Agenda Document Pack - Leadership Board - 14/09/2022
Renfrewshire Council · 14 September 2022
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09/09/2022 Notice of Meeting and Agenda Leadership Board Date Time Venue Wednesday, 14 September 2022 13:00 Council Chambers (Renfrewshire), Council Headquarters, Renfrewshire House, Cotton Street, Paisley, PA1 1AN Membership Councillor Iain Nicolson (Convener): Councillor Jacqueline Cameron (Depute Convener): Councillor Alison Ann-Dowling: Councillor Michelle Campbell: Councillor Graeme Clark: Councillor Gillian Graham: Councillor Neill Graham: Councillor Anne Hannigan: Councillor Alec Leishman: Councillor Marie McGurk: Councillor Iain McMillan: Councillor Jim Paterson: Councillor Emma Rodden: Councillor John Shaw: Councillor Andy Steel: 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. Hybrid Meeting Please note that this meeting is scheduled to be held in the Council Chambers. However, it is a hybrid meeting and arrangements have been made for members to join the meeting remotely should they wish. Webcasting of Meeting This meeting will be filmed for live or subsequent broadcast via the Council’s internet site – at the start of the meeting the Convener will confirm if all or part of the meeting is being filmed. To find the webcast please navigate to https://renfrewshire.public-i.tv/core/portal/home MARK CONAGHAN Head of Corporate Governance
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09/09/2022
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09/09/2022 Items of business Apologies Apologies from members. Declarations of Interest Members are asked to declare an interest in any item(s) on the agenda and to provide a brief explanation of the nature of the interest. 1 Revenue and Capital Budget Monitoring Report Joint report by Chief Executive, Director of Finance & Resources and Chief Finance Officer Renfrewshire HSCP 1 - 14 2 Fairer Renfrewshire Sub-committee Minute of meeting of the Sub-committee held on 16 August 2022 15 - 18 3 Fairer Renfrewshire Update Report by Chief Executive 19 - 34 4 Adult Social Care: Annual Report 2021/22 Report by Chief Officer, Renfrewshire Health and Social Care Partnership 35 - 48 5 Update on Ukrainian Resettlement and Asylum Dispersal Report by Chief Executive 49 - 56 6 OneRen - Active Schools Funding 2023-2027 Report by Chief Executive 57 - 64
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To: Leadership Board On: 14 September 2022 Report by: Chief Executive, Director of Finance and Resources, and Chief Finance Officer Renfrewshire HSCP Heading: Revenue and Capital Budget Monitoring as at 24 June 2022 1. Summary of Financial Position 1.1. The projected revenue outturn at 31 March 2023 for those services reporting to the Leadership Board is an underspend position of £1.789m. 1.2. The projected capital outturn at 31 March 2023 for projects reporting to the Leadership Board is a breakeven position against the revised budget for the year. 1.3. This is summarised in the table below and further analysis is provided in the Appendices. Table 1: Revenue Division Revised Annual Budget £000 Projected Annual Outturn £000 Budget Variance £000 Budget Variance % Adult Services 93,607 91,542 2,065 2.2% Chief Executives 20,327 20,603 (276) (1.4%) Total 113,934 112,145 1,789 1.6% Table 2: Capital Division Revised Annual Budget £000 Projected Annual Outturn £000 Budget Variance £000 Budget Variance % Chief Executives 50,823 50,823 0 0% Leisure Services 2,366 2,366 0 0% Total 53,189 53,189 0 0% Item 1 Page 1 of 64
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2. Recommendations 2.1. Members are requested to: (a) Note the projected Revenue outturn position detailed in Table 1 above; (b) Note the projected Capital outturn position detailed in Table 2 above; and (c) Note the budget adjustments detailed at sections 4 and 6. 3. Revenue 3.1. The Revenue Budget Monitoring report at Appendix 1 identifies a projected annual underspend of £1.789m (1.6% of total budget) for all services reporting to this Board. Detailed division reports can be found in Appendix 2, along with an explanation of each significant projected variance. 3.2. The projected outturn is based on information currently available, and assumptions made by service budget holders. 3.3. The main reasons for the projected outturn position are indicated in the appendices showing both the subjective analysis (what the budget is spent on) and the objective analysis (which division is spending the budget). 3.4. The most significant areas to bring to member’s attention relate to the projected impact of the COVID-19 on both OneRen and Renfrewshire HSCP: OneRen is likely to continue to experience increased cost and reduced revenue generation in the short to medium term as a result of both temporary and more permanent behavioural changes as the recovery from COVID progresses. It is projected that the Council may require to provide OneRen with up to an additional £0.350 million of financial support over 2022/23. The Board and management team of OneRen will continue to put measures in place to mitigate the level of financial support required. Within Adult Services, managed by Renfrewshire HSCP, the service continues to take significant action in response to the pandemic, including providing substantial levels of support to external care providers in order to ensure their ongoing financial sustainability. At Period 3, the service estimates that costs of £9.9m will be incurred specifically in relation to COVID-19 Adult Social Care services by the end of the financial year; this includes costs related to financial sustainability payments to private adult and elderly care providers. The projected costs are however based on the current position and may change depending on the impact of COVID on both internal and externally provided services. Page 2 of 64
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The Scottish Government provided the HSCP with additional COVID-19 funding in the final quarter of 2021/22. This funding has been held as an earmarked reserve and will be utilised to fund COVID-19 costs incurred this financial year. In this context, additional costs specifically relating to the COVID-19 response are not therefore included within this report. Outwith COVID-19 specific costs, the service is current forecasting a £2.1m underspend on core service provision reflecting the significant an ongoing recruitment issues within the health and social care sector. 4. Revenue Budget Adjustments 4.1. Members are requested to note from Appendix 1 that budget adjustments totalling £0.847m have been processed since the 2022/23 budget was approved in March. These relate to: Chief Executives o +£0.646m Future Paisley budget transferred from Miscellaneous services; o +£0.033m service realignment of budget for Corporate Procurement o +£0.200m drawn down from COVID-specific general reserves to replenish the Cultural Heritage & Events Fund (CHEF) Adult Services o -£0.022m transferred from Adult Services to Housing for Women’s Aid Uplift 4.16% for Living Wage. o -£0.010 transferred from Adult Services for 3.5% increase in Care and Repair Budget in Housing. 5. Capital 5.1. The Capital Investment Programme 2022/23 to 2026/27 was approved by the Council on 3 March 2022. 5.2. The Capital Monitoring report at Appendix 3 indicates movement in the approved capital programme for the Chief Executive’s Service for the year of £5.842m which is explained further below. 5.3. The Capital Monitoring report at Appendix 3 indicates movement in the approved capital programme for Leisure Services for the year of £1.612m. 5.4. Further detail, including reasons for significant variances, can be found at Appendix 3. Page 3 of 64
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5.5. It is anticipated that due to both the impact of COVID-19 on the construction industry through constrained supply chain capacity for all major building materials, coupled with heightened demand across the globe as economies emerge from pandemic lockdowns, there will be increasing financial pressures and potential time impacts in several of the Council’s capital building projects. In this context and as previously planned, it is anticipated that consequential cost pressures arising from COVID-19 will require to be addressed from COVID-specific reserve balances. Future reports will provide further detail as this issue develops more substantially over the coming weeks and months and such issues are progressed with individual contractors. 6. Capital Budget Adjustments 6.1. Since the 2022/23 budget was approved in March, budget adjustments totalling £7.454m have arisen as a result of the following: Net budget brought forward into 2021/22 from 2022/23 (£3.555m) as result of updated cash flows: Chief Executives o City Deal: Clyde Waterfront & Renfrew Riverside (£3.555m). Net budget carried forward into 2022/23 from 2021/22 (£5.903m) as result of updated cash flows: Chief Executives o City Deal: Glasgow Airport Investment Area (£1.934m); o GAIA Regeneration: (£1.891m); o AMIDS: Netherton Square (£0.012m); o AMIDS: District Heating Network (£1.204m). Leisure Services o Leisure Investment Programme (£0.321m); o Grass Pitches and Changing Facilities: (£0.369m); o Communities Hall Refurbishment (£0.172m). Budget brought forward from 2023/24 into 2022/23 for updated cash flows (£3.406m); Chief Executives AIMIDS South (£3.406m) to reflect expected timing of expenditure on White Cart Gateway. Budget increases in 2022/23 (£1.150m) Page 4 of 64
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Chief Executives o AMIDS: Netherton Square (£0.950m) as approved by Council on 30 June 2022. Leisure Services o Communities Hall Refurbishment (£0.200m) as approved by Council on 3 March 2022. Budget transfers in 2022/23 (£0.550m); Leisure Services o Community Hall Refurbishment (£0.550m) transfer from Strategic Asset Management Fund as approved by Council on 3 March 2022. ___________________________________________________________________ Implications of this report 1. Financial – The projected budget outturn position for the revenue budget reported to the Leadership Board is an underspend of £1.789m. Income and expenditure will continue to be monitored closely for the rest of the financial year and, where necessary, steps will be taken to mitigate any overspend. The projected outturn position for capital budgets reported to the Leadership Board is breakeven. The Capital programme will continue to be monitored closely for the rest of the financial year. Any changes to current projections in either Revenue or Capital budgets will be reported to the board as early as possible, along with an explanation for the movement. 2. HR and Organisational Development None directly arising from this report. 3. Community/Council Planning None directly arising from this report. 4. Legal None directly arising from this report. 5. Property/Assets Capital projects will result in new assets (City Deal) and refurbishment and improvement to Cultural Infrastructure and Public Realm assets. 6. Information Technology None directly arising from this report. Page 5 of 64
