined: Most popular: Unique page views ə Boosted Facebook Ads for our Steal Back Summer content (14,692 reach; 641 link clicks) and Be a Tourist in Your Town content (20,481 reach; 2,407 link clicks) also achieved great results. Sma’ Shot Day ə Video views: 10,497 ə Full campaign reach/impressions: 1.1m (1,105,489) ə Event Day Post Reach: 67,564 ə Event Day Post Engagement: 4,454 Doors Open Days ə Video views: 16,791 ə Reach/impressions: 62,808 ə Engagement: 5,532 Light Up Renfrewshire ə Video views: 15,600 ə Social media reach/impressions: 143,200 ə Social media engagements: 10,624 Campaign examples Steal Back SummerSpend Local Be a tourist in your town Place and event spotlights Mill Magazine Renfrew Road 38 � Page 224 of 276
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Social media reach and impressions (Paid and organic) � Reach is the total number of people who see your content. � Impressions refers to the number of times content from or about your Page entered someone’s screen. That could be in their news feed, through search, or because they intentionally navigated to your Page. � This figure includes paid and organic Reach for Facebook, Impressions for Twitter and Reach for Instagram. � We did not start to measure Reach for posts on Instagram until 2020 (Year 3). � Year 3 (1 April 2020 – 31 March 2021) also witnessed an initial pause and lower levels of activity due to the response to the pandemic. � Activity was picked up again as we entered Year 4 (1 April 2021 – 31 March 2022). � Year 4 (1 April 2021 – 31 March 2022) also witnessed an increase in Reach due to additional advertising through VisitScotland funding. � Facebook / Meta Insights also witnessed change in reporting methods in Year 4 (1 April 2021 – 31 March 2022), further separating stats for paid-for activity from its previous format. � Facebook is the most popular channel and the reduction in numbers of Twitter mirrors our content strategy as we reduced our use on the channel. � Twitter Analytics moved behind a paywall in 2023. � Reach and Impressions remained steady in Year 5 due to VisitScotland funding with social media advertising helping to maintain numbers. � There was a decrease in Reach and Impressions in Year 6 due to a reduction in resource and social media advertising budget (in comparison to the VisitScotland boost in Year 5). Facebook Twitter Instagram Year 1 3,500,000 4,000,000 3,000,000 2,500,000 2,000,000 1,500,000 1,000,000 500,000 Year 2 Year 3 Year 6Year 5Year 4 Year Facebook Twitter Instagram Year 1 March 8 2018 – March 31 2019 1,672,237 2,007,500 - Year 2 April1 2019 – March 31 2020 2,254,114 1,509,200 - Year 3 April 1 2020 – March 31 2021 623,530 774,200 55,726 Year 4 April 1 2021 – March 31 2022 3,954,260 493,779 140,497 Year 5 April 1 2022 – March 31 2023 2,718,718 164,200 77,554 Year 6 April 1 2023 – March 31 2024 1,021,906 13,934 237,023 Totals 12,244,765 4,962,813 510,800 Overall Reach and Impressions Total 17,718,378 � 39 Page 225 of 276
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Paisley Social media engagement Facebook Twitter Year 1 350,000 400,000 300,000 250,000 200,000 150,000 100,000 50,000 Year 2 Year 3 Year 6Year 5Year 4 Year Facebook Twitter Year 1 March 8 2018 – March 31 2019 155,380 54,300 Year 2 April1 2019 – March 31 2020 159,851 32,117 Year 3 April 1 2020 – March 31 2021 38,463 15,054 Year 4 April 1 2021 – March 31 2022 408,110 8,081 Year 5 April 1 2022 – March 31 2023 314,122 6,600 Year 6 April 1 2023 – March 31 2024 28,860 353 Totals 1,104,786 116,505 Overall Engagement Total 1,221,291 � Social media engagement is the measurement of comments, likes and shares. � This figure includes paid and organic Engagements for Facebook and Twitter. � Year 4 (1 April 2021 – 31 March 2022) also witnessed an increase in Engagements due to additional boost in paid-for advertising through VisitScotland funding. � Facebook / Meta Insights also witnessed change in reporting methods in Year 4 (1 April 2021 – 31 March 2022), further separating stats for paid-for activity from its previous format. � Twitter Analytics moved behind a paywall in 2023. � Social media engagement remained steady in Year 5 due to VisitScotland funding with social media advertising helping to maintain engagement. � There was a decrease in engagement in Year 6 in comparison to the VisitScotland boost in Year 5, reduction in resource and Meta algorithm changes. 40 � Page 226 of 276
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Working with select partners has strengthened brand campaigns. It has provided us with significant opportunities to increase awareness and advocacy, but this is an area we would have liked to develop further. Renfrewshire Chamber of Commerce paid-for premier partnership has been in place since year one. This has enabled us to reach business leaders and build visibility of the brand through the annual excellence awards—The Roccos. Additionally, we introduced The Excellence in Tourism Award, serving as a legacy of the brand. We’d like to thank our local partners for their support. National and international brand awareness and profile has been achieved through consistent partnership with VisitScotland and EventScotland. The partnership with VisitScotland has provided significant opportunities to reach national and international audiences for the first time. A close working relationship with the VisitScotland regional team has helped to grow brand and product awareness with continued efforts to feature Paisley and Renfrewshire in VisitScotland consumer and trade activity, proactive PR and collaborations. Partnerships and brand ambassadors Working with national partners � 41 Page 227 of 276
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Paisley VisitScotland destination and sector marketing fund Spotlight on During the pandemic, visitor marketing activity quickly pivoted to promote outdoor attractions to a local audience and to encourage people in Renfrewshire to stay local and shop local. We continued to reach visitors from outside Renfrewshire with trip inspiration to maintain their longer-term interest in Renfrewshire. In 2021, Paisley was awarded £56,000 from the VisitScotland Destination and Sector Marketing Fund to help drive tourism recovery and encourage footfall to Paisley Town Centre following lockdown. The ‘Paisley Calling’ campaign was developed and ran from December 2021 to September 2022 to increase visits to Paisley Town Centre. Paisley Calling highlighted stories unique to Paisley—the home of the Paisley Pattern; the town with a radical past and present; a rich musical history and impressive architecture. Promotional activity was linked to self- guided products which allowed visitors to experience these stories over a day or weekend visit. These include: Four Architects Walking Trail, Mural Trail, Paisley Music Tour App and Paisley Radicals Catalyst for Change Walking Tour App. VisitScotland visitor profiles were used (Engaged Sightseers, Curious Travellers and Natural Advocates) and activity targeted people with a propensity to visit from a 1-hour-drive time. The activity was designed to reconnect people to Paisley in advance of the reopening of the town’s cultural venues. Campaign activity included outdoor advertising, print and digital advertising, paid-for social media campaign, influencer visits, a six-minute film showcasing Paisley’s musical history and heritage and a ‘Paisley Calling’ showcasing a genuine and authentic experience for visitors to the town. Campaign evaluation was presented to VisitScotland in September 2022, and included data from the Moffat Centre’s Visitor Attraction, which reported an increase in visits to Paisley attractions of 237.6% in 2022, year-to-date compared to August 2021 (impact of pandemic restrictions), and an increase in visits of 6.7% in August alone, compared with the previous year. STP hotel occupancy data highlighted an increase in hotel occupancy from 59% in July 21 to 91% in July 22. Page 228 of 276
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Paisley’s Musical History and Heritage Audio Tour ‘Paisley Calling’ film commission Campaign reach results 1.6 million paid-for social media reach 5.8 million paid for social media impressions 23,000 overall clicks generated from paid social media 164,000 overall video views 1 million overall reach of digital advertising (exc social media) 1.39 million OTSH for the VS campaign 1.3 million impacts of outdoor and print readerships through media buy 50,000 total campaign website visits � 43 Page 229 of 276
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Paisley You can visit Robert Tannahill’s statue outside Paisley Town Hall; you can wander up to the Rafferty mural, round the corner from the Bungalow Bar; you can even make your way to Gerry Rafferty Drive. Their words, their songs, their ideas and images light up these streets. “...I have lived in Elderslie all my life and I never realised I had all these stunning walking trails on my doorstep…” � Nicola Meighan on Paisley's music history� Local Advocates 44 � Page 230 of 276
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Year-on-year performance The following section shows the brand in action each year since launch and provides an at-a-glance overview of our performance and activity each year. � Activity at-a-glance � 45 Page 231 of 276
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Year one performance at-a-glance Year one activity focused on establishing the brand as the definitive guide to visiting Paisley and Renfrewshire and raising awareness of Paisley. The key performance indicators for the marketing activity are outlined here: Our digital footprint 257,334 Unique page views 27,000 Unique page views 3,679,737 Total social media reach and impressions 8,466 Total social media followers 209,680 Total social media engagement Most-visited page Paisley Halloween Festival Google adwords campaigns activated. Brand in action ə New visitor marketing materials created: – Paisley Walking Trail – Discover Paisley and Renfrewshire— bedroom magazine – Four Paisley Architects – Great things to see and do—in and around Scotland’s largest town ə Local and national distribution network set up displaying our visitor leaflets ə Paisley taxi ə Paisley Town Centre banners ə Piazza signage ə Trademark filed for Paisley Partnerships activated ə VisitScotland ə EventScotland ə Renfrewshire Chamber of Commerce ə Digital Tourism Scotland ə Glasgow City Region ə St Mirren Campaigns activated ə Attended VisitScotland Expo ə Spring/summer visitor campaign – Generated more than 2.5million opportunities to see and hear something positive about Paisley and Renfrewshire ə Autumn/winter visitor campaign promoting the winter events programme – Attracted 38% of attendees from outwith Renfrewshire ə Delivered integrated marketing campaigns for all events ə Headline sponsor of the Rocco Awards Opportunities to see and hear something positive about Paisley and Renfrewshire (OTSH) 289,910,667 Media coverage £4.6m Combined PR value 1,929 Number of articles featuring Paisley or Renfrewshire ə Paisley Food and Drink Festival 2019 —Olive Magazine, Delicious, The Skinny, The Metro, Scots Magazine, Daily Mail Online, Sunday Times, BBC Radio Scotland— Out for the Weekend. ə British Pipe Band Championships 2018—STV2. ə Weave/Sma’ Shot Day 2019—Big Issue. ə SAY Award—Guardian, NME, Glasgow Live, Scotsman, ET, National, Skinny, The List, STV Online, Herald, Scottish Field, Clash Music, The List, Metro, BBC Online, AOL ə Doors Open Days—BBC Radio Scotland ə The Spree 2018—BBC Radio Scotland, Scottish Field, Daily Record, Sunday Mail, The List, The Skinny, Sunday Times. ə Paisley Halloween Festival 2018—The List, The Herald, The Metro, The National, Daily Mail, STV Online, BBC Online. ə Hermès Paisley on Paisley—BBC Radio Scotland, BBC Reporting Scotland, BBC Scotland—The Nine, STV, The Times. Coverage highlights include: Year one 2018/2019 � 47 Page 233 of 276