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7. Equality and Human Rights The recommendations contained within this report have been assessed in relation to their impact on equalities and human rights. No negative impacts on equality groups or potential for infringement of individuals’ human rights have been identified arising from the recommendations contained in the report because for example it is for noting only. If required following implementation, the actual impact of the recommendations and the mitigating actions will be reviewed and monitored, and the results of the assessment will be published on the Council’s website. 8. Health and Safety None directly arising from this report. 9. Procurement None directly arising from this report. 10. Risk The potential risk that the Council will overspend its approved budgets for the year will be managed at a Council-wide level by the Chief Executive and Directors. 11. Privacy Impact None directly arising from this report. 12. Cosla Policy Position N/a. 13. Climate Risk None directly arising from this report. __________________________________________________________________ List of Background Papers The Capital Investment Programme 2022/23 to 2026/27 approved by the Council on 3 March 2022 __________________________________________________________________ Authors: Valerie Howie (Revenue) and Geoff Borland (Capital) Page 6 of 64
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Appendix 1 Objective Summary Approved Annual Budget Budget Adjustments Revised Annual Budget P3 Projected Outturn Total Projected Outturn £000 £000 £000 £000 £000 £000 % Adult Services 93,639 (32) 93,607 91,542 91,542 2,065 2.2% Chief Executive's Service 19,448 879 20,327 20,603 20,603 (276) (1.4%) NET EXPENDITURE 113,087 847 113,934 112,145 112,145 1,789 1.6% Subjective Summary Approved Annual Budget Budget Adjustments Revised Annual Budget P3 Projected Outturn Total Projected Outturn £000 £000 £000 £000 £000 £000 % Employees 37,335 3,921 41,256 39,961 39,961 1,295 3.1% Premises Related 725 11 736 848 848 (112) (15.2%) Transport Related 841 0 841 458 458 383 45.5% Supplies and Services 14,979 236 15,215 15,434 15,434 (219) (1.4%) Third Party Payments 64,976 10,575 75,551 75,079 75,079 472 0.6% Transfer Payments 23,232 (14,755) 8,477 8,387 8,387 90 1.1% Support Services 74 0 74 71 71 3 4.1% Depreciation and Impairment Losses 0 0 0 0 0 0 0.0% GROSS EXPENDITURE 142,162 (12) 142,150 140,238 140,238 1,912 1.3% Income (29,075) 859 (28,216) (28,093) (28,093) (123) (0.4%) NET EXPENDITURE 113,087 847 113,934 112,145 112,145 1,789 1.6% RENFREWSHIRE COUNCIL REVENUE BUDGET MONITORING STATEMENT 2022/23 1 April 2022 to 24 June 2022 Budget Variance (Adverse) or Favourable Budget Variance (Adverse) or Favourable POLICY BOARD : LEADERSHIP BOARD Page 7 of 64
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Appendix 2 Objective Summary Approved Annual Budget Budget Adjustments Revised Annual Budget P3 Projected Outturn Total Projected Outturn £000 £000 £000 £000 £000 £000 % Older People 66,521 (5,690) 60,831 59,539 59,539 1,292 2.1% Physical or Sensory Difficulties 6,482 245 6,727 6,525 6,525 202 3.0% Learning Difficulties 17,062 5,611 22,673 22,383 22,383 290 1.3% Mental Health Needs 2,938 (212) 2,726 2,480 2,480 246 9.0% Addiction Services 636 14 650 615 615 35 5.4% NET EXPENDITURE 93,639 (32) 93,607 91,542 91,542 2,065 2.2% Objective Heading Older People Physical or Sensory Difficulties Learning Difficulties Mental Health Needs Addiction Services Key Reasons for Projected Variance RENFREWSHIRE COUNCIL REVENUE BUDGET MONITORING STATEMENT 2022/23 1 April 2022 to 24 June 2022 Budget Variance (Adverse) or Favourable POLICY BOARD : LEADERSHIP BOARD ‐ ADULT SERVICES Underspends in employee costs reflecting national recruitment issues facing all Health & Social Care. Underspends in employee costs reflecting national recruitment issues facing all Health & Social Care. Underspends in employee costs reflecting national recruitment issues facing all Health & Social Care. Underspends in employee costs reflecting national recruitment issues facing all Health & Social Care. Underspends in employee costs reflecting national recruitment issues facing all Health & Social Care. Page 9 of 64
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Appendix 2 Subjective Summary Approved Annual Budget Budget Adjustments Revised Annual Budget P3 Projected Outturn Total Projected Outturn £000 £000 £000 £000 £000 £000 % Employees 32,517 3,722 36,239 35,009 35,009 1,230 3.4% Premises Related 353 11 364 473 473 (109) (29.9%) Transport Related 840 0 840 458 458 382 45.5% Supplies and Services 1,730 235 1,965 1,835 1,835 130 6.6% Third Party Payments 64,850 10,575 75,425 74,953 74,953 472 0.6% Transfer Payments 21,783 (15,600) 6,183 6,090 6,090 93 1.5% Support Services 70 0 70 67 67 3 4.3% Depreciation and Impairment Losses 0 0 0 0 0 0 0.0% GROSS EXPENDITURE 122,143 (1,057) 121,086 118,885 118,885 2,201 1.8% Income (28,504) 1,025 (27,479) (27,343) (27,343) (136) (0.5%) NET EXPENDITURE 93,639 (32) 93,607 91,542 91,542 2,065 2.2% Budget Variance (Adverse) or Favourable 1 April 2022 to 24 June 2022 RENFREWSHIRE COUNCIL REVENUE BUDGET MONITORING STATEMENT 2022/23 POLICY BOARD : LEADERSHIP BOARD ‐ ADULT SERVICES Page 10 of 64
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Appendix 2 Objective Summary Approved Annual Budget Budget Adjustments Revised Annual Budget P3 Projected Outturn Total Projected Outturn £000 £000 £000 £000 £000 £000 % Chief Executive and Management 266 0 266 264 264 2 0.8% Policy and Commissioning 4,530 33 4,563 4,531 4,531 32 0.7% Marketing and Communications 2,918 846 3,764 3,733 3,733 31 0.8% City Deal & Infrastructure 0 0 0 0 0 0.0% Leisure Services (incl Renfrewshire Leisure) 11,734 0 11,734 12,075 12,075 (341) (2.9%) NET EXPENDITURE 19,448 879 20,327 20,603 20,603 (276) (1.4%) Objective Heading Chief Executive and Management No significant projected year end variances to report. Policy and Commissioning No significant projected year end variances to report. Marketing and Communications No significant projected year end variances to report. City Deal & Infrastructure No significant projected year end variances to report. Leisure Services (incl Renfrewshire Leisure) REVENUE BUDGET MONITORING STATEMENT 2022/23 Budget Variance (Adverse) or Favourable 1 April 2022 to 24 June 2022 RENFREWSHIRE COUNCIL POLICY BOARD : LEADERSHIP BOARD ‐ CHIEF EXECUTIVE'S SERVICE Key Reasons for Projected Variance The adverse variance reflects the projected costs of supporting OneRen with a revised level of requisition as a result of the continued impact on service delivery of the recovery from the Covid pandemic. Page 11 of 64
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Appendix 2 Subjective Summary Approved Annual Budget Budget Adjustments Revised Annual Budget P3 Projected Outturn Total Projected Outturn £000 £000 £000 £000 £000 £000 % Employees 4,818 199 5,017 4,952 4,952 65 1.3% Premises Related 372 0 372 375 375 (3) (0.8%) Transport Related 1 0 1 0 0 1 100.0% Supplies and Services 13,249 1 13,250 13,599 13,599 (349) (2.6%) Third Party Payments 126 0 126 126 126 0 0.0% Transfer Payments 1,449 845 2,294 2,297 2,297 (3) (0.1%) Support Services 4 0 4 4 4 0 0.0% Depreciation and Impairment Losses 0 0 0 0 0 0 0.0% GROSS EXPENDITURE 20,019 1,045 21,064 21,353 21,353 (289) (1.4%) Income (571) (166) (737) (750) (750) 13 1.8% NET EXPENDITURE 19,448 879 20,327 20,603 20,603 (276) (1.4%) Budget Variance (Adverse) or Favourable 1 April 2022 to 24 June 2022 POLICY BOARD : LEADERSHIP BOARD ‐ CHIEF EXECUTIVE'S SERVICE RENFREWSHIRE COUNCIL REVENUE BUDGET MONITORING STATEMENT 2022/23 Page 12 of 64
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Appendix 3 Prior Years Approved Budget Revised Projected Expenditure Budget Adjustments Budget Outturn Total Approved Projected to 31/03/2022* 2022‐23 in 2022‐23 2022‐23 2022‐23 Budget Outurn Project Title to 31‐Mar‐27 to 31‐Mar‐27 £000 £000 £000 £000 £000 £000 £000 LEISURE SERVICES Leisure Investment Programme 52,279 0 321 321 321 0 0% 52,600 52,600 0 0% Grass Pitches & Changing Facilities 3,872 0 369 369 369 0 0% 4,241 4,241 0 0% Community Halls Refurbishment 1,710 754 922 1,676 1,676 0 0% 3,386 3,386 0 0% Lagoon Internal Play Centre 0 0 0 0 0 0 0% 1,000 1,000 0 0% Total Leisure Services 57,861 754 1,612 2,366 2,366 0 0% 61,227 61,227 0 0% CHIEF EXECUTIVES City Deal Projects Glasgow Airport Investment Area 38,662 2,314 1,934 4,248 4,248 0 0% 43,053 43,053 0 0% Clyde Waterfront & Renfrew Riverside 21,821 37,714 ‐3,555 34,159 34,159 0 0% 117,748 117,748 0 0% Airport Access 2,934 0 0 0 0 0 0% 141,991 141,991 0 0% Economic Development GAIA Regeneration 2,109 0 1,891 1,891 1,891 0 0% 5,500 5,500 0 0% AMIDS: Public Realm Phase 1 Netheron Square 246 2,726 962 3,688 3,688 0 0% 3,933 3,933 0 0% AMIDS: District Heating Network 3,882 2,007 1,204 3,211 3,211 0 0% 7,093 7,093 0 0% AMIDS: South 415 220 3,406 3,626 3,626 0 0% 42,328 42,328 0 0% Total Chief Executives 70,069 44,981 5,842 50,823 50,823 0 0% 361,646 361,646 0 0% TOTAL LEADERSHIP BOARD 127,930 45,735 7,454 53,189 53,189 0 0% 422,873 422,873 0 0% *Rolling programmes have a prior year year expenditure of £0 as the expenditure is not directly linked from one year to the next as a singular project. Budget Variance (Adverse) or Favourable Budget Variance (Adverse) or Favourable RENFREWSHIRE COUNCIL CAPITAL INVESTMENT STRATEGY ‐ NON‐HOUSING SERVICES 1st April to 24th June 2022 POLICY BOARD: LEADERSHIP Current Year 2022‐23 Full Programme ‐ All years Page 13 of 64
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1 ___________________________________________________________________ To: Leadership Board On: 14 September 2022 ___________________________________________________________________ Report by: Chief Executive ___________________________________________________________________ Heading: Fairer Renfrewshire Update ___________________________________________________________________ 1. Summary 1.1 The Council and its partners have worked collectively for many years to tackle the inequalities that exist across Renfrewshire’s communities, through targeted programmes of work such as the local Tackling Poverty Programme and the Alcohol and Drugs Commission. The pandemic has however exacerbated the inequalities that local residents face, with disproportionate impacts being experienced in terms of issues such as income, health and wellbeing. 1.2 In response to COVID local partners developed a Social Renewal programme, which identified the need to take forward additional work to support people experiencing financial insecurity and poverty. Given the emergence of the cost of living crisis over the last 6 months, Council agreed in March 2022 to bring all of these activities of work under one programme - Fairer Renfrewshire. 1.3 A new sub-committee of the Leadership Board has recently been established to ensure there is scrutiny and oversight of issues relating to poverty and inequality in Renfrewshire, with an initial focus on the local response to the cost of living crisis. The first meeting of the Fairer Renfrewshire sub-group took place on 16 August 2022, where a report on the issues facing individuals and families in Renfrewshire was discussed along with some of the current Council responses already in place. A special meeting of the Fairer Renfrewshire sub-committee is currently being scheduled for end of September / early October. This will involve wider stakeholders, who will be able to share their views on emerging areas of need and help to identify local actions that can be progressed by partners. 1.4 The cost of living crisis is deeply concerning for local residents and communities, and services and partners are reporting increasing incidence of local people indicating that they are unable to meet increasing household costs, with particular pressure in relation to Item 3 Page 19 of 64
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2 soaring food and fuel costs. The scale of cost of living pressures is widespread, affecting many additional individuals and households that may not have experienced issues meeting household expenditure in the past. 1.5 The crisis and its impacts are emerging at a fast pace, and the Council and its partners have continued to work together to build on the work we have been doing both prior and as a response to the pandemic, to support people impacted by poverty and financial insecurity. However the extent of the crisis will continue to require significant funding and intervention at a national government level. 1.6 In total, over £4.4m has been allocated to support financial insecurity and poverty through strategic funding, with a range of other initiatives being delivered by specific Council services and partners. Building on funding of over £2m allocated in 21/22 to support households experiencing financial insecurity, since March 2022 the Council has allocated a further £2.4m to support people in Renfrewshire, including £1.15m to support the delivery of the Tackling Poverty Programme in 22/23. A significant proportion of the funding allocated since March 2022 has been and will be used during the whole year to put money directly into the pockets of residents and households or to provide direct support on food and fuel, including: • £500,000 to top up the Scottish Welfare Fund allocation locally • £300,000 to top up Discretionary Housing Payment funding • £370,000 to deliver Financial Insecurity Payments to households • £50,000 to extend a fuel insecurity scheme with Renfrewshire CAB, Linstone Housing Association and Renfrewshire Foodbank 1.7 A significant focus also continues to be on extending and targeting advice provision to ensure people access support as early as possible to manage household income issues, including support to maximise household income and to access employment opportunities. 1.8 Section 4 of this paper provides a detailed summary of the activities undertaken to date in Renfrewshire in response to financial insecurity and the wider cost of living crisis, whilst section 5 sets out proposals to allocate a further £450,000 of immediate funding to local households and families, with £100,000 to be utilised to support the delivery of an advice pilot in schools in Renfrewshire in partnership with Renfrewshire Citizens Advice Bureau, and £300,000 to be allocated to provide a £50 Winter School Clothing Payment to each eligible child in Renfrewshire during October 2022, repeating the successful delivery of this initiative in 21/22. A further £50,000 will be set aside to support the development of a Winter Connections programme in partnership with local organisations – encouraging people to connect and participate in activities in warm and welcoming spaces across communities in Renfrewshire. 1.9 An update is also provided on a review undertaken of the approach to allocating Financial Insecurity payments to low income households experiencing financial hardship, and sets out proposals for revising the current process to ensure this funding is targeted effectively over the remainder of 2022/23. Page 20 of 64
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3 1.10 Section 6 of this paper, provides a summary of applications received in relation to the Community Food Fund, which was relaunched over Summer 2022, with £50,000 of funding available to support local community food initiatives. It is recommended that 8 applications totalling £44,970 are approved for award by the Leadership Board. 1.11 In terms of the wider Fairer Renfrewshire programme and the Alcohol and Drugs Commission work, Section 7 of this paper provides an update on the launch of the Recovery Change Fund, following approval of this funding in June 2022. The paper includes recommendation to award funding to the first two projects from the Fund, as detailed in Appendix 2, with a total funding requirement of £14,279. 1.12 Elected members will be aware that as at 7th September, both the UK and Scottish Governments are seeking to implement interventions to support households impacted by the cost of living crisis. The detail of this will emerge over the coming days and weeks, and a verbal update on any additional supports that have been introduced will be provided at the board meeting. 2. Recommendations 2.1 It is recommended that members of the Leadership Board: • Note the content of the report and the funding that has been allocated to support individual households and residents in Renfrewshire impacted by financial insecurity and the emerging cost of living crisis. • Approve the allocation of £300,000 from the Fairer Renfrewshire programme to deliver an additional £50 Winter Clothing Payment per child currently in receipt of a School Clothing Grant • Approve grant funding of £100,000 to Renfrewshire Citizens Advice Bureau for a school advice pilot in Renfrewshire secondary schools, as detailed in section 5. • Approve arrangements for the extension of the Financial Insecurity Winter Payment to support families and individuals in Renfrewshire who are struggling with low incomes, as detailed at Section 5. • Agree plans to develop a Winter Connections Programme in Renfrewshire, and approve the allocation of £50,000 to support the provision of welcoming and warm spaces across communities, with a focus on promoting wellbeing, reducing isolation and making sure people have access to advice and support. • Approve the allocation of £44,970 of the Community Food Fund, as detailed at Section 6 and Appendix 1. • Approve the allocation of £14,279 from the Recovery Change Fund to support the initiatives detailed in Section 7 and Appendix 2. • Approve the arrangements for progressing the next round of the Recovery Change Fund as detailed at Section 7. 3. Background Page 21 of 64
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4 3.1 The Council and its partners have been working over the longer term to tackle the inequalities that exist across Renfrewshire’s communities, including through the Tackling Poverty and Alcohol and Drugs Commission Programmes. In recognition of the disproportionate impact that the pandemic has had on local people and communities, partners also worked together on a Social Renewal Programme in 2021 which identified the need to work together to target additional issues being experienced in relation to poverty, financial insecurity and wellbeing. 3.2 As agreed by Council on 3 March 2022, all activities previously under these programmes of work will now come together to form a new Fairer Renfrewshire Programme which will also extend to include further actions and initiatives to support local residents, especially with regards to the cost-of-living crisis. Fairer Renfrewshire sub-committee 3.3 Council agreed on 19 May 2022 to form a Fairer Renfrewshire Sub-Committee to facilitate more scrutiny and oversight of issues relating to poverty and inequality in Renfrewshire and the first meeting of this sub-group took place on 16 August 2022, where a detailed report on current pressures on household finances was shared, alongside further information on local work relating to food and fuel insecurity specifically. A range of issues were identified by members, which will be explored and a report brought back to the sub-committee at its next meeting. These include further opportunities in relation to community food provision, the re- use and refurbishment of household items such as white goods, and housing support for residents. 3.4 It was recognised that many of the issues that were being discussed at the sub-committee were cross-cutting in nature, and would likely be explored through the relevant policy board structures. It was agreed that a cross-service officer group would be established to explore the issues raised by the sub-committee in more detail, as well as identifying opportunities on an ongoing basis to support the response to the crisis. 3.5 As the scale of the crisis continues to widen, many parallels can begin to be drawn with COVID in terms of the types of support that may be required by households, communities and businesses over the next 12-24 months. The officer group will review the interventions that were utilised during the COVID period to provide support, and will assess whether some of these could be adopted should the crisis deepen further as anticipated. 3.6 A special meeting of the Fairer Renfrewshire sub-committee is currently being scheduled for early October. This will involve wider stakeholders, who will be able to share their views on emerging areas of need and help to identify local actions that can be progressed by partners. 4. Overview of local activities to address financial insecurity and poverty 4.1 The cost of living crisis continues to deepen on a daily basis, and the Council and partners have continued to develop the local response to provide as much support as is possible to Page 22 of 64
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5 local people, albeit significant intervention and funding at a national level will be required to support household and families over the short and medium term. 4.2 In 2021/22, the Council allocated over £2m to support initiatives which target poverty and financial insecurity, utilising available Scottish Government funding and social renewal funding. Many of these initiatives remain underway and have included: • £230,000 allocated initially to provide individual grants of £100 for households facing financial insecurity/hardship to cover fuel and essentials. Clients are referred from trusted partners to ensure we are targeting priority groups, especially those who may not be eligible for support from elsewhere, but may be struggling. • £325,000 allocated to support an additional £50 payment per child for children already in receipt of School Clothing Grants to support with purchase of winter clothing in Winter 2021 • £160,000 allocated to top up the Scottish Welfare Fund to maintain payments at the current (highest) rate. • £90,000 to top up Discretionary Housing Payments which will assist clients in maintaining their tenancy and prevent homelessness. • £38,000 for an additional Improving the Cancer Journey Coordinator for one year to support individuals who have a long-term condition. This provides capacity to see service users more quickly and provide them with appropriate advice. • £100,000 funding for place based responses to food insecurity, including support for Pantries and £25,000 to establish a Community Food Fund. This has allowed thousands of families throughout Renfrewshire to access food in a dignified way. • An initial £50,000 to provide emergency fuel support, backed by energy advice, to low- income families struggling with energy costs was set up in September 2021 with local partners. • £45,000 allocated to support affordable credit work, including employment of an Affordable Credit Officer to work in our communities. • We have also provided £10,000 to Renfrewshire Foodbank to support their work around emergency food provision. Additional funding and support allocated since March 2022 4.3 Since March 2022, officers have continued to work with partners to build on the activity and support that was established during 2021/22, extending funding to continue to support the delivery of key projects and identifying gaps in provision in order to provide additional support to local residents and households. This work has been progressed at pace, prioritising all of the available staffing resource possible to develop and implement these initiatives without delay. 4.4 Since March 2022, an additional £2.4m has been allocated: • £50,000 to extend the fuel insecurity pilot currently being delivered in partnership by Linstone Housing Association, Renfrewshire CAB and Renfrewshire Foodbank. • £34,000 to top up the Community Food Fund • £300,000 to top up Discretionary Housing payment funding • £500,000 to top up the Scottish Welfare Fund allocation Page 23 of 64