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Paisley Paisley Abbey ə Monday – Saturday, 10am – 3.30pm (subject to weddings and other events) ə Guided tours Tuesday and Thursday 2pm, £5 ə www.paisleyabbey.org.uk Paisley Thread Mill Museum ə 12 Seedhill Rd, Paisley PA1 1JS In the Mile End Mill building of the Abbey Mill Business Centre, on Seedhill Road. ə Wednesday & Saturday 12 noon to 4pm, the museum is staffed by volunteers. ə Outwith staffed opening times it is possible to visit and view the display cases while the Abbey Mill Business Centre is open but there will be no volunteers available. ə www.paisleythreadmill.co.uk Visitor Attraction Information Sma’ Shot Cottages ə 2 Sma’ Shot Lane, PA1 2HG ə Open: April – September Wednesday: 12pm – 4pm Friday: 1pm – 5pm Saturday: 12pm – 4pm ə Group visits outwith opening hours can be arranged on request ə smashotcottages@outlook.com Paisley: The Secret Collection ə 9 High Street, Paisley, PA1 2AE ə Paisley: The Secret Collection is the first publicly accessible museum store on a UK High Street, containing thousands of objects reflecting Renfrewshire’s amazing heritage and culture. ə Free but pre-booking only (except for specific event days) ə Booking Details: By phone on 0141 618 5129 Online at www. renfrewshireleisure.com/ paisleymuseum/tours By email at tours@ renfrewshireleisure.com Coats Venue ə Up to date information can be found on Facebook at www.facebook.com/CoatsVenue The Heritage Centre ə 12 Seedhill Road, Paisley PA1 1JS In Unit 907, Abbey Mill Business Centre, in the Mile End Mill building ə Offers dedicated space for local and family history research ə Open: Monday – Friday 9am – 5pm Saturday 9am – 5pm (closed 12 – 1) Telephone: 0141 618 5375 ə www.renfrewshireleisure.com/ heritage Assets to download at www.paisley.is ə Paisley Walking Trail ə Travel itinerary: The Paisley Pattern ə Travel itinerary: The Wallace and The Bruce Page 234 of 276
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Year two performance at-a-glance There were four priorities for year two— developing partnerships; building the brand; raising the profile of Paisley and Renfrewshire; and developing engaging campaigns. Key performance indicators for marketing and communications activity are outlined here: Our digital footprint 491,423 Unique page views 49,000 Unique page views 3,763,314 Total social media reach and impressions 11,935 Total social media followers 191,968 Total social media engagement Most-visited page Paisley Halloween Festival Google adwords campaigns activated for major events and for new visitor initiatives, including the Wallace Begins visitor itinerary. Brand in action ə Trademark filing complete ə New visitor marketing itinerary created for the Wallace Begins trail, with Renfrewshire acting as a start point and gateway, and new connections made with The National Wallace Monument and Dumbarton Castle. ə Updated version of marketing collateral: – Paisley Walking Trail – Great Things to See and Do in Renfrewshire ə Local, regional and national distribution network set up to display marketing collateral in hotels and visitor accommodations, visitor attractions, leisure and retail attractions and other large public venues. New product development ə Development of a new Wallace Begins visitor itinerary. ə Designed in response to research establishing the significant levels of online search interest in William Wallace, the itinerary positions Renfrewshire as the start and end-point of a full-day visitor experience taking in major landmarks and exploring the Wallace life story. VisitScotland partnership Paid-for campaigns targeted at potential regional and national visitors (defined as living within a two-hour drivetime of Renfrewshire) generated over 5.7 million impressions of Paisley brand and over 30,000 unique visits to the Paisley.is website. ə Paisley Food and Drink Festival – 755,685 impressions/5,064 unique visits ə Spring/Summer – 2,826,660 impressions/12,969 unique visits ə Halloween – 927,165 impressions/8,044 unique visits ə Autumn/Winter – 1,228,944 impressions/13,600 unique visits Partnerships activated ə Campaign partnership – Scotrail ə Strategic partnerships – VisitScotland – EventScotland – Glasgow City Region – Renfrewshire Chamber of Commerce ə Media partnerships – The Herald/Newsquest – The List – The Skinny – Capital FM – What’s On Network – Ocean Outdoor – MILL Magazine Campaigns activated ə Consumer campaigns targeting day visitors with propensity to visit delivered in partnership with and endorsed by VisitScotland. ə Paisley at VisitScotland expo for travel trade. ə Headline sponsor of ROCCOs business awards with new ‘Excellence in Tourism’ award introduced. ə Google AdWords campaign to launch and promote new Wallace Begins trail – Over 9,600 visits to Wallace Begins information on Paisley.is website generated via 787,971 search and display impressions. ə Integrated marketing campaigns for 15 town centre events, including national event marketing for Paisley Food & Drink Festival, Paisley Halloween Festival and The Spree. – Record attendance for this year’s Paisley Halloween Festival (41,000) and record ticket sales for this year’s The Spree festival (£71,000) Opportunities to see and hear something positive about Paisley and Renfrewshire (OTSH) 236,332,470 Media coverage £10m Combined PR value 5,030 Number of articles featuring Paisley or Renfrewshire ə Paisley Food and Drink Festival 2019 —The Times, Sunday Times, Daily Mail, INews, Country and Townhouse, Glasgow Live, Daily Record, The National, Clyde 1, Sunday Post, The Skinny, The List, Scottish Field, Scots Magazine. ə British Pipe Band Championships 2019—Press Association, BBC Two, Scottish Field, Heart Radio, Sunday Express, BBC Scotland, BBC Online, The National, The Herald. ə Sma’ Shot Day 2019—Evening Times, The National, Scotland4Kids, Daily Record online. ə The Spree 2019—The List, The Skinny, The I, The Metro, NME online, BBC Radio Scotland, Radio Clyde, Sunday Times, Sunday Mail, The Scotsman, The Sunday Post, The Herald. ə Paisley Halloween Festival 2019—BBC Online, STV, The Sun, Daily Telegraph, Sunday Mail, The Herald, BBC Radio Scotland, The Metro, Clyde 1, The I, The National, Daily Record, Sunday Times. ə Glen Cinema 90th Anniversary —Reporting Scotland, Global Radio, Scottish Daily Mail, The Scottish Sun, The Herald, Daily Record, STV News. Coverage highlights include: Year two 2019/2020 � 49 Page 235 of 276
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Year three performance at-a-glance The pandemic and subsequent lockdown measures inevitably impacted on Paisley activity. Our events calendar and visitor campaigns were main drivers of traffic to our Paisley website and social media channels as well as focal points for media engagement. Without these, we explored alternative ways of boosting our reach and engagement. We highlighted the area’s fascinating stories, attractions and spectacular things to see and do—but in a different way. Our focus shifted from a ‘Visit’ theme to Discover theme aimed locally, with engaging online resources and striking visuals; stories about our area and its past; features on our rich architectural and built heritage; and a spotlight on our outdoor offer with images of our beautiful scenery. Our digital footprint 258,376 Page views 220,429 Unique page views 1,453,456 Total social media reach and impressions 16,860 Total social media followers 53,517 Total social media engagement Most popular: Steal Back Summer/ Spend Local campaign; Outdoor locations (Gleniffer Braes; Erskine Boden Boo); Sma’ Shot Day; Doors Open Days; Be A Tourist In Your Own Town Events ə Sma’ Shot Day – video views: 10,497 – Full campaign reach/impressions: 1.1m (1,105,489) – Event Day Post Reach: 67,564 – Event Day Post Engagement: 4,454 ə Doors Open Days – Video views: 16,791 – Reach/impressions: 62,808 – Engagement: 5,532 ə Light Up Renfrewshire – Video views: 15,600 – Social media reach/impressions: 143,200 – Social media engagements: 10,624 Campaigns activated ə Steal Back Summer/Spend Local – Boosted Facebook Ads for our Steal Back Summer content (14,692 reach; 641 link clicks) ə Be A Tourist In Your Own Town – 20,481 reach; 2,407 link clicks ə 498,076 combined reach Year three 2020/2021 Opportunities to see and hear something positive about Paisley and Renfrewshire (OTSH) 169,927,206 Media coverage £6.3m Combined PR value 3,226 Number of articles featuring Paisley or Renfrewshire ə Syrian Glass and 5th anniversary of Syrian refugees arrival in Paisley. ə The Robert Burns Caup. ə Jacobite collection, including letters of debt unpaid to Paisley after 275 years, to go on display in new Paisley Museum. Main driver of destination media mentions has been Flint PR agency’s work on Paisley Museum Reimagined: � 51 Page 237 of 276
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Forecast checked. Helmet on. Let’s go. Renfrewshire’s truly great outdoors couldn’t be easier to explore. Page 238 of 276
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Year four performance at-a-glance Year four 2021/2022 There were four priorities for year four— continuing to support the restart of our visitor economy, developing campaigns, raising the profile of Paisley and Renfrewshire; and working with partners. Key performance indicators for marketing and communications activity are outlined here: Our digital footprint 426,804 Unique page views 36,953 Unique page views 4,588,536 Total social media reach and impressions 14,962 Total social media followers 416,191 Total social media engagement Most-visited page Paisley Halloween Festival ə Review of our audiences to reflect changes due to pandemic: – 5 VisitScotland audiences plus the creation of Local Advocates and Family Favourites ə Creation of visitor proposition – History & Heritage – Easy Outdoor – Microadventures – Luxury – Family Days Out – Gateway ə Audiences and visitor offer mapped – Our 3 strongest visitor offers are Family Days Out, Easy Outdoor & Microadventures ə These visitor propositions were used for Summer 2022 campaign VisitScotland partnership VisitScotland Destination and Sector Marketing Fund to help drive tourism recovery and encourage footfall to Paisley Town Centre post-pandemic (December 2021– October 2022). ə Paid-for social media reach—1.6m ə Paid-for social media impressions—5.8m ə Total clicks generated from paid social media—23K ə Total number of video views—164K ə Total reach of all digital advertising—1m ə PR—OTSH—1.39m ə Media buy (outdoor and print)—1.3m ə Total website visits—50K link clicks Partnerships activated ə Campaign partnership – Scotrail ə Strategic partnerships – VisitScotland – EventScotland – Renfrewshire Chamber of Commerce ə Media partnerships – The List – The Skinny – What’s On Network – MILL Magazine Campaigns activated ə Be a tourist in your own town—digital campaign to encourage local people to explore the local area. This included creation of digital content, organic social and paid-for social media content. Keep fit and feel good webpage was one of the Top 5 visited pages with 13,069 unique page views. ə Headline sponsor of ROCCOs business awards and ‘Excellence in Tourism’ award. ə Integrated marketing campaigns for town centre events, including national event marketing for Paisley Food & Drink Festival, Paisley Halloween Festival and The Spree. ə Paisley Calling campaign (December 2021–2022) with VisitScotland Destination and Sector Marketing Fund. Opportunities to see and hear something positive about Paisley and Renfrewshire (OTSH) 314,057,514 Media coverage £9m Combined PR value 1,913 Number of articles featuring Paisley or Renfrewshire ə Paisley Food and Drink Festival 2021—Scottish Field, What’s On Network, The National, Evening Telegraph, The Herald, Paisley Daily Express, Renfrewshire Chamber of Commerce, Glasgow Evening Times. ə The Spree 2021— BBC Radio Scotland FM, Arts Professional (Web), Herald Scotland Online, DailyRecord.co.uk, Glasgow Evening Times. ə Paisley Halloween Festival 2021—BBC Radio Scotland FM, Arts Professional (Web), Herald Scotland Online, DailyRecord.co.uk, Glasgow Evening Times. ə Paisley Museum —BBC Radio Scotland FM, BBC Radio Gloucestershire, STV Central East and West, BBC2 Scotland, Art Mag, Scottish Construction Now!, Building.co.uk, Evening Express, Sunday Post, World Construction Network, Museums and Heritage Advisor, Glasgow Live, Evening Telegraph, STV (web), Scotland on Sunday, i (The paper for today),The Sunday Times, The Sunday Express (Scotland), The Daily Telegraph, The Times. Coverage highlights include: Campaign planning— visitor propositions � 53 Page 239 of 276