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6 • £370,000 to extend the programme of financial insecurity payments detailed in section 4.2 and section 5 of this report. 4.5 The Tackling Poverty Programme has also continued to deliver a number of projects that increase household income and reduce expenditure, including: • Energy Advocates saved clients over £325,000 in 2021/22 and continue to work this year providing support with ongoing savings, write offs and Warm Home Discounts as well as referral to voucher schemes. • Cost of the School Day funding was topped up by £75,000 as has been done each year for the last 4 years, with food vouchers, energy top-ups, toiletries and warm clothing being supplied last school year as well as more usual items such as stationery and school uniforms. • Street Stuff programme provides free activities for children in the evenings, during the holidays and at weekends. A free healthy meal is provided and the Street Stuff buses also have free wifi to ensure young people aren’t digitally excluded. 4.6 Advice is a vitally important part of efforts to support those on lower incomes. In addition to the Council’s in-house advice service Advice Works, the Council also provides funding to Renfrewshire Citizens Advice Bureau (RCAB) to provide both a general advice service and a community legal advice service. In addition to this, a number of additional supports have been funded, including: • A Welfare Rights service providing additional advice and representation across the range of welfare benefits, based at RCAB • A ‘Fair Work’ service which provides advice on employment related issues, based at RCAB • A benefit take-up campaign which has received £5,000 through the Social Renewal budget, running targeted campaigns in November and January • Advice is also now being provided from two GP surgeries, with Mirin Practice and the Tannahill Practice newly receiving this support from Advice Works in the first instance, with a view to expanding to other surgeries. 5. Emerging opportunities and developments to enhance support Winter Clothing Grant 5.1 As highlighted in section 4, during Winter 2021/22 the Council provided a £50 payment per child to families where children were already in receipt of School Clothing Grants to support with purchase of winter clothing. Scottish Government funding to address financial insecurity over the Winter period was utilised to provide this funding. Many families use their initial grant for clothing bought in summer for starting school, so a winter payment allowed the purchase of warmer items. 5.2 Recognising the significant additional financial pressures faced by low-income families locally, particularly in light of the growing cost of living crisis, it is recommended that a further payment of £50 is made for the 2022/23 academic year, to allow families to purchase additional winter clothing for children. 5.3 This would be an automated payment to households currently in receipt of School Clothing Grants, with no application or further action required by parents and carers. Payment would Page 24 of 64
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7 be made directly to bank accounts (details of which are already held) during October 2022. £300,000 would be allocated from the Fairer Renfrewshire funding envelope to support the provision of this payment Extending Advice Provision - School Support Service 5.4 As highlighted above, it is critical that local partners continue to promote and support as many people as possible to access advice services, which can help them to manage their household income more effectively. At Council on 3 March 2022 a motion was passed to provide, funding for a joint 2-year pilot financial inclusion project in schools supported by Renfrewshire CAB; with a focus on areas where identified gaps in provision exist and those areas not covered by existing services such as Families First. The pilot will be fully developed in a future report to the Leadership Board. 5.5 Discussion with Renfrewshire CAB has taken place to agree the specification of a pilot project for advice in secondary schools. With Advice Works already supporting families with young children through the Tackling Poverty programme funded Families First and Healthier Wealthier Children projects, it is intended that they will be responsible for provision of advice across Renfrewshire primary schools and nurseries, while Renfrewshire CAB will run a pilot across within Renfrewshire secondary schools. 5.6 This paper seeks approval for funding of £50,000 per year over two years for this pilot, with a total value of £100,000. Renfrewshire CAB have committed to work with schools in a flexible way to meet school community and parents’ needs. 5.7 It is recognised that in many cases families have children across both primary and secondary school provision. In these cases, Renfrewshire CAB and Advice Works will agree processes to avoid duplication for parents while maximising support. Financial Insecurity Winter Payment – extension of programme 5.8 A Financial Insecurity Winter Payment was launched in February 2022 using the Scottish Government’s Winter Support Fund, and later supplemented with additional funding agreed by Council as part of a budget motion in March 2022, as well as the Scottish Government COVID-19 Economic Recovery Fund. £600,000 of funding in total has been made available to support delivery of payments, with approximately £170,000 allocated in the first phase. 5.9 This payment is a flexible hardship payment provided to households who are experiencing financial insecurity, particularly due to rising energy costs and cost of living pressures. At Leadership Board on 22 June 2022 it was agreed that a review of this payment should be carried out to ensure it is meeting target groups and examine how it could be scaled up. 5.10 The payments are available on a referral only basis in order to enable targeting to groups that have been unable to access other supports, and is administered by Advice Works alongside the provision of wider money advice for households. This funding has provided payments to nearly 1,700 people since its inception and has worked with over 15 different services and partners to reach households experiencing financial difficulties. Recipients so far include those over pension age, ethnically diverse communities, clients of our housing and homeless services, those affected by multiple health issues and parents of young children. We have also reached 379 families who fit within our Child Poverty Priority Page 25 of 64
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8 Groups, including 322 lone parents and 381 households which contain a disabled child or adult. (Households can fit into more than one priority group). 5.11 In order to provide support quickly to households in need at this critical time, the referral pathways for the fund have been reviewed and will be expanded to include larger referrers such as Renfrewshire Health and Social Care Partnership, Housing Associations and Invest in Renfrewshire employability service. In order to facilitate this, additional resource will be provided to support Advice Works to continue to administer the distribution of the fund. This will allow services with higher numbers of clients to refer in and the money to be distributed more quickly to those in need of support. 5.12 The Financial Insecurity Winter Payment is currently paid at a flat rate of £100 per household, agreed in early 2022 when the fund was originally designed. In recognition of the estimated increase of the energy price cap and the impact this will have on the cost of energy bills, it is recommended this is increased to a rate of £150 per household from 1st October. It is further recommended that households who have already received this payment can receive one further payment from the fund from 1st October if this is still required. 5.13 Officers will continue to work with partners to identify further opportunities to provide targeted support to local people and communities. Engagement with low income households is planned during Winter 2022, in partnership with the Poverty Alliance, and further ideas and opportunities will also be developed through engagement with the Fairer Renfrewshire Sub-Committee. “Warm spaces” 5.14 There has been much commentary in the media in relation to the decision by some local authorities and partners to establish warm spaces or warm hubs, that local residents can visit should they be finding it difficult to afford to heat their homes. In Renfrewshire the Council, HSCP and One Ren have started to explore opportunities with local partners for an approach that would work in Renfrewshire. 5.15 It is important that any opportunities that are progressed reduce stigma and are rooted in encouraging and supporting people to join together over the winter period, to connect more, to promote positive health and wellbeing, and to access advice and support when they need this. A Winter Connections campaign will be developed to promote the local approach to support during the winter period, recognising that some local organisations have already put into place plans to take this forward in their own community. 5.16 A working group will be formed to assess opportunities to maximise the use of existing buildings for this purpose. This includes community facilities and activities which are led by the community groups and organisations. As an addition to work already underway in existing buildings, officers will then work with partners to map these opportunities and ensure there is good coverage of spaces and activities across Renfrewshire. Page 26 of 64