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Year five performance at-a-glance Year 5 2022/2023 There were four priorities for year five— activation of brand, transforming perceptions of Paisley, management of digital channels and working with partners. Key performance indicators for marketing and communications activity are outlined here: Our digital footprint 543,128 Unique page views 155,355 Unique page views 2,960,472 Total social media reach and impressions 19,435 320,722 Total social media engagement Most-visited page Paisley Halloween Festival Brand in action ə New Renfrewshire-wide hero photography ə New campaign creative for summer 2022 campaign ə Creation of the following films: – Paisley Calling film – Paisley Calling: Our Architecture – Paisley Calling: You – Paisley Calling: Our Textiles Heritage – Paisley Music Town film – Joy of Cycling film VisitScotland partnership Continuation of the VisitScotland Destination and Sector Marketing Fund to help drive tourism recovery and encourage footfall to Paisley Town Centre post- pandemic (December 2021—September 2022) ə Paid-for social media reach—1.6m ə Paid-for social media impressions—5.8m ə Total clicks generated from paid social media—23K ə Total number of video views—164K ə Total reach of all digital advertising—1m ə PR—OTSH—1.39m ə Media buy (outdoor and print)—1.3m ə Total website visits—50K link clicks Paid-for social media campaign to promote Halloween in partnership with Visit Scotland. This campaign achieved: – 2m impressions – 64, 948 link clicks – £0.07 CPC – 43,749 lands to website – Clicks to landing—67% – Cost per land—£0.10 Partnerships activated ə Campaign partnership – Scotrail ə Strategic partnerships – VisitScotland – EventScotland – Renfrewshire Chamber of Commerce – Paisley First ə Media partnerships – The List – The Skinny – What’s On Network – Mill Magazine Campaigns activated ə Spring consumer campaigns targeting day visitors with propensity to visit. ə Headline sponsor of ROCCOs business awards and ‘Excellence in Tourism’ award. ə Integrated marketing campaigns for town centre events, including national event marketing for Paisley Food & Drink Festival, Paisley Halloween Festival and The Spree ə Partner marketing support for UNBOXED: Creativity in the UK hosted in Paisley Town Centre ə New summer campaign launched—raising the profile and awareness of Paisley and Renfrewshire and positioning Paisley and Renfrewshire as a destination of choice for day visitors. Campaign results: – 5.1 million paid-for OTSH campaign messaging – 57K website page views (campaign pages + blogs) Visit section +120% compared to 2019 Homepage +61% compared to 2019 – Facebook—Reach (organic): 37,485. Reach (paid): 39,917. Engagements: 1,063. Twitter—Impressions: 13,395. Engagements: 659. Instagram—Reach: 6,408. Engagements: 340. Council Facebook—Reach: 14,172. Engagements: 148. Total—Reach/Imp.: 111,377. Engagements: 2,210. Opportunities to see and hear something positive about Paisley and Renfrewshire (OTSH) 204,403,562 Media coverage £4.9m Combined PR value 1,115 Number of articles featuring Paisley or Renfrewshire ə Paisley Food and Drink Festival 2022 —DailyRecord.co.uk, Scottish Field, Scottish Sun Online, Yahoo! UK and Ireland (Web), Scottish Licensed Trade News, Scottish Field, Scotland on Sunday, The Gazette, Paisley Daily Express. ə The Spree and The Wee Spree 2022— Clyde 1, Forth 2, STV Central West, STV Central East, Scottish Field, Glasgow Live, Herald Scotland Online, Today UK News, DailyRecord.co.uk, Glasgow Evening Times, Yahoo! UK and Ireland (Web), Glasgow Evening Times, The Skinny, The Scotsman, TotalNtertainment, Mail Online UK, Scotland and Sunday, The Herald, The Sunday Times, Metro. ə Paisley Halloween Festival 2022—BBC Radio Scotland FM, Glasgow Evening Times, Herald Scotland Online, The List, Scottish Sun, Sunday Mail, Daily Record, The Metro, The Sun, Press and Journal (Aberdeen), Where Can We Go, Primary Times, The National, Evening News, The Times, The Daily Telegraph. ə Paisley Museum —BBC Radio Scotland FM, BBC Radio Gloucestershire, STV Central East and West, BBC2 Scotland, Art Mag, Scottish Construction Now!, Building.co.uk, Evening Express, Sunday Post, World Construction Network, Museums and Heritage Advisor, Glasgow Live, Evening Telegraph, STV (web), Scotland on Sunday, i (The paper for today), The Sunday Times, The Sunday Express (Scotland), The Daily Telegraph, The Times. Coverage highlights include: New product development ə Microadventures is a new visitor proposition and product for Renfrewshire developed in 2022 to align with Renfrewshire’s new emerging Tourism Action Plan. Microadventures are defined as ‘adventures that are short, simple, local, fun and perspective shifting’ —a strong proposition for Renfrewshire’s network of towns and rural locations. The following campaign material and content was developed and curated to support the activity: ə A guide to microadventures in Renfrewshire— www.paisley.is/visit/microadventures ə Inspiring blog content—Five stunning woodlands in Renfrewshire, Easy Cycling—three routes around Renfrewshire. ə Series of commissioned content—three adventure blogs written by local writer and adventurer Cam Procter featuring cycling in Clyde Muirshiel Regional Park, Lochwinnoch, Barcraigs Reservoir and the Glennifer Braes and trail running in Johnstone and the Bluebell Woods. ə Joy of Cycling film—specially commissioned four-minute film, exploring the joy of cycling and what makes Renfrewshire the perfect place to ride. Total social media followers � 55 Page 241 of 276
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Year six performance at-a-glance There were five priorities for year six —continuing to raise the profile of Paisley and Renfrewshire as a day-out destination, supporting the council’s events programme (including Mòd Phàislig), supporting the reopening of cultural venues, engaging with key stakeholders, and providing an evaluation of Paisley to date. Key performance indicators for marketing and communications activity are outlined here: Our digital footprint Campaigns activated Brand evaluation Partnerships activated Opportunities to see and hear something positive about Paisley and Renfrewshire (OTSH) 362,265 page views www.paisley.is 60,224 Unique page views 1,272,863 Total social media reach and impressions 28,073 Total social media followers 29,213 Total social media engagement Most-visited page Paisley Halloween Festival Development and distribution of a new visitor guide to Renfrewshire attractions and hotels, created to inspire visitors travelling to Paisley for Mòd Phàislig Migration of Renfrewshire Heritage Stories on to www.paisley.is, delivering new stories about important historical people and places from every corner of Renfrewshire Sponsorship of Excellence in Tourism Award at ROCCOs—annual business awards of the Renfrewshire Chamber of Commerce A 5-year retrospective report was delivered in September 2023, summarising the marketing activity, undertaken by Paisley, to transform perceptions of Paisley over the last five years. From 2018–2023, the brand achieved the following cumulative KPI totals: ə Campaign partnership – An Comunn Gàidhealach and The Reeling to support Mòd Phàislig 2023 ə Strategic partnerships – VisitScotland – EventScotland – Renfrewshire Chamber of Commerce ə Media partnerships – The List – What’s On Network – Data Thistle – MILL Magazine 272,966,097 Media coverage 1,810 Number of articles featuring Paisley or Renfrewshire ə Mòd Phaislig—The National, (What’s On Network, Gazette, Event Base, Stornoway Gazette, Inverness Courier, BBC Orkney, BBC Shetland, BBC Radio Scotland, What’s On Network, The List, BBC online, We Love Stornoway, Evening Times (print and online), Mòd (The National, Oban Times, Press and Journal (print and online), The List, Stornoway Gazette, West Highland Free Press, BBC Radio Scotland, Radio Clyde, BBC Radio Orkney, STV Central West, STV North, The Scotsman, BBC online, The Courier, Falkirk Herald, Daily Record online, Dundee Evening Telegraph, BBC 2 Scotland. ə Paisley Food & Drink Festival—Herald, Evening Times, Clyde 1, Daily Record (web), Great British Life (web), What’s On Network (web), Paisley Daily Express, Gazette, Renfrewshire News, Paisley.org, Mill Mag. ə Paisley Town Hall reopening—Paisley Daily Express, Paisley.org, Daily Record online, Evening Times (print and online), The Herald, Scottish Construction Now, Gazette, The Herald online. ə Future Paisley—Sculpture House: The Herald, The Herald online The National, Daily Record, Paisley Daily Express, Yahoo.co.uk, What’s On listings. ə Creativity Week—TESS, The Herald, BBC Radio Scotland. ə The Other Side of the River—The Big Issue, BBC Radio Scotland, The Scotsman, Broadway World, The National. ə Paisley Halloween Festival—The Scottish Farmer, What’s On Network, The List, Daily Record online, STV Central East, STV Central West, Paisley Daily Express, The Times (Ireland), Yahoo.com, Evening Times online, The World News, The Gazette. ə Opening of New Library—The Herald, Herald online, Evening Times, Gazette, Evening Times, What’s On Network, Paisley.org. Coverage highlights include: 23.3 million Opportunities to see and hear something positive about Paisley and Renfrewshire (OTSH) Scotland-wide campaign for Mòd Phàislig ə Featuring PR, Out of Home (OOH), print and social media advertising, which generated more than 1.2 billion Opportunities to see and hear something positive about Paisley and Renfrewshire (OTSH) 16.4 million social media reach and impressions 1.2 million social media engagements 2.3 million website views to www.paisley.is 1.2 million unique website users 19.9 million Opportunities to see and hear something positive about Paisley and Renfrewshire (OTSH) Integrated campaign for Paisley Halloween Festival ə comprising PR, OOH, Print, digital and social media, which led to more than Always-on Meta advertising (Facebook & Instagram) activated ə 5777 lands on Paisley.is ə 300,000 accounts reached ə 1,500,000 impressions ə 9000 engagements ə £0.53 average cost per land ə May to September featuring our three main visitor propositions; easy outdoors, microadventures and family days out. Collectively these ads delivered: � 57 Page 243 of 276
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BRAN BRAND REVIEW OF Paisley August 2024 Page 245 of 276
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2 Contents : PAGE 1. Purpose of review 3 2. Executive summary 4 3. Paisley the brand - context 6 4. Consultation feedback 6 5. Paisley the brand - key conclusions 8 6. Options for the brand 16 7. Recommendations 18 8. Timescale and funding 23 9. A new phase 24 Appendices : (i) Online questionnaire results 25 (ii) Brand overload 26 (iii) Examples of Paisley.is brand usage 27 (iv) Renfrewshire : social media audiences 28 (v) RMP – Draft terms of reference 29 (vi) Renfrewshire recurring event schedule 30 (vii) 21 examples of potential festivals 31 (viii)Proposed website reorganisation 32 Page 246 of 276
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3 Paisley was developed to address head on the requirement for a town brand to help challenge outdated, negative perceptions of Paisley - considered to be detrimental to the wider Renfrewshire region - support Paisley’s bid in the UK City of Culture competition and to promote the town’s cultural and heritage assets. This requirement was confirmed in Paisley: The Untold Story. The final brand evolved from ten months of research including interviews with partners, businesses and VisitScotland and a far-reaching digital engagement exercise called ‘What’s Our Story.’ This demonstrated overwhelming support for a Paisley brand. The development and management of the destination brand was taken forward by the Council, through existing resource within the Council’s marketing and communications service. This required specific endorsement from VisitScotland as visitor marketing is expressly not included within Local Authority responsibilities. Six years on from launch, this review has been carried out is in response to a range of questions set out in the proposal document produced by the Council marketing team : • Does the brand work for the wider Renfrewshire region ? • Does the brand resonate with target audiences ? • What are the gaps, strengths and weaknesses of the brand ? • What are the opportunities for the brand ? • How can the brand be sustained in a challenging funding environment ? • How can links with ‘place partners’ be strengthened ? • How should inward investment opportunities be marketed ? • How can the value of the brand be justified ? This document aims to address these questions with one caveat. What’s missing from this work is a bespoke and substantial piece of research to establish the impact of the brand on various target audiences. This would be a very difficult and expensive thing to do objectively and properly. However, the consultation exercise has provided some subjective insight into this question. There are also some useful insights gained from the evaluation of the Council’s events programme which has shown a year on year increasing awareness of the Paisley brand. An effort has been made not to replicate the very comprehensive Paisley.is marketing review presented to the Future Paisley board in September 2023. That review has been used to inform the input to this document but it co-exists as an internal analysis of the Paisley brand, ratified by Future Paisley, whereas this work is very much an independent, external interpretation of what has been achieved over the last six years. Finally, it’s worth re-stating the purpose of the brand when it was launched in 2018. It was designed to respond to ‘step change 1’ of the Future Paisley programme : “Radically change Paisley's image and reputation in Scotland, the UK, and internationally.” The brand tool kit launched in 2018 stated : “We have created a modern brand that will make people more aware of the positive changes happening in the town and communicate what makes Paisley a great place to live, work and visit.” 1.PURPOSE OF REVIEW Page 247 of 276