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9 5.17 It is suggested that £50,000 of funding is allocated from Fairer Renfrewshire funding, to provide small grants to local organisations to support the Winter Connections programme. In order to ensure that this funding is able to be distributed as quickly as possible, it is recommended that authority is delegated to the Director of Communities and Housing to award grants in line with the guidance which will be developed. Information on awards would be provided to the next Leadership Board on 30 November 2022. 6. Community Food Fund 6.1 In June 2022 members of the Leadership Board approved the top-up of the existing Community Food Fund to £50,000 and the Fund opened for applications on 7 July and closed on 12 August 2022. The purpose of the Fund is to make awards to organisations to develop community food offerings which move from emergency response to promote dignified, localised access to food and community resilience. With refreshed guidance, also agreed at Leadership Board in June 2022, this was expanded to allow the purchase of food due to increased demand being experienced across local organisations for food support and issues being experienced around food supply, largely driven by cost pressures and supply chain issues. 6.2 In total 8 organisations applied for this funding, with a good geographical split across Renfrewshire. The applications were assessed by officers from Renfrewshire Council and Engage Renfrewshire in August 2022. It is recommended that funding of £44,970 is allocated, with full detail provided within Appendix 1. 6.3 The Council will work with the local groups and organisations that are providing food support to people and it is intended that those groups will form part of a Renfrewshire food partnership group examining issues around food insecurity and food provision more broadly. An initial stakeholder session to bring together potential partners and explore the remit of the partnership will be held in early October. 7. Alcohol and Drug Commission 7.1 The Alcohol and Drugs Commission and the resulting programme of change, is a core element of the Fairer Renfrewshire programme with £2m of funding allocated by the Council, to support the local response to the Commission’s recommendations. During the Alcohol and Drugs Commission's listening programme, local groups and organisations stated that it was very difficult to gain funding to support their activities and that further funding could allow them to expand and grow what they did to support local people. In turn, local people experiencing issues with alcohol and drugs felt there needed to be more community-based alternatives to support, as opposed to through formal services. This was felt to be particularly true in terms of mental health and peer support. 7.2 As a result, Council agreed to allocate £150,000 to establish a Recovery Change Fund. The aim of the Fund is to support the development of local groups and organisations which provide social connection and support recovery in Renfrewshire, as well as to provide opportunities to support piloting new ideas and projects in relation to mental health, Page 27 of 64
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10 recovery, stigma, and social isolation - gaps in provision identified during the work of the Commission. 7.3 Following approval to progress the Recovery Change Fund at Leadership Board on 22 June 2022, the application process was launched with applications accepted between 1 July and 29 July. In total 6 organisations applied to the Fund. 7.4 A formal evaluation process was undertaken by a multiagency Assessment Panel, including officers from Renfrewshire Council, Renfrewshire ADP, and Engage Renfrewshire, scoring each application using a scoring matrix with weightings against key criteria agreed by Leadership Board: • Impact: the extent to which activities will make a positive impact on the lives of those affected by alcohol and/or drugs, and how this can be evidenced. • Social connection: the extent to which the initiative provides opportunities to reduce social isolation and loneliness for individuals and families impacted by alcohol and drug use. • Sustainability: how you could sustain the level of support you would be offering beyond the funding period. • Innovation: how new and innovative the project is, particularly for applicants piloting new ideas. • Past experience/track record: the extent to which your organisation has past experience of providing support to individuals, families, and communities. • Partnership working: the extent to which projects work in partnership with others, including the wider recovery network. 7.5 The Panel identified two eligible projects to be recommended for award of funding, with a total combined funding requirement of £14,279.00 as detailed in Appendix 2. 7.6 The two projects recommended for award will support initiatives delivering specific one-to- one female and male support for those affected by substance use, including increasing self- esteem and confidence, and disengaging from abusive relationships, as well as initiatives around supporting and encouraging local people to access recovery and wellbeing services, removing barriers, and creating pathways to networks and services. 7.7 With a balance of funding remaining, it is proposed that the next round of funding will open following approval by the Leadership Board and close in early November 2022, with recommendations being brought back to this Board early 2023. This will link in with the ongoing Connected and Caring Renfrewshire programme of events and activities, particularly the Recovery Walk, which will take place in Paisley on 24 September 2022. Promotion and engagement will be ongoing to ensure that we continue to raise awareness of the Fund and its specific criteria. 7.8 A number of applications have been identified as being recommended to be deferred to the proposed next round of funding, with work taking place with organisations to develop applications, with particular attention to the specific criteria of this Fund, as well as exploring Page 28 of 64
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11 opportunities for partnership working with other organisations, the wider recovery network etc. 7.9 In addition, Council and ADP officers, in partnership with Engage Renfrewshire, will work with unsuccessful applicants to signpost to alternative sources of funding. 7.10 Members of Leadership Board are asked to approve the award recommendations as set out in Appendix B. Progress on all projects funded through the Recovery Change Fund will be monitored and reported back to Leadership Board. 8. Next steps 8.1 As highlighted throughout this paper, there will be an ongoing need for officers and partners to work very closely if the scale of the cost of living crisis deepens as expected. There may be a requirement to respond quickly and flexibly to emerging need over potentially an extended period of time – the crisis and its impacts are likely to last for a period of several years. 8.2 There will be a requirement for the Council to respond very quickly to deliver supports identified and funded by the UK and Scottish Government, similar to the way in which services were required to respond during the pandemic. It is anticipated that further information on the interventions that will be put into place by the UK Government and Scottish Government will emerge during the first half of September. Verbal updates will be provided at the board meeting as required. Implications of the Report 1. Financial – The report seeks approvals for a number of allocations of funding from the approved budget for the Fairer Renfrewshire Programme as agreed by Council on the 3rd March 2022. 2. HR & Organisational Development – none 3. Community/Council Planning – 4. Legal - none 5. Property/Assets - none 6. Information Technology - none 7. Equality and Human Rights – 8. Health and Safety - none 9. Procurement – none 10. Risk – none Page 29 of 64
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12 11. Privacy Impact – none 12. COSLA Policy Position – none 13. Climate Risk – none Author: Laura McIntyre, Head of Policy and Commissioning Page 30 of 64
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1 Appendix 1 – Proposed awards for Community Food Fund September 2022 Organisation and area Funding requested Purpose Funding proposed for approval Active Communities £10,000 Johnstone Food Pantry - Active Communities recently opened a Community pantry in Station Seven Johnstone, however food supply issues have meant there is a lack of stock, and they have had to limit membership numbers. Funding will allow them to purchase food and service more people. They have also requested funding for a poly tunnel so that they can grow food, making the project more sustainable, along with food hygiene training costs. £10,000 Community Action for Erskine (CAFE) T/A EBI Unites £7,000 Through nourish we flourish - EBI Unites run an established pantry and food project in Erskine. They are seeking part funding for their cooking club for 50 participants and funding to make their provision more dignified for those who use the service through the purchase of a glass fronted fridge and freezer. £3,000 Darkwood Crew £10,000 Fareshare Distribution - Surplus Food Run - Darkwood Crew have applied for funding on behalf of three organisations with established food provision: themselves, EBI Unites and Lochwinnoch Community Larder to continue their current joint FareShare membership, which provides a supply of surplus food to those organisations to for their own food distribution projects. Darkwood Crew hold a weekly market for residents and funding will allow this to continue. Transport costs applied for will also allow them to continue to distribute food across their partnership. £10,000 LEAP – Lochwinnoch Community Larder £3,000 Community larder dignity project - Lochwinnoch Community Larder are looking to purchase non-perishable food to supplement existing fresh provision to help during cost of living crisis. At present, much of their food comes via the joint FareShare membership and a number of pick ups of surplus food from shops, however much of this is fresh and short dated. £3,000 Paisley West Church £5,000 Tackling Food Poverty Community Meal - Paisley West Church would like to run a weekly lunch to reach 50 people and are looking for start-up costs, including for food hygiene training as well as food purchase costs. The meal will be open to anyone who wants to come along and the project will be supported by donations long term. Due to the funding via the Church to purchase food, it is recommended that start-up costs for equipment and training are funded in full and the funding for food is reduced from one full year’s funding to the initial 3 months. £2,350 Rainbow Buddies £2,680 Growth to food project - Rainbow Buddies wants to help families and children understand where food comes from, cook cost effective and healthy meals and intend to provide 1 hot meal per week, along with cookery skills £2,180 Page 31 of 64