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4 This review is in response to a detailed brief put out by the marketing team at Renfrewshire Council. To summarise, the Paisley brand is 6 years old and the task is to review how successful the brand has been in that time and what changes, if any, need to be made for the future marketing and promotion of the county. As part of the evaluation of Future Paisley, a comprehensive marketing review was carried out in September and this document is aimed at complementing that work not duplicating it. This review has consisted of 3 pieces of work : an extensive consultation exercise with stakeholders, an analysis of various reports and marketing material from the last 10 years and the introduction of destination marketing best practice from other cities and counties. Every councillor was given the opportunity to contribute to the review and several of them were interviewed face-to face. A further 29 people were individually consulted from key stakeholder organisations in Renfrewshire. A further 32 people responded to an online questionnaire. What hasn’t been possible to include is bespoke research on the consumer attitude to and awareness of the Paisley brand – this would require a much bigger piece of work. The consultation generally revealed an immense amount of goodwill towards the brand, particularly from the cultural community. Positive feedback focussed on the ‘look and feel’ of the brand and all the work that has gone in to support the brand : events and festival development, PR activity and the ‘What’s On’ platform on the Paisley.is website. The contribution of the Paisley brand work in filling a void and maintaining momentum following the disappointing City of Culture decision was also widely highlighted. Adding in the marketing review ‘evidence’ should leave no doubt that the brand work played a critical role in fulfilling one of Future Paisley’s objectives to “radically change Paisley's image and reputation in Scotland, the UK, and internationally.” STEAM tourism data and the economic impact data produced from the major festivals presents a compelling case that the investment in Paisley and, crucially all the work that has underpinned the brand, has produced a very positive return. Most importantly, those consulted unanimously agreed that “it is important that Paisley and Renfrewshire continue to promote itself positively both within the region and outside.” That alone suggests the efforts over the last 6 years have been highly valued. Inevitably, there were some challenges to the brand. Outside of Paisley there are those who believe that it doesn’t work for the wider Renfrewshire region. Other challenges included a lack of visibility of the brand, the fact that it was not adopted by other organisations to become the ‘umbrella’ brand for the county and a sense that the expectations for the brand were too wide-ranging. There are 10 conclusions to all the analysis, most relating to the brand but some also linked to the wider tourism strategy. They combine to help inform the next phase for the brand : • The Paisley brand has unquestionably contributed significantly to the improved image and perception of Paisley/Renfrewshire. • Like many places, there are many brands visible in the Renfrewshire consumer space. There remains the opportunity for consolidation and collaboration in the future to simplify things for the consumer.. 2. EXECUTIVE SUMMARY Page 248 of 276
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5 • For the consumer (residents and visitors), ‘What’s On’ information appears disjointed and fragmented. Again, there is the opportunity for future consolidation. • The Paisley.is website was developed to reach different audiences but perhaps suffers from trying to be ‘all things to all people’. • The biggest strength of the Paisley.is brand is as a campaigning brand. • The Paisley brand enjoys a good level of support for those based in Paisley but lacks support from some people in Renfrewshire who don’t live or work in the town. • The chance should be taken to better align between the new tourism strategy and the future development of Paisley.is. • The promotion of Paisley as a brand is not yet embedded into the fabric of Renfrewshire and has depended on bespoke marketing campaigns with modest budgets. Sustained investment would be needed to address this. • From marketing data to sales data, the emphasis needs now to change. There is solid evidence that Paisley.is has achieved significant reach but economic development data now needs to be the focus. • The Paisley brand should not be diluted by doubling up as the inward investment brand for Renfrewshire (other than in a campaigning capacity). Looking to the future, 3 options were considered for the brand : (a) drop the brand and move on, (b) continue ‘as is’ or (c) revitalise/re-purpose the brand. The stakeholder feedback was overwhelmingly to continue with the brand but to do things differently, the third of those options. In response to the 10 conclusions listed above and the preferred option, 6 recommendations are made for the development of Paisley : • Set up a new, formal ‘Renfrewshire Marketing Partnership’ • Reposition Paisley.is exclusively as a campaigning brand to continue the massively important task of improving the town and the county’s image and perception • Develop a more conventional, dedicated visitor website branded ‘Visit Paisley and Renfrewshire’ • Over time, consolidate ‘What’s On’ initiatives into one definitive platform branded ‘What’s On across Renfrewshire’ • Double-down on developing a dynamic, expanded and varied events and festivals programme • Create a new data ‘dashboard’ that gives timely and useful intelligence of cultural, tourism and leisure activity in the county. The emphasis is on keeping things pragmatic and deliverable. The funding prognosis is not favourable for the next few years and so certain things must be done differently. The proposed website changes require re-organisation of what has already been developed rather than demanding additional content creation or a re-design. All the initiatives are designed as longer-term developments that will stimulate gradual progress, a move away from one-off bursts of expenditure that lead to short-term spikes of response. In terms of timing, the re-opening of Paisley Museum in the spring of 2025 provides an incentive for action. Key to everything is the setting up of a new marketing partnership. As Future Paisley winds down, the proposed Renfrewshire Marketing Partnership would ensure momentum is maintained and it would go a long way to delivering the collaboration that is required to fully exploit marketing opportunities. The Council has carried the burden over the last 6 years. Place marketing should move from being the exclusive responsibility of the Council to a joint responsibility of the key organisations in the area. The other recommendations are all designed to give the Paisley brand a clear (campaigning) purpose moving forward and to support it with smoothing out some other areas of the marketing effort. One way to look at these proposals is to consider this a third phase in the cultural and economic Page 249 of 276
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6 regeneration of Renfrewshire. Phase one, 2014-2017 was all about ambition, building support for the 2021 City of Culture bid and changing the mindset of the local population. Phase two, 2018-2024 was all about delivery, developing the assets that would transform the image of and opportunity for the county alongside a strong, new brand. Phase 3 must be about performance, making sure that the marketing and promotional effort intensifies not diminishes, helping to produce the results that will validate the massive Council investment in cultural regeneration. A simplistic way of looking at the build-up to this point in 2024 is to segment the last 10 years into two distinct phases : Phase 1 : 2014-2017 → AMBITION – Building momentum and support for the very brave and enterprising decision to enter the race for UK City of Culture 2021. It required immense vision and determination and a serious effort to capture ‘the hearts and minds’ of the local population. Phase 2 : 2018-2024 → DELIVERY – Despite the disappointment of the failed bid, there has been an impressive commitment to delivering on the aspirations of becoming the UK City of Culture : Future Piasley, investment in major events, the town hall development, the new library, the arts centre refurbishment, the massive investment in Paisley Museum and other cultural initiatives. The Paisley brand has been an integral part of the Council’s mission to deliver real change in the county’s fortunes. Now that the key projects are all near completion, it seems like an opportune time to think through what the next phase – phase 3 – should look like. This is a useful context for deciding where the Paisley brand goes from here. There are two other important pieces of context that add extra dimensions to the brief of auditing the brand. First, the impending winding down of the Future Paisley programme will potentially leave a gap in the strategic framework that has supported Paisley over the last 6 years. Maintaining interest and commitment in initiatives such as place brand development might be more challenging going forward. Second, it’s clear that for any local authority the budgetary situation is going to be very tight over the next few years. The Paisley brand has benefitted from several very helpful funding schemes since 2018 but there’s no guarantee that there will be the same opportunities in future. Both these issues mean that recommendations for what happens next with the brand must be realistic and pragmatic. At the heart of this review has been a significant consultation. 35 face-to-face interviews have taken place including a selection of 6 cross party councillors. Every other councillor has been given the opportunity to contribute to the discussion through an online questionnaire. 3.Paisley THE BRAND - CONTEXT 4.CONSULTATION FEEDBACK Page 250 of 276
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7 The other interviews have taken place with senior representatives from the following stakeholders : Renfrewshire Council Executive – OneRen – Chamber of Commerce – Engage Renfrewshire – Scottish Leather Group – Paisley First – UWS – West College Scotland – PACE Theatre Company – Outspoken Arts – Visit Scotland – Mill magazine – Erskine Arts – Johnstone Business Consortium – WH Malcolm – Graphical House – Henderson Properties – National Trust – RSPB – Scottish Enterprise - Renfrew Development Trust 12 councillors and 20 other stakeholders responded to the online questionnaire, meaning that some 67 individuals were involved in the consultation. For various reasons there were some notable omissions from the consultation and, at some point, for completeness, it would be good to engage with the following organisations : • Glasgow Airport • Braehead Shopping Centre • St. Mirren F.C. • Mar Hall Hotel • Braehead Arena On some questions, there has a high degree of consensus whilst on other issues views were quite polarised. For most people, the Paisley brand resonated strongly and facilitated a meaningful discussion. For a few people, there was a striking lack of awareness of the brand and its role over the last 6 years. As a very broad generalisation, the closer people were to the cultural agenda and the public sector, and located in Paisley, the more engaged they were with the brand. This reflects the main purpose of the brand. The main feedback can be summarised as follows : POSITIVES (with a high degree of consensus) • Almost universally, people believe that the image and perception of Paisley and Renfrewshire has improved over the last 6 years. • There were very few negative comments about the style of the brand itself – generally people like the ‘look and feel’ of Paisley. Several people commented on the versatility of the brand. It was also acknowledged that the brand doesn’t come across as a typical council branding exercise. • The development of events and festivals in Paisley is highly regarded and is seen as a very positive improvement. • Virtually everyone believes that the continued promotion and marketing of Paisley/Renfrewshire in the future is very important. This must reflect some satisfaction in what has been achieved over the last 6 years. • Most people, though not all, believe that the focus on Paisley for the brand rather than Renfrewshire was both sensible and understandable – the “attack brand”, a reflection of the strategic priority when the brand was launched. • The ‘What’s On’ element of the website is by far the most recognised and used. Page 251 of 276