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2 classes and growing food. This is especially for parents and carers with pre-school children. As part of their application, Rainbow Buddies had requested funding of £500 for a bus visit to a farm. As this does not fit with the Fund guidance it is recommended that the award is reduced to reflect this. Renfrew Development Trust £4,440 Foodie bags - Renfrew Development Trust want to hire a stall at Renfrew market and provide meal bags with ingredients and recipe cards and give them out for free. The recipes will be healthy and the food different each week. Making the bags free will ensure the project is stigma free and donations will be invited. This project will help to gauge need for a food pantry or similar community food provision in Renfrew. The funding application covers costs of the bags, including food for a 6 month period and also food hygiene training. £4,440 Recovery Across Mental Health (RAMH) £10,000 Paisley Pantry – RAMH opened a pantry earlier in 2022 in the centre of Paisley and have already had 500 members sign up, however they are having to buy food to supplement the food they receive through the current membership from FareShare that they hold in partnership with 2 other pantries. RAMH have requested funding for a further FareShare membership so that they can access more surplus food and allow them to meet the needs of their current members in a dignified way. They have also requested funding for their contingency food fund, so they can top up supplies where that is necessary. £10,000 Total £44970 Page 32 of 64
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3 Appendix 2 – Proposed awards for Recovery Change Fund September 2022 Organisation Funding Requested Name and Purpose of Project Decision Street Connect £4,279.00 Additional Addiction Support for Kilnside Road – to provide a female one to one support worker for women affected by substance use, to offer holistic, relationship-based support to help women find acceptance, increase self-esteem & confidence, achieve reduction in/freedom from substance use and disengage from abusive relationships. The project will also increase the hours for the male support worker to support more men on a one to one level. Recommended for award Blue Triangle £10,000.00 Renfrew Smart Connections – to provide a recovery oriented, community led project promoting recovery and community connections across Renfrewshire linked to SMART Recovery UK. The project will support and encourage local people to access recovery & wellbeing services, removing barriers and creating pathways to networks and services. Recommended for award Organisation Funding Requested Name of Project Decision Youth Interventions £9,020.00 YI Love Me – Recommend deferring to next round RAMH £9,659.54 Peer Recovery - Recommend deferring to next round Renfrew YMCA £9,958.00 Our Mind Our Space Recommend deferring to next round Organisation Funding Requested Name and Purpose of Project Decision Page 33 of 64
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4 Our Place Our Families £10,000.00 Eat Better Feel Better Cooking Classes Not recommended for award Page 34 of 64
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1 ___________________________________________________________________ To: Leadership Board On: 14 September 2022 ___________________________________________________________________ Report by: Chief Officer, Renfrewshire Health and Social Care Partnership ___________________________________________________________________ Heading: Adult Social Care: Annual Report 2021/22 ___________________________________________________________________ 1. Summary 1.1 Adult Social Work Services were delegated to Renfrewshire Integration Joint Board (IJB) on 1 April 2016. These services are managed through the Health and Social Care Partnership (HSCP). 1.2 This report, together with the scorecard, provides an overview of activity and performance using the most up to date information available. ___________________________________________________________________ 2. Recommendations 2.1 It is recommended that members note: • the contents of this report updating activity and performance of adult social work services delegated to the IJB; and • that the six-monthly update report will be presented to the Leadership Board in January 2023. _________________________________________________________ 3. Background 3.1 The list of functions that must be delegated by the Local Authority to the IJB is set out in the Public Bodies (Joint Working) (Prescribed Local Authority Functions, etc) (Scotland) Regulations 2014, and is noted in Annex 2, part 1 of Renfrewshire’s Integration Scheme. These include: • Social work services for adults and older people; • Services and support for adults with physical disabilities and learning disabilities; • Mental health services; Item 4 Page 35 of 64
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2 • Drug and alcohol services; • Adult protection and domestic abuse; • Carers’ support services; • Community care assessment teams; • Support services; • Care home services; • Adult placement services; • Health improvement services; • Aspects of housing support; • Day services; • Respite provision; • Occupational therapy services; and • Reablement services, equipment, and telecare. 3.2 Whilst regular reporting in relation to these services is provided to the Integration Joint Board (IJB), it was previously agreed that regular updates would also be presented to the Leadership Board. This ensures oversight of the key activities and wider context relating to the delivery of these services. 4. COVID-19 Response 4.1 The Omicron variant, whilst less severe than previous variants, was more highly transmissible and translated into a significant increase in infection numbers in Renfrewshire and across Scotland. Over the festive period and into the first few months of 2022, this increased level of infection resulted in significant increases in hospital admissions and in the need for higher levels of staff to self-isolate. This placed increasing pressure on services across the health and social care system. 4.2 Responding to this fast-evolving situation resulted in the HSCP deploying resources where they were needed most taking an informed, risk-assessed approach that adapted to changing circumstances, including: • Proactive capacity / surge planning for a range of scenarios, to ensure the continued delivery of services to our most vulnerable adults and older people • Implementation of guidance across all services in line with the latest national direction, including recent guidance on exemptions from self- isolation and care home visiting • Supporting the continued delivery of the accelerated booster programme at mass vaccination centres and facilitating easy access to vaccinations for frontline staff • Creating capacity to support seven-day discharge from hospital with twice- daily meetings to facilitate this • Communicating changes clearly and promptly to all key stakeholders and ensuring there are mechanisms for managers and staff to quickly highlight issues as they arise. Page 36 of 64
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3 4.3 Pressures across the whole health and social care system severely impacted acute hospitals. It is important that people who are no longer in need of medical care are supported to move on to a more appropriate setting. 4.4 The Scottish Government invested £15 million for the recruitment of 1,000 health care support workers across health boards. This is to provide additional capacity across a variety of services both in the community and in hospital settings. The local allocation is managed by NHS Greater Glasgow and Clyde and Renfrewshire HSCP received £510,000 in 2021/22 to support the recruitment of 34 health care support worker posts. Recruitment for these posts has been underway since November 2021, however we recognise that this is a challenge both locally and nationally. The HSCP continues to work in partnership with NHS Greater Glasgow and Clyde and Renfrewshire Council to maximise the number of candidates appointed and has undertaken several targeted recruitment events/fayres. These events provide the opportunity for individuals to apply and if successful be interviewed for vacancies. Future events are already in the final stages of planning and will build on the success of the previous events. 4.5 In addition, the Scottish Government also allocated additional funding to achieve the key principles of maximising capacity within services, ensuring staff wellbeing, ensuring system flow and improving outcomes for people. In total, Renfrewshire has been allocated £4.2m in 2021/22 and £6.1m in 2022/23 a breakdown of the funding streams is contained in the table below. This is a mixture of recurring and non-recurring funding, with £5.4m from 2022/23 recurring in future years. Funding Stream 2021/22 Allocation 2022/23 Allocation Description of funding stream Interim Care arrangements £1,323,000 £664,000 Providing interim care solutions for people within residential care until the optimal care and support is available to prevent them being unnecessarily delayed in hospital. People will be supported with their rehabilitation, recovery and recuperation. Multi-disciplinary teams £662,000 £1,324,000* Expanding multi-disciplinary working by bringing together professional staff groups to improve person-centred planning and support. Care at Home capacity £2,051,000 £4,115,000 Expanding Care at Home provision to reduce the number of people waiting for a Care at Home service or access to care within their own home. Wellbeing £135,836 To be confirmed Continuing to prioritise staff health and wellbeing in health and social care, primary care and independent providers. TOTALS £4,257,836 £6,103,000 *Indicative allocation still to be confirmed 4.6 The HSCP has taken extensive steps to reduce delays in discharge and is performing exceptionally well with the second lowest rate in Scotland. Page 37 of 64
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4 5. Key Activities The key activities undertaken during 2021/22 related to the delegated services are detailed in the section below. 5.1 Care Homes 5.1.1 As members are aware, in May 2020, enhanced support for care homes and care at home services was established to ensure that clinical and care professionals from across the HSCP, Renfrewshire Council, NHS Greater Glasgow and Clyde (NHS GGC) and the Care Inspectorate could come together to have oversight across Renfrewshire. 5.1.2 This resulted in the establishment of the Clinical and Care Governance Oversight Huddle and Multi-disciplinary Team which meets jointly on a weekly basis. As new variants arise, the frequency of meetings is stepped up, which was the case during the Omicron outbreak. This ensure that our response is timely and robust, that the necessary resources can be deployed appropriately, and that expert clinical and care support is provided to residents. 5.2 Care at Home 5.2.1 Although our Care at Home services faced significant challenges, the HSCP were able to continue to support existing vulnerable service users whilst remaining responsive to the safe and timely discharge of patients from hospital, the following measures were put in place: • An increase in operational management cover • Enhanced overtime rate for front-line staff during the festive period • Use of external agencies to support the existing workforce • Wider support from HSCP and Council volunteers This has resulted in an increase in capacity to deliver vital services and provides a model for future winter planning processes. 5.3 Day Centres and Respite Services 5.3.1 Day centres and respite services have continued to provide support to those in greatest need, supported by welfare calls, community outreach and digital engagement for those not currently attending a centre. Throughout 2021/22, services were provided in line with the Scottish Government’s Strategic Framework and guidance. 5.4 Carers 5.4.1 The COVID pandemic meant that many unpaid carers found they were spending more time caring, with less opportunity to get a break. Local and national research highlighted the impact on unpaid carers' mental and physical health. 5.4.2 Despite the challenging and fast-moving nature of the pandemic, the Carers Planning Group progressed the development of a range of services to ensure that unpaid carers received the support they needed, including: Page 38 of 64