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8 • Many people, particularly from the cultural sector, referred positively to the void that the Paisley brand had filled after the failed City of Culture bid. It has helped maintain momentum and keep cultural regeneration at the forefront of people’s mind. NEGATIVES • Although a minority, there is clearly a vociferous body of people outside of Paisley who resent that conceptually the brand is Paisley.is not Renfrewshire.is. No amount of persuasion will alter their views. Similar opinions were expressed in the tourism plan consultation. • Some people commented on the lack of visibility of the brand within Renfrewshire and there were similar comments questioning the level of brand awareness with residents in the county. This is largely ‘hearsay’ and is also contradicted by some of the brand awareness research that has happened during the main festivals. It could also reflect the fact that the priority for the brand was to target people outside the region. • It was widely acknowledged that other organisations (possibly apart from the Chamber of Commerce) had failed to pick up the brand and integrate it into their own marketing. Some described Paisley.is as “the Council’s brand” rather than a brand for the whole area.. It has not become the ‘umbrella’ brand adopted by all. This was not helped by changes of leadership at key organisations. • There was inconsistent understanding on what the brand is all about. “The culture brand”, “the destination brand”, “the tourism brand”, “a campaigning brand”, “the Council brand” were all different interpretations of what Paisley stands for. • A lot of people referred to a confusing landscape of branding across Renfrewshire (not uncommon in many places). Lots of brands, lots of initiatives – all fighting for air space and in danger of creating ambiguity for the consumer. • Generally, people were very optimistic about the impact and potential of the Paisley Museum re- opening but there were several concerned comments about the surrounding infrastructure, particularly the High St. and overall town readiness. This has little relevance to the Paisley brand but has wider significance for the marketing of the area. The online questionnaire scores are set out in appendix (i). Note : All the 32 consultees who used the online questionnaire made comments in response to 4 very general questions about the brand. They are in a separate document and these are well worth a look at. Putting the consultation feedback, the Paisley marketing review and an independent assessment together, the following conclusions have been drawn : 5.1 The Paisley brand has unquestionably contributed significantly to the improved image and perception of Paisley/Renfrewshire. 5. Paisley THE BRAND – KEY CONCLUSIONS Page 252 of 276
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9 The marketing review presents substantial evidence that waves of marketing activity, underpinned by the Paisley brand, has ‘shifted the dial’ in terms of the perception and image of Paisley and Renfrewshire. The review details ‘opportunities to see or hear something positive about Paisley and Renfrewshire ‘ in excess of 1.2 billion over 5 years, 1.2 million website users and social media reach and impressions of over 16 million over the same period. Other data sources back up the idea that that all the work around the Paisley brand has paid dividends. For example, independently produced STEAM tourism data for 2022 (the latest numbers) calculates the economic impact of tourism at £251 million, 19% higher than the pre-Covid year of 2019. (This compares very favourably with overall UK figures which are still showing a deficit against 2019). Added to the data evidence is the consultation feedback. 32 councillors and stakeholders answered the online questionnaire. On a scale of 1-5 (with 5 representing “agree strongly”) this was the response to 2 very direct questions : Question Average score from 18 stakeholders Average score from 12 councillors “The Paisley brand work has made a positive contribution to the image of the region over the last 5 years.” 4.60 4.33 “The investment and commitment to the Paisley brand has had a positive economic impact on the region.” 4.25 4.00 With only a few exceptions, the face-to-face interviews painted a similar picture. The validity of the sample size and composition could be questioned but the positive consensus from those consulted was overwhelming. The marketing review also highlighted the success of event and festival development, something identified as an area for improvement by the City of Culture bid team. The following graphic from the Halloween Festival 2023 research clearly illustrates how these events have contributed to the changing image and perception of the area : Page 253 of 276
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10 Stakeholders consulted face-to-face were also very complimentary about the events programme, the majority view being “more please.” This is backed up by the recent figures compiled for 2023/24 showing that the events programme attracted 140,000 attendees, with an average visitor satisfaction rating of 97.5% and a combined economic impact of £5.4 million for Renfrewshire. A research report for Future Paisley from the CCSE at the University of the West of Scotland titled “Public Value of Festivals and Events” concluded : “There is substantial support for the events programme and wider investment” and “Events in Paisley are a good investment.” (https://bit.ly/4fj6V1Y) It is more difficult to assess what impact the brand itself had on the changing of image and perception. The brand was just one element of a broader strategy, delivered by the Council’s marketing and communications teams, to raise the profile of Paisley. This included PR work, the building up of the website, the festival development, the promotional campaigns and all the other activities that have been carried out over the last 6 years. Suffice to say, the Paisley brand has been a vital component of the strategic effort and has underpinned and successfully linked everything together. To illustrate the change that has been brought about, here is just one example of ‘before and after’, one of the 1.2 billion ‘opportunities to see and hear something positive about Paisley” : FROM (October 2013) TO (March 2024) “There’s still a long way to go but nowhere else in Scotland is going about urban regeneration with such vision.” – The Sunday Times “A new report has lifted the lid on Paisley’s retail misery by revealing the town has more empty shops than anywhere else in Scotland.” – Daily Record. Page 254 of 276
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11 Note : The impact of COVID-19 should not be forgotten or under-estimated in assessing the 6-year brand campaign. Some of the achievements of the Paisley brand work are even more impressive when the impact of the pandemic is considered. Less than 2 years after the launch of Paisley, activity was effectively put on hold for 2020 and most of 2021. To maintain the commitment to the brand and to use it effectively for the marketing recovery work was commendable. The 2022 summer campaign, the Paisley.is Calling campaign and the revitalisation of the Halloween festival in 2022 are all excellent examples of the brand in action. 5.2 Renfrewshire has many brands, logos and slogans that will be confusing the consumer (residents and visitors). Appendix (ii) illustrates the cacophony of brands that people in Renfrewshire are exposed to. To the average consumer, understanding that Future Paisley is the name for the City of Culture legacy programme while OneRen has responsibility for running the main cultural organisations while Renfrewshire Council is leading on the branding of the county through Paisley at the same time as Paisley First is doing its best to boost activity in Paisley town centre is a tough challenge. This situation is not unique to Renfrewshire, most other towns, cities and counties have the same problem. Trying to reduce the number of brands on display is not practicable and it is totally understandable that each organisation and initiative wants its own distinct label. What is perhaps a missed opportunity is that the Paisley brand could have been a catalyst for pulling everyone together for a common cause – an ‘umbrella’ brand. There is scant evidence that other organisations rallied behind Paisley and added value to the core activity driven by the Council. From outside, it looks as though it is just accepted that the Council has the sole responsibility for promoting the county, a responsibility that is becoming less sustainable and reasonable. The imminent Tourism Action Plan is an example of a mechanism that could help address this. Most respondents to the consultation acknowledged the opportunity for better collaboration : Question Average score from 18 stakeholders Average score from 12 councillors “More could be done to encourage other organisations in the area to collaborate on marketing and branding Renfrewshire.” 4.25 4.75 This contrasts markedly to the collaborative way that people and organisations in Renfrewshire coalesced around the UK City of Culture bid. Getting this spirit of co-operation re-energised is important for the future especially given the positive appetite through the consultation process for continuing to market and promote Paisley/Renfrewshire, as exemplified by 2 answers in the online questionnaire : Question Average score from 18 stakeholders Average score from 12 councillors Page 255 of 276
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12 “It is important that Paisley and Renfrewshire continue to promote itself positively both within the region and outside.” 5.00 4.67 “It is important to build on the investment in the Paisley brand over the last 6 years.” 4.80 4.25 5.3 A strength of the Paisley.is website is ‘What’s on’ information but for the consumer (residents and visitors) too many ‘What’s On’ sources create a disjointed and fragmented picture. Presenting ‘What’s On’ information in a timely, uniform and accurate way for the consumer is a major challenge for many places around the UK – few do it well. One of the strengths of the Paisley.is website is the presentation of ‘What’s On’ information – it has a good look, it’s searchable and, despite a few glitches, has good functionality. It is though having to fight for air with a host of other ‘What’s On’ sites in the area : Website Description Google search ranking (“what’s on in Renfrewshire”) Google search ranking (“what’s on in Paisley”?) Pailey.is Powered by Data Thistle, it’s comprehensive and open to all 6 1 One Ren Bookable tickets, Council venues only 2 7 Paisley First Events happening in the BID area only - 10 What’s On Renfrewshire Independent network covering central Scotland, free to list 1 2 Visit Scotland Very poor event search for Renfrewshire - 34 The Renfrewshire Gazette Feature led, very poor search facility 7 3 Mill magazine Linked to What’s On Renfrewshire rather than Paisley.is 9 33 Paisley.org.uk Poor, “weekly updates” 28 11 The list National site, relying on own search facility - - The implication of this for the consumer is that it’s ‘potluck’ what information they get depending on which website they choose to select. Get through to the wrong site and they have a very poor experience. The Google ranking scores illustrates the strength of Paisley.is as a Paisley platform and it’s clear there is an opportunity for key organisations in Renfrewshire to coalesce around one main site. 5.4 The Paisley.is website has tried to be ‘all things to all people’. For the future, a key question is what is the Paisley.is website looking to achieve ? The statistics point to the fact that the website has achieved most of its success through ‘What’s On’ and the promotion of events. 8 out of 10 of the most visited pages on the website last year related to ‘What’s On’ and, Page 256 of 276