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5 • Moving services and support online. • Providing technology to carers so they have the opportunity to get online. • Providing more opportunities for social activities for unpaid carers and the people they care for. • Setting up deliveries of PPE to carers. • Increased counselling support, including bereavement counselling. 5.4.3 Due to the pandemic and the impact on the provision of respite, £200,000 of Carers Act funding was not utilised. It was agreed that this resource would be utilised develop new support for unpaid carers, including palliative care, mental health, and reaching out to a wider group of unpaid carers including those from ethnic minority backgrounds. 5.4.4 As the HSCP continues to plan for the future beyond the pandemic, all feedback received and lessons learned during this time will be used to inform our approach to meeting the future needs of unpaid carers. 5.5 Adult Support and Protection 5.5.1 To ensure that people using our services were kept safe from harm during the pandemic, the Renfrewshire Adult Protection Committee (RAPC) met on a regular basis to consider adult support and protection governance from both operational and strategic perspectives, including: the impact of COVID-19 and associated risks and national guidance; specific adult support and protection concerns; and an analysis of data and identification of any actions required. 5.5.2 The Renfrewshire Adult Protection Committee has taken a proactive approach to quality assurance and audit activity. Each quarter a small-scale audit of 30 cases is completed based on an identified theme. This was supplemented with a large- scale multi-agency audit of 10 cases with high levels of interagency referrals which commenced in August 2022. 5.5.3 Demand for AWI reports, which require to be completed by a qualified Mental Health Officer, have risen steadily over recent years (mirroring increases across Scotland). The complexity of cases has increased and may include cases referred following financial harm risks identified through adult support and protection processes. The Council may require becoming involved to pursue the removal of a financial proxy and to pursue alternative financial arrangements to safeguard an adult at risk of harm. In addition, the pressure on request for AWI reports where a delayed hospital discharge is involved has risen sharply and this places further pressure on a limited capacity within the service. 5.5.4 The Adult Protection Committee has also driven forward the following national and local priorities: • Working alongside the Institute for Research and Innovation in Social Services (IRISS) to develop a new National Minimum Dataset for Adult Support and Protection to co-design, test and refine a dataset for quarterly indicators. • Participated in the National Missing Persons Framework Implementation Project to develop a Missing Persons Protocol. Following conclusion of our involvement at a national level, a Renfrewshire’s Missing Persons Protocol is now being developed. Page 39 of 64
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6 • Develop a draft multi-agency Hoarding Policy and guidance which describes what is meant by hoarding; the types of behaviour exhibited and what impact it may be to the individual and those around them. The policy includes a risk assessment to identify the level of risk to the individual and others. In addition, there is clear guidance on what intervention practitioners should consider to mitigate risk. • As a result of an increase in ASP referrals and large-scale inquiries from care homes a sub-group was established which aims is to take an early intervention approach to minimise potential increasing risk within residential establishments. 5.6 Alcohol and Drugs Recovery 5.6.1 The provision of timely, evidence-based treatment and support to individuals attending Renfrewshire Alcohol and Drug Recovery Service (ADRS) continued to be a priority with services remaining operational. 5.6.2 The Continuing in Recovery Changes Lives Entirely (CIRCLE) Recovery Hub opened in December 2021. Working in partnership with local people who have lived or living experiences of mental health, alcohol or drug related issues, CIRCLE has been developed to support local people who are on a recovery journey. The service provides a wide and varied programme of activities, aimed at encouraging, involving, and supporting people in recovery. 5.6.3 As members are aware, in March 2020 £2m of funding was allocated by Renfrewshire Council to support the emerging recommendations of the Renfrewshire Alcohol and Drugs Commission. Officers worked with partners to bring forward an initial tranche of funding proposals which would target the priorities identified as being most urgent by the Commission. Since this time, the Council and Leadership Board have allocated £1.63 million funding to support a range of projects which will aim to pilot new ways of working across the Community Planning Partnership, with the opportunity to use this learning to transform the way in which people receive support across Renfrewshire. 5.6.4 The Programme Board continues to oversee the local partnership response to the Commission, and this is chaired by the Council’s Chief Executive. Partners are working very closely to ensure that all of the activities being progressed are joined up and make maximum use of the funding and resources available. 5.6.5 In addition, the Programme Board continues to closely monitor suspected and drug-related deaths in Renfrewshire. The most recent data released by the National Records for Scotland reported that during 2021, sadly 50 drug-related deaths occurred in Renfrewshire, this represents a decrease of 25% compared to 2020 (67). However, this is the second highest number since 2010, refer to graph below. Page 40 of 64
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7 5.6.6 We know that drug-related deaths are most common in males (68.4%), and those aged between 45-54 and that opiates or opioids continue to be present in 82% of all drug-related deaths in NHS GGC. 5.6.7 The Board also considered the implications of the Scottish Drug Deaths Task Force final report ‘Changing Lives’. The report was published on 21 July 2022 and sets out a suite of 20 evidence-based recommendations and 139 actions that they envisage will reduce drug-related deaths and harms and improve and save the lives of people who use drugs. It has been agreed that Renfrewshire’s Alcohol and Drugs Partnership will undertake a self-assessment against the relevant recommendations and actions and report this back to a future meeting of the Programme Board. 6 Local Policy Development 6.1 Strategic Plan 6.1.1 During 2021/22 Renfrewshire HSCP worked with local partners and representative groups to develop the Strategic Plan 2022-25. Significant engagement was undertaken during the formal public consultation period between 1 December 2021 to 31 January 2022. Following this, the updated draft plan was presented to the Leadership Board on 1 December 2022 and was subsequently approved by Renfrewshire Integration Joint Board (IJB) in March 2022. 6.1.2 The Plan proposes that services are shaped to support people in Renfrewshire to live meaningful lives and achieve their hopes and aspirations. A key focus is on supporting each person, rather than focusing on a condition, helping people to live independently and exercise choice and control over the care and support they receive. 6.1.3 More recently the Delivery Plan for year one was approved by the IJB, performance monitoring will be embedded with the existing IJB arrangements and performance dashboards will be created for each Care Planning Group. 6.2 Medium Term Financial Plan 6.2.1 The Medium Term Financial Plan, for Renfrewshire IJB, outlines the financial challenges and opportunities the HSCP faces over the next three years and provides a framework which will support the HSCP to remain financially sustainable. It complements the Strategic Plan, highlighting how the HSCP 0 10 20 30 40 50 60 70 80 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 Drug misuse deaths in Renfrewshire, 2010 to 2021 Page 41 of 64
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8 Medium Term Financial Planning principles will support the delivery of the IJB’s strategic objectives and priorities. 6.2.2 In view of the current scale of uncertainty, a scenario-based approach continues to be adopted, where potential outcomes have been considered over low, medium, high and worse case projected positions. Using this scenario approach, current projections for the period 2022/23 – 2024/25 include a wide range of assumptions in respect of key cost pressures and demand, highlighting a potential budget gap within a range of £37m to £48m for this three-year period. As a result, the HSCP Chief Finance Officer (CFO) recommends that the IJB progresses with a financial planning strategy based on the medium scenario of a budget gap within a range of £13m to £14m per annum, over this three-year period. This assumed budget gap does not take into account potential additional funding for any pressures from either the Scottish Government or our partner organisations. In addition, it is important to note that these projections are prior to any mitigating action being taken. 6.2.3 The IJB holds general reserves of £5.8m which equates to circa 2% of the IJB’s net budget, including set aside. This is in line with our current policy which proposes 2% as an optimum level of reserves, recognising prudent financial planning and budgetary constraints. 6.2.4 The HSCP Chief Officer and Chief Finance Officer will work with IJB members to take forward the Medium Term Financial Strategy to deliver financial balance whilst delivering safe and sustainable services. 6.3 Workforce Plan 6.3.1 The HSCP worked with partners across the health and social care system to develop an interim Workforce Plan for the period 2021-22 which had an immediate focus on supporting the health and wellbeing of the workforce during the COVID pandemic. 6.3.2 Since this time, the Scottish Government required all HSCPs to submit a draft Workforce Plan 2022-25 by 31 July 2022. This plan sets out the objectives and supporting actions that the HSCP and its partners will seek to deliver over the coming three years to develop a sustainable workforce which provides career choices and opportunities for those who currently work in the sector and attracts people with a range of experiences and skills to work in health and social care in Renfrewshire. 6.3.3 An analysis process will take place, following which feedback will be provided by the Scottish Government. The HSCP will then update the draft plan as required, with a final copy to be submitted to the Scottish Government alongside an electronic version published on the HSCP’s website. The deadline for this submission has now been extended from the end of October 2022 to the end of November 2022 to reflect the differing scheduling of local governance within NHS Boards and IJBs. 6.4 Wider Strategy Development 6.4.1 The Carers and Palliative Care Planning Groups have undertaken extensive preparatory work to develop new Carers and Palliative Care Strategies in advance of them being presented to the IJB later in 2022/23 for approval. Page 42 of 64
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9 6.4.2 The Carers (Scotland) Act 2016 requires Local Authorities to prepare and publish a Carers’ Strategy, a Short Breaks Statement and to set local eligibility criteria for carers. To align with the HSCP’s Strategic Plan timeframe, these are currently under review and will be presented to the IJB in September 2022 for approval. 6.4.3 The Palliative Care Strategy sets out the vision and future direction for palliative and end of life care in Renfrewshire. The vision is to support the national ambition of a future where all people living with a life limiting illness, and their families and carers, have the support they need to live the best possible life and to experience the best possible death. Formal consultation of the draft strategy and action plan is currently underway and the feedback from which will be utilised to develop the final plan. 7 National Care Service 7.1 The establishment of a National Care Service (NCS), and associated changes to the broader system, represent one of the most significant pieces of public service reform to be proposed by the Scottish Government. 7.2 The Scottish Government welcomed the recommendations made by the Independent Review of Adult Social Care (IRASC) and consulted on proposals to achieve changes to the system of community health and social care in Scotland in the autumn of 2021. Whilst the IRASC focused on adult social care support, many integration authorities have delegated responsibility for a broader remit. The Scottish Government’s consultation proposals considered widening the NCS scope to include community health functions, children's social work and social care, justice social work, addiction and rehabilitation and related services. 7.3 In June 2022, the Scottish Government published the NCS Bill which will make Scottish Ministers accountable for adult social care in Scotland. The Bill provides the foundation for the NCS and confirms that the fine detail of the new service will be co-designed with people who have direct experience of social care services. Plans have also been published to explain how that collaboration will work. The aims are to: • support people in their own homes or among family, friends and community wherever possible, with seamless transitions between services; • create a charter of rights and responsibilities for social care, with a robust complaints and redress process; • introduce rights to breaks for unpaid carers; • introduce visiting rights for residents living in adult care homes, giving legal force to Anne’s Law; • ensure fair employment practices and national pay bargaining for the social care workforce; • focus on prevention and early intervention before people’s needs escalate; and • create a new National Social Work Agency to promote training and development, provide national leadership and set and monitor standards in social work. Page 43 of 64
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10 7.4 The Council will continue to be closely engaged in the development and co- design of the new service which Scottish Ministers have committed to establishing by the end of the current Parliamentary term in 2026. 8 Adult Social Work Performance Overview 8.1 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 covering 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. 8.2 In addition to internal scrutiny, performance is reported regularly to the IJB meeting, with the scorecard presented twice-yearly. The report charts data for the last three years and, where possible, associated targets, the ‘performance direction of travel’ and whether the indicator is currently on track to meet target. The reports provide a detailed picture of what is working well, current challenges and intended remedial action where necessary. The Renfrewshire IJB Scorecard reports on Adult Social Work indicators alongside a variety of both local and national health service indicators. All indicators are reported under the nine national health and wellbeing outcomes. 8.3 Current performance (Q4 2021/22) for the 19 adult social care services’ indicators is as follows: Performance Indicator Status No. Target achieved 2 Warning 1 Alert 1 Data only 15 8.4 Areas of Strength - The following three indicators are rated green and are achieving target. Status Performance Indicator 18/19 Value 19/20 Value 20/21 Value 21/22 Value Target Direction of Travel National Indicator 2: People are able to live, as far as reasonably practicable, independently and at home or in a homely setting in their community Percentage of clients accessing out of hours home care services (65+) 89% 90% 90% 90% 85% Direction of Travel Improvement Deterioration Same as previous reporting period Page 44 of 64
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11 Status Performance Indicator 18/19 Value 19/20 Value 20/21 Value 21/22 Value Target Direction of Travel Average number of clients on the Occupational Therapy waiting list 349 315 159 143* 350 *The number of clients on the Occupational Therapy waiting list has reduced significantly following the implementation of the new social work case recording system which auto-allocates the referrals to the appropriate team upon receipt of the request. As a result, the HSCP will consider including a new local indicator that monitors the allocation to the actual commencement of services, this will be included in future reports to the Leadership Board. 8.5 The following indicator is an amber warning given that it is 1% below target. Status Performance Indicator 18/19 Value 19/20 Value 20/21 Value 21/22 Value Target Direction of Travel National Indicator 2: People are able to live, as far as reasonably practicable, independently and at home or in a homely setting in their community Percentage of long-term care clients receiving intensive home care 28% 27% 29% 29% 30% 8.6 Although the following indicator is a red alert, the HSCP continues to closely monitored sickness absence and provide the necessary support and advice to staff to enable them to return to work e.g. our Care at Home Service has secured additional resources to manage attendance, this has been hugely beneficial both to staff and managers throughout the pandemic. Status Performance Indicator 18/19 Value 19/20 Value 20/21 Value 21/22 Value Target Direction of Travel National Outcome 8: People who work in health and social care services are supported to continuously improve the information, support, care and treatment they provide and feel engaged in the work they do Sickness absence rate for HSCP Adult Social Work staff (work days lost per FTE) 17.43 18.08 13.50 17.79 Annual 15.3 days 8.7 In addition, the following 15 performance indicators are for data purposes only: Performance Indicator 18/19 Value 19/20 Value 20/21 Value 21/22 Value National Outcome 2: People are able to live, as far as reasonably practicable, independently and at home or in a homely setting in their community Homecare hours provided - rate per 1,000 population aged 65+ 444 414 390 411 Percentage of homecare clients aged 65+ receiving personal care 99% 99% 99% 99% Page 45 of 64
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12 Performance Indicator 18/19 Value 19/20 Value 20/21 Value 21/22 Value Population of clients receiving telecare (75+) - Rate per 1,000 40.17 50 46 58 Percentage of routine OT referrals allocated within 9 weeks 52% (Baseline developed) 42% 41% 68% National Outcome 6: People who provide unpaid care are supported to reduce the potential impact of their caring role on their own health and wellbeing Number of adult carer support plans completed for carers (age 18+) 93 162 86 148 Number of adult carer support plans declined by carers (age 18+) 78 34 51 36 Number of young carers' statements completed 78 68 49 27 National Outcome 7: People using Health & Social Care services are safe from harm Number of Adult Protection contacts* (including AWC) received 2,723 3,106 3,487 4263 Total Mental Health Officer service activity 723 683 627 905 Number of Chief Social Worker Guardianships (as at position) 113 110 115 125 Percentage of children registered in this period who have previously been on the Child Protection Register 24% 11% 29% 30,4% National Outcome 8: People who work in health and social care services are supported to continuously improve the information, support, care and treatment they provide and feel engaged in the work they do No. of SW employees, in the MTIPD process, with a completed IDP 909 1,000 People, Performance and Talent Policy is currently being reviewed and a new indicator will be developed. National Outcome 9: Resources are used effectively in the provision of health and social care services, without waste Care at Home costs per hour (65 and over) £26.40 £23.05 £25.71 Information from LGBF - available early 2023 Direct payment spend on adults 18+ as a % of total social work spend on adults 18+ 5.88% 4.05% 4.47% Information from LGBF - available early 2023 Net residential costs per week for older persons (over 65) £298 £277 £248 Information from LGBF - available early 2023 Page 46 of 64
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13 8.8 Following approval of the proposed Council and Community Plans which will be presented to Council on 29 September 2022 a suite of performance indicators, data indicators and new actions will be developed to reflect the new plans. 9. Next Steps 9.1 The next performance report on delegated Adult Social Care functions will be reported to the Leadership Board early 2023. ___________________________________________________________________ Implications of the Report 1. Financial – Although there are no direct costs associated with this report, Section 6.2 provides an overview of the Medium Term Financial Plan, for Renfrewshire IJB including the financial challenges and opportunities the HSCP faces over the next three years. 2. HR & Organisational Development – As mentioned in Section 6.3 The HSCP has submitted a draft Workforce Plan 2022-25 to the Scottish Government.This plan sets out the objectives and supporting actions that the HSCP and its partners will seek to deliver over the coming three years to develop a sustainable workforce 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. Climate Risk – The HSCP is committed to tackling the climate emergency and actively participates in Renfrewshire’s Plan for Net Zero. Page 47 of 64
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14 _________________________________________________________ List of Background Papers None ___________________________________________________________________ Author: Yvonne Farquhar, Service Planning and Policy Development Manager, Chief Executive’s Service yvonne.farquhar@renfrewshire