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13 currently, 4 of the 5 sitelinks on the Google listing take you to ‘What’s On’ pages. The main search result promotes ‘Paisley and Renfrewshire – visit, live, work and invest – Paisley.is’. The main menu on the site has 6 headings – What’s On, Blog, Visit, Stories, Live, Invest. What’s On provides lifestyle information and it is the main visitor website for Renfrewshire yet it takes an unconventional approach to how visitor information is promoted – with an emphasis on stories rather than easy access visitor information. For example, a potential visitor must scroll down a long way to uncover limited information on ‘hotels and accommodation’. The Blog section is interesting and colourful and is focussed on ‘our story’ – it’s unclear who this is aimed at. The live section has some useful information and would be a good component of an inward investment ‘pitch’ rather than as a standalone section. The invest section relies on Council links and would probably sit better as a stand-alone site. The marketing review highlights the growth in the number of pages on the site from around 100 in 2018 to nearly 450 in 2023, an impressive increase in content. There are though some further insights to consider : • Last year the gap between the most viewed page, the Paisley Halloween Festival (57,308) and the 10th most viewed page, the Paisley 10k run (4,302) was considerable. Beyond 10th the figures suggest many pages are receiving little attention and that is a consequence of the wide-ranging nature of the site. • The overall user numbers on the site are volatile, reflecting campaign activity : YEAR UNIQUE USERS 2018/19 100,580 2019/20 230,976 2020/21 134,529 2021/22 255,913 2022/23 459,913 2023/24 228,819 Impressive growth in year 2 against the launch year was thwarted by Covid but the bounce-back in 2021/22 was strong and there followed a spectacular year in 2022/23 fuelled by marketing activity. The figures for 2023/24 are back to year 2 levels. This implies that marketing activity has been the main driver of traffic rather than organic growth. Sustaining growth, given budget limitations, will be difficult. • Figures produced by Visit Scotland show a similar volatility : Annual average views of Paisley/Renfrewshire pages on Visit Scotland Year Total pages Page views Unique Page views 2019 2,382 14,770 12,935 2020 1,196 5,287 4,356 2021 1,344 5,416 3,467 2022 1,560 12,251 9,590 2023 1,120 5,859 4,706 Page 257 of 276
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14 The conclusion to this section is that the Paisley.is website should be re-organised and this is detailed in the recommendations 5.5 The biggest strength of the Paisley.is brand is as a campaigning brand. Following on from the last section, Graphical House, the agency who helped conceive the brand, affirm that the Paisley.is website was designed primarily as a campaigning website rather than as a traditional visitor website. The Paisley.is brand has also been the ‘badge’ of some excellent, stylish marketing campaigns, a small selection can be seen in appendix (iii). Has it worked as a destination brand ? This question was put to stakeholders as part of the face-to- face consultation and the majority consensus was the brand’s strength is as a campaign. There is less consensus on whether it has worked as a destination brand for visitors. The fact is that it is very difficult for a brand to fulfil the dual functions of campaign and destination. Interestingly, Glasgow Life have recently re-badged their main visitor website to Visit Glasgow with ‘People Make Glasgow’ used now as a tagline.. The two brands now sit aside each other – doing different things. Their reasoning is here : https://www.visitglasgow.com/the-city-tourism-brand-is-visit-glasgow 5.6 There needs to be closer alignment between the new tourism strategy and the future development of Paisley.is. The Paisley.is brand should feature prominently in both the new tourism strategy document (‘Renfrewshire’s Tourism Today 2024-2027’) and the accompanying ‘Operational Framework’ Page 258 of 276
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15 document – but it doesn’t. If Paisley.is is regarded as the destination brand for the county then this represents a significant misdirection. Another observation of the new tourism strategy is that, given the ambitions for Renfrewshire, and the massive investment in cultural facilities, a target growth rate of 2% per annum through to 2027 is very cautious. Inflation alone will take care of that. The targets seem out of step with the aspirations of other parts of the Council and should be reviewed. 5.7 The Paisley brand is not supported by some people in Renfrewshire who don’t live or work in Paisley. Most people interviewed as part of the consultation understood and supported the emphasis on Paisley as the destination brand – it is by far the biggest town, it has much greater geographical recognition than Renfrewshire and it is where the bulk of the Council’s investment has been made. Equally understood by most is that if the fortunes of Paisley can be improved then other parts of Renfrewshire should also benefit. However, there was a small but vociferous group of respondents, outwith the Paisley area, who simply cannot support the brand because it doesn’t overtly reference Renfrewshire as a whole. They feel excluded and no amount of persuasion will bring them round to being advocates for Paisley. It as an issue that needs addressing if there is to be a county-wide unity of purpose moving forward. 5.8 The promotion of Paisley as a brand is not embedded into the fabric of Renfrewshire and has depended on bespoke marketing campaigns. What has been very difficult for the Paisley brand to achieve is ‘stickiness’. The only constants for the brand are the website and social media, all other activity has relied upon marketing campaigns when funding has allowed. The pandemic also disrupted continuity. There is a perception that, visually, the brand ‘comes and goes’, alongside big events for example. However, it is worth noting that two surveys of residents during the 2023 Food and Drink Festival and the Sma’ Shot Day showed residents’ awareness of the Paisley.is brand at 78% and 56% respectively. That suggests a reasonable degree of engagement. There simply haven’t been the budgets to give Paisley a consistent presence in the county and this issue is exacerbated by 2 earlier points : 5.3 – too many brands, disjointed ‘What’s On’ marketing and 5.6 - Paisley has worked much better as a campaigning brand. The OneRen website is a good example of a missed opportunity for co-promoting Paisley. Similarly, within Paisley town there are times when the only place branding is for Paisley First and OneRen, neither of which reference Paisley.is : Page 259 of 276
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16 5.9 From marketing data to sales data, the emphasis needs now to change. The supporting marketing data for Paisley over the last 6 years has been comprehensive and highly commendable. The degree to which PR is monitored, events are surveyed for feedback and marketing data is captured on a regular basis would be perceived as ‘best practice’ by many other local authorities. The recent marketing review captures the scale and breadth of information that is analysed. What is missing, as it is in most places, is much ‘harder’ data that takes marketing data a stage further, translating marketing activity into ‘action’ – more people visiting the county, busier hotels, increased attraction audiences, increased retail activity etc. A lot of the information exists, it is just not collected, aggregated and monitored. Once the Paisley Museum has been re-opened, it will be imperative to be able to demonstrate that this significant investment in culture over the last 6 years is leading to a return. Currently, the marketing can be proved, can the sales be proved ? 5.10 The Paisley brand should not be diluted by having to be the inward investment brand for Renfrewshire (other than in a campaigning capacity). Trying to also be the inward investment brand for Renfrewshire is an unnecessary distraction for Paisley – the focus should be on campaigning. This from time to time might be an inward investment campaign (e.g. ‘Paisley.is A great place to do business’) but it makes more sense for the economic development team to have ownership of the strategy, the inward investment ‘story’ and the associated content. An inward investment brand already exists at the Council and, as it works with Paisley.is now, just confuses the picture. The Council’s ‘Renfrewshire’s economic strategy 2020-2030’ document refers to the objective ”to raise Renfrewshire’s profile nationally and internationally as a natural location for inward and established business investment” but there is no reference to Paisley. Changing ‘image and perception’ is quite generic and fits the Paisley brand well. Promoting inward investment is much more specific and requires real focus and collaboration from the Council, the Chamber of Commerce and Scottish Enterprise. ‘Invest in Renfrewshire’ requires a lot of development. Although with separate organisations to the Council, there are two places that do business development/inward investment very effectively and with very distinct brands, Hull and Derby : https://www.futurehumber.com https://www.marketingderby.co.uk To move on from the retrospective, the priority now is to look forward – what next for the Paisley brand ? There are 3 core options : (a) drop it, (b)continue ‘as is’, (c) develop/refresh/revitalise. A brief overview of each option is as follows : OPTION RATIONALE FOR AGAINST 6.OPTIONS FOR THE BRAND Page 260 of 276
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17 1. Drop the brand – move onto something else It has done its job. Things have moved on, let’s create something new and appropriate for now. With Future Paisley coming to its conclusion, the brand can too. Weaknesses (e.g. the Renfrewshire issue) need to be addressed. • Good timing for the museum relaunch • Reflect the county now not what it was 6 years ago. • Some stakeholders can be brought ‘onside’. • ‘New brand’ fatigue • Too soon to lose the brand equity that has been built up (Glasgow’s ‘People make Glasgow’ was launched in 2014, 10 years ago) • Cost of developing a new brand 2. Continue ‘as is’ – build on the strengths Significant time, effort and money has gone into developing the brand, let’s not “throw the baby out with the bath water”. Continuity will further embed the brand and build on its strengths. • Makes the most of the historical investment • Website continuity • ‘Paisley.is’ still works for the challenges ahead • Does nothing to address the weaknesses identified by stakeholders • Opposition to the brand will intensify • ‘Old brand’ fatigue 3. Re-energise and re- vitalise the brand, make it relevant to the current agenda Things have moved on considerably since 2018 so it’s a good time to ‘refresh’ and make sure it’s fit for purpose for the future. It’s also important to address some of the weaknesses associated with the brand. • Chance to build on the investment AND address some key issues • Good timing for the promotion of new assets • Reflects the vast majority view of key stakeholders • Hard to reconcile the ‘Renfrewshire issue’ • Compromise solution • What evidence that stakeholders will support as would be required ? These options were discussed in the consultation face-to-face interviews. With just a few exceptions, there was an overwhelming consensus around option 3. There is confidence in maintaining the brand but a realisation that there are some things to be addressed and that it is the right time to recalibrate for fresh challenges ahead. The same question wasn’t put to the online respondents but a very positive answer to another question suggests a similar preference : Question Average score from 18 stakeholders Average score from 12 councillors “The reasons for developing a brand strategy back in 2016 are still relevant in 2024.” 4.50 4.17 Page 261 of 276
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18 This section aims to build on option 3 (develop/refresh/revitalise) by drawing all the consultation feedback together, by reviewing an extensive collection of documents in relation to the brand and by thinking through how the 10 conclusions set out in section 5 can be addressed. Examples of ‘best practice’ have been included, as applicable. There are 6 key recommendations : 7.1 Set up a new, formal ‘Renfrewshire Marketing Partnership’ If Renfrewshire is to make the most of the opportunities afforded by the new cultural assets then greater collaboration across the county is essential. The successes achieved with the Paisley brand have been driven by a small Council team and is despite a lack of active support from other organisations, and a rather disjointed approach to marketing across Renfrewshire. There has been very good collaboration through Future Paisley with the cultural development agenda but, as this is now winding down, there is a significant case for a new initiative to build on its legacy. In the same way that Future Paisley filled the void following the City of Culture bid so a new Renfrewshire Marketing Partnership can take up the responsibility for keeping place marketing momentum going. The remit of the new partnership would be to create initiatives that encourage and deliver a collaborative approach to the marketing and promotion of the county. Draft terms of reference and a proposed membership of the partnership are set out in Appendix (iv). Looking at the terms of reference for the ’Economic Leadership Panel’ and the ‘Tourism Leadership Group’ , there is no overlap – the new partnership would have a very clear and distinct mandate. The potential benefit of a true partnership approach is demonstrated in appendix (v). Paisley.is has a combined social media (Facebook, Twitter, Instagram) following of around 24,000. The aggregate following of the key organisations in Renfrewshire is 986,000, nearly 1 million, and nearly 40 times the potency of Paisley.is. There is duplication but imagine if that firepower could be harnessed to blast out regular campaigns with Paisley.is as the common denominator ? Outside of the public sector arena, some consultees expressed concern about the potential marketing conflicts of interest between the Council, OneRen and Paisley First. Establishing this new partnership might allay these fears and provide a solid platform for much greater collaboration going forward. 7.2 Reposition Paisley exclusively as a campaigning brand to continue the massively important task of improving the county’s image and perception Rather than trying to be ‘all things to all people’, the Paisley brand should be re-focussed to concentrate on the ongoing challenge of enhancing the image and perception of the town. It is a brand that should remain at the heart of ongoing PR and campaigning work and its target audience focus should be primarily on people from outside of Renfrewshire. Carefully constructed Paisley campaigns should be a regular (quarterly ?) undertaking using the collaborative power of the Renfrewshire Marketing Partnership to make things happen. This is a shift from the marketing burden being the sole responsibility of the Council. An example of a campaign 7.RECOMMENDATIONS 7 Page 262 of 276
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19 could be, at the time of the re-opening of Paisley Museum, a ‘Paisley.is Transforming’ promotion to maximise national and international coverage of the area. Over time, the Paisley.is website can be re-purposed to concentrate on telling the Paisley/Renfrewshire story, updating as things happen and providing the backdrop for ongoing campaigning work. It would also integrate closely with two other sites (see 7.3 and 7.4). This re-focussing of the brand gives it a much clearer sense of purpose, ensures that the brand equity built up over the last 6 years is not lost and helps to address the ‘Renfrewshire issue’ by using it more externally than internally. The opportunity should also be taken, with key stakeholders, to review the ‘tone’ of the brand and its campaigning work. Do elements need to be updated ? This is just the sort of question, with others, that the proposed marketing partnership can seek to get some consensus on. 7.3 Develop a more conventional visitor website branded ‘Visit Paisley and Renfrewshire’ With the Paisley brand concentrated on campaigning, there would be a need to have a more functional, conventional website serving the specific needs of the visitor. The obvious brand for this website would be ‘Visit Paisley and Renfrewshire’ *. There are plenty of examples of visitor websites badging two geographical locations, here’s one for Chester and Cheshire : A new website can be kept straightforward with content areas such as : Where to stay What’s On Trails Top attractions Golf How to spend a day in Paisley Where to eat Walking and cycling How to spend a day in the country How to get here Shopping Towns and villages The new site would be aimed solely at visitors and potential visitors. There would be a prominent link to the re-purposed Paisley.is website for more ‘colour’ and depth of what the county has to offer. The ‘town and country’ offer can be presented side by side. Here are some good examples of visitor websites : https://www.visitderry.com https://www.discovercarlisle.co.uk https://www.visitbrighton.com https://www.visitleicester.info https://visitbristol.co.uk Note : *Why ‘Visit Paisley and Renfrewshire’, why not just “Visit Renfrewshire’ ? There does seem to be a strong consensus that Paisley has much greater geographical recognition than Renfrewshire and it Page 263 of 276
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20 clearly has the bulk of the visitor attractions. The proposed brand for the website is true to the original thinking behind Paisley.is but also recognises the need for inclusivity of the rest of the Renfrewshire County. Note : In terms of ‘look and feel’, the visitor website would maintain the brand guidelines for Paisley.is, there is no need to ‘re-invent the wheel’, just change and provide the focus. 7.4 Over time, consolidate ‘What’s On’ initiatives into one definitive platform branded ‘What’s On across Renfrewshire’ Again, using the collaborative powers of the Renfrewshire Marketing Partnership, aim to create a ‘one- stop shop’ for What’s On information across Renfrewshire. The best current platform is the Paisley.is website and partners such as OneRen and Paisley First should be encouraged to coalesce around developing and supporting this site. Conceptually, re-brand as ‘What’s On across Renfrewshire’ and this re-purposed site would be aimed exclusively at residents and would become the ‘go to’ site for people in Renfrewshire to get the best out of their county. As well as being a stand-alone site, it would also be the platform for the ‘What’s On’ element of the visitor website….and it would have a prominent link to the Paisley.is campaigning website. Leeds inspired (https://www.leedsinspired.co.uk) and Creative Tourist in Manchester (https://www.creativetourist.com) are two interesting sites to take a look at. In time, a more pro-active approach to marketing What’s On could be developed. A curated, monthly newsletter could be published for residents highlighting the best things happening in Renfrewshire in the month ahead. A couple of examples : York do it weekly : https://bit.ly/3TtmZ7r Bradford do it monthly but with an awful design : https://bit.ly/4a9R4Aa Note : Again, the ‘look and feel’ of the site would be unchanged from Paisley.is – the 3 sites would clearly be part of the same family and they would be inextricably linked. A diagram to show how the proposed new approach for the websites would work can be seen in appendix (viii). 7.5 Double-down on developing a dynamic, varied events and festivals programme The Renfrewshire Events Strategy 2022/23 has a very clear direction : “Our vision is to deliver high-quality events through socially engaged practice, deliver positive and memorable experiences for residents and visitors, contribute positively to the local economy, and position Renfrewshire as a great place to visit, work and learn.” It’s clear that Paisley has developed an excellent reputation for events and festivals, particularly the Halloween Festival, the Book Festival and the Food and Drink Festival. The investment in the Arts Page 264 of 276
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21 Centre, Library, the Town Hall and the Paisley Museum together with the event aspirations of Coats provides a fantastic opportunity to further develop the programme. Tight funding makes this very difficult but it is highly recommended that every creative effort is made to ‘double-down’ on the commitment for expansion. Appendix (vi) sets out the current Renfrewshire programme of events and festivals. It highlights gaps in the calendar, particularly early in the year. It also shows a lack of activity in places other than Paisley. These issues should be addressed. Appendix (vii) gives 22 examples of successful events elsewhere in the UK – some of them are large- scale, some are smaller affairs that requires good organisation rather than significant investment. Resourcing is clearly tight but there are ways in which programme development could be encouraged : • Reaching out to English event organisers to see if there could be a Scottish version of their distinct festival (e.g. The Steam Punk Festival in Lincoln- Paisley would be a fantastic backdrop for such an event.) • Approaching organisations in Renfrewshire to see if they would take responsibility for developing a festival (e.g. Could the University of West Scotland replicate York University’s successful ‘Festival of Ideas’ ?) • A competition for event organisers (with some small seed-funding) to come up with ideas for new events, to then deliver them. • A collective endeavour within Paisley that creates a festival that cuts across all the great venues : the Abbey, Town Hall, Museum, Coats, arts Centre etc. • Scotland’s forthcoming new National Events Strategy should be scoured for opportunities. There should be a distinct shift in emphasis at the Council : from organiser to facilitator, making it easy for event organisers to use Paisley’s fantastic creative spaces as their ‘playground’. The events and Renfrewshire events and festivals strategy is due to be updated later this year, it should remain a vital component of Renfrewshire’s regeneration. Two places that have gone really big on events and festivals are Cheltenham and Harrogate : https://www.cheltenhamfestivals.com and Harrogate : https://visitharrogate.co.uk/events/category/festivals 7.6 Create a new data ‘dashboard’ that gives much more timely and useful intelligence of cultural, tourism and leisure activity in the county. As the focus moves from investment in cultural facilities to building audiences and developing tourism, it is essential that Renfrewshire builds on the existing marketing dashboard and adds much more wide- ranging data and intelligence from which to monitor performance. This is difficult to do but with some cross departmental work at the Council, and with co-operation of partners, it is possible to create a monthly snapshot of activity in the area. Data sources could include : Visitor attraction numbers Rail passenger numbers Hotel occupancy Social media data Room rates data Bus passenger numbers Braehead retail footfall RSPB/National Trust visitor numbers Page 265 of 276
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22 Paisley footfall data (Paisley First) Event/festival attendees Website user numbers New cultural/hospitality businesses opening Car park data Media coverage Etc. A lot of this data already exists but it is not brought together and aggregated. If it could be, it would provide a much more valuable and timely measure of what’s being achieved than currently exists. After a year, monthly year on year comparisons can be made and it’s a way of developing much greater knowledge of seasonal variations and an understanding of what promotional activity drives a response. IMPACTS : The impacts that these 6 recommendations are designed to create can be summarised as follows : Recommendation Which issues does it address ? Desired impacts 7.1 Set up a new, formal ‘Renfrewshire Marketing Partnership’. 5.2, 5.6,, 5.8 • Build on the momentum of Future Paisley • Emphasis on collaboration • The responsibility for marketing Renfrewshire becomes a shared one not the sole responsibility of the Council 7.2 Reposition Paisley exclusively as a campaigning brand to continue the massively important task of improving the county’s image and perception. 5.1, 5.5, 5.10 • Renewed focus and targeting • Continuity and development of the brand • An opportunity to ‘re-boot’ 7.3 Plan to develop a more conventional visitor website branded ‘Visit Paisley and Renfrewshire’. 5.4, 5.5, 5.6, 5.7 • Better information and online experience for the visitor • More inclusive for the whole county • More ownership from the tourism team and sector 7.4 Aim to consolidate ‘What’s On’ initiatives into one definitive platform branded ‘What’s On across Renfrewshire’, using Paisley as the template 5.3, 5.7 • A ‘one-stop shop’ • A better experience for residents • Encouraging residents to engage with their county more positively 7.5 Double-down on developing a dynamic, varied events and festivals programme. 5.1 • Responds to “more please” from stakeholders • Complements the fantastic new venues now available : animation • Paisley as a playground 7.6 Create a new data ‘dashboard’ to give much more timely and useful intelligence of cultural, tourism and leisure activity in the county. 5.9 • More informed decision-making • Better understanding of performance • Timely information Page 266 of 276
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23 TIMESCALE : Delivering on these recommendations is not a quick fix. It probably requires an 18-month plan of action. That plan should probably be based on the following logic : • The priority is to set up the Renfrewshire Marketing Partnership, absolutely key in helping to advance the 5 other recommendations. It will require a mandate from the Council and possibly Future Paisley and an early appointment of a strong, suitable external Chair. • There are 3 potential website projects but they are all connected. The work requires re-organisation rather than a massive increase in content and there is no suggestion that the ‘look and feel’ should change. The new sites should be up and running for the re-opening of the Paisley Museum in the spring of 2025. • The recommendation on events and festivals is best picked up as part of the events strategy update later this year. • The data project is potentially the hardest. It will require some resource and possibly a small project team to bring it to fruition and huge co-operation from partners. Again, in a perfect world, the first month of data collection would be January 2025. FUNDING : There are 4 points to make on funding : • The recommendations are deliberately focussed on pragmatic change rather than a reliance on major, new funding. It will require changes of emphasis and resource allocation. • To what degree can existing budgets be re-purposed to underpin the new recommendations ? • A benefit of a new Marketing Partnership should be to evolve a culture in which key partners help to fund marketing campaigns. It is not inconceivable (and it does happen elsewhere) that, for example, 10 organisations in the area (the University, Braehead retail, OneRen, Paisley First, Glasgow Airport, Mar Hall etc.) could contribute £500 each for a £5,000 Paisley brand campaign that promotes the ‘greater good’ of the area. • There are some obvious commercial opportunities that could be taken to help boost the marketing effort. For example, if the new visitor website goes ahead, advertising options should be built in for tourism and hospitality businesses. 8.TIMESCALE AND FUNDING Page 267 of 276
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24 As a summary, all of this could be considered as a distinct new phase in the regeneration of Renfrewshire – a phase 3 in the evolution of a long-term cultural and regeneration strategy. FROM TO TO TIME 2014-2017 2018-2024 2024-2027 IMPERATIVE Ambition Delivery Performance LEAD Bid team Future Paisley Renfrewshire Marketing Partnership/ ELP/Tourism Leadership Group BRANDING Paisley 2021 for UK City of Culture Paisley.is Paisley.is, Visit Paisley and Renfrewshire, What’s On across Renfrewshire 9. A NEW PHASE Page 268 of 276
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25 Appendix (i) : Online questionnaire results (Highest to lowest scores) 5 = Agree strongly 4 = Agree 3 = Neither agree nor disagree 2 = Disagree 1 = Disagree strongly STATEMENT Stakeholder response (Ave.) Councillor response (Ave.) Combined response (Ave.) “It is important that Paisley and Renfrewshire continue to promote itself positively both within the region and outside.” 5.00 4.67 4.88 “There is still a job to do in making residents feel proud and positive about their place.” 4.60 4.75 4.66 “It is important to build on the investment in the Paisley brand over the last 5 years.” 4.80 4.25 4.59 “The Paisley brand work has made a positive contribution to the image of the region over the last 5 years.” 4.60 4.33 4.50 “More could be done to encourage other organisations in the area to collaborate on marketing and branding Renfrewshire.” 4.25 4.75 4.44 “Renfrewshire as a whole has benefitted from the branding work over the last 5 years.” 4.30 4.08 4.21 “The Paisley.is website has significantly helped the visitor economy and the programme of events across the county.” 4.30 4.00 4.19 “The investment and commitment to the Paisley brand has had a positive economic impact on the region.” 4.25 4.00 4.19 “The brand should concentrate on developing the visitor economy rather than be extended to promote other interests e.g. inward investment.” 4.20 4.08 4.16 “The Paisley brand is well recognised within the communities of Renfrewshire.” 4.55 3.42 4.13 “The reasons for developing a brand strategy back in 2016 are still relevant in 2024.” 4.40 4.17 4.13 “More should be done to project Renfrewshire rather than Paisley.” 3.75 4.08 3.87 Page 269 of 276
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26 Appendix (ii) : Brand overload Page 270 of 276
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27 Appendix (iii) : Examples of Paisley.is brand usage Page 271 of 276
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28 Appendix (iv) : Renfrewshire - social media audiences ORGANISATION FACEBOOK TWITTER INSTAGRAM Paisley.is 15,000 3,800 5,000 One Ren 11,000 3,900 3,100 Renfrewshire Council 29,000 29,500 3,500 TOTAL : 55,000 37,200 11,600 ORGANISATION FACEBOOK TWITTER INSTAGRAM UWS 106,000 25,800 15,500 West College Scotland 22,000 7,300 3,800 St.Mirren 29,000 44,000 21,000 Glasgow Airport 50,000 86,000 13,500 Braehead Retail 60,000 11,000 7,500 TOTAL : 267,000 174,100 61,300 ORGANISATION FACEBOOK TWITTER INSTAGRAM Paisley First 17,000 3,500 3,200 Chamber of Commerce 700 5,100 Engage Renfrewshire 2,300 3,800 200 Pace 100 2,000 3,000 Mill Renfrewshire 10,700 200 3,300 RSPB Lochwinnoch 7,600 3,100 Paisley Abbey 3,600 200 1,100 Renfrewshire Gazette 17,000 3,600 200 Paisley on the Web 3,000 8,200 4,900 Creative Renfrewshire 1,300 2,300 700 Coates Paisley 5,000 2,100 TOTAL : 68,300 32,000 18,700 ORGANISATION FACEBOOK TWITTER INSTAGRAM Mar Hall Hotel 25,000 2,500 6,900 Bowfield Hotel 36,000 11,100 Gleddoch Hotel 17,000 13,900 Ingliston Hotel 70,000 3,900 16,400 Glynhill Hotel 15,000 1,400 Lynnhurst Hotel 39,000 3,700 TOTAL : 202,000 6,400 53,400 TOTALS : 592,000 249,700 145,000 OVERALL TOTAL : 986,000 Page 272 of 276
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29 Appendix (v) : Renfrewshire Marketing Partnership - Draft terms of reference Purpose : To deliver much greater marketing collaboration among key organisations within Renfrewshire for the benefit of each organisation and for the county as a whole. Core objectives : • To coalesce around 4 generic marketing campaigns each year that promotes Renfrewshire to potential visitors to the county • To support the creation of a definitive ‘What’s on across Renfrewshire’ content portal to become the ‘go to’ place for ‘what’s on’ information in the county for residents • To support the ongoing efforts, using the ‘Paisley.is’ brand, to improve the external image and perception of Paisley/Renfrewshire through ongoing PR activity • To assist the creation of a new data platform for Renfrewshire that will provide a monthly snapshot of resident/visitor activity in the area • To collaborate on supporting marketing initiatives from individual organisations e.g. OneRen and the re-opening of the Paisley Museum • To provide input to a new visitor focussed website : ‘Visit Paisley and Renfrewshire’ • To champion the creation of a new network for social media marketing practitioners in Renfrewshire : to encourage collaboration and to share expertise • To serve as a ‘sounding board’ for Renfrewshire Council on a range of marketing challenges • To create an annual event when marketing practitioners right across the county can come together and be encouraged to contribute to the Partnership’s initiatives. Partnership members : A private sector Chair Senior marketing executives from the following organisations : Permanent Members 4 from these organisations 4 private sector companies Renfrewshire Council Engage Renfrewshire e.g. The Malcolm Group OneRen Glasgow Airport e.g. Mill magazine Paisley First Braehead Shopping Centre e.g. Aillum Renfrewshire Chamber of Commerce St. Mirren FC e.g. Scottish Leather Group University of West Scotland Mar Hall Golf and Spa Resort e.g. DXC Technology West College Scotland e.g. NS Design Coats Paisley Page 273 of 276
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30 Appendix (vi) : Renfrewshire recurring event schedule MONTH EVENT/FESTIVAL LOCATION DURATION January February March • Paisley International Tango Festival • Lochwinnoch Arts Festival Paisley Lochwinnoch 3 days 1 day April • Paisley Food and Drink Festival • Paisley Book Festival • Paisley Comic Con • PACE Easter Fest Paisley Paisley Paisley Paisley 2 days 4 days 1 day 14 days May • Superhero Spirit Challenge • Braehead Wedding Exhibition Braehead Braehead 3 days 2 days June • Barshaw Gala Day • Renfrew Gala Day • Bishopton Day • Renfrew Food and Drink Festival • Paisley CarFest Barshaw Renfrew Bishopton Renfrew Paisley 1 day 1 day 1 day 2 days 1 day July • Sma’s Shot Day • Renfrew Pipe Band Competition • Scotland Vegan Festival 1 day 1 day 1 day August • Paisley 10K • Colourfest • Film and Comic Con • Renfrewshire Cycle Arts Festival Paisley Braehead Braehead Paisley to Lochwinnoch 1 day 1 day 1 day 7 days September • Big Art Show Paisley 10 weeks October • Paisley Halloween Festival Paisley 3 days November • Erskine Christmas Lights Switch- on • Renfrew Christmas Lights Switch- on • Paisley Model Railway Show • Johnstone Christmas Market Erskine Renfrew Paisley Johnstone 1 day 1 day 2 days 1 day December • Paisley’s Christmas • Johnstone Christmas Lights Switch-on Paisley Johnstone 30 days 1 day Page 274 of 276
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31 Appendix (vii) : 2 examples of potential festivals • Festival of thrift - https://www.festivalofthrift.co.uk • Ice trail - https://visityork.org/york-ice-trail • Steam Punk Festival - https://www.ministryofsteampunk.com/weekend-at-the- asylum-lincoln • Golf festival - https://golfsouthwest.co.uk/cornish-festival-golf-2020/ • Hot air balloon fiesta - https://www.bristolballoonfiesta.co.uk • Health and wellbeing festival - https://www.happyplaceofficial.co.uk/festival/ • Restaurant week - https://www.theyorkbid.com/event/york-restaurant-week/ • Open studios - https://yorkopenstudios.co.uk • Festival of ideas (University) - https://yorkfestivalofideas.com/2023/ • Flower festival - https://issuu.com/visityork/docs/bloom__programme_web_v2 • Cultural music festival - https://riponinternationalfestival.org • Science festival - https://www.cheltenhamfestivals.com/science • Residents festival - https://visityork.org/offers/category/york-residents-festival-2024 • Scarecrow festival - https://www.kettlewellscarecrowfestival.co.uk • Goth weekend - https://wgwshop.whitbygothweekend.co.uk/pages/about-us • Coffee festival - https://www.londoncoffeefestival.com • Festival for kids - https://south.elderflowerfields.co.uk • Ageing well festival - https://ageingwellfestival.org • County wide treasure trails - https://www.treasuretrails.co.uk • Bed race - https://www.bedrace.co.uk • Soapbox challenge - https://www.micklegaterun.co.uk • Beverley Puppet Festival : https://www.beverleypuppetfestival.com Page 275 of 276
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32 Appendix (viii) : Proposed website re-organisation Paisley.is “Umbrella” website brand Target audience : residents and external audiences Purpose : to continue the task of improving the image and perception of Paisley Core content : great imagery, stories, blogs, testimonials, links to related sites Invest in Renfrewshire Specialist inward investment site Target audience : inward investors Purpose : A ‘one stop shop’ for potential investors Core content : the ‘pitch’, property details, business support, the ‘landing package’ What’s on across Renfrewshire Visit Paisley and Renfrewshire Visitor website Target audience : visitors Purpose : to provide a ‘native guide’ for the visitor Core content : accommodation, things to do, where to eat etc. What’s on Website Target audience : residents Purpose : definitive local information Core content : searchable listings N.B. One click, direct link from visitor website Page 276 of 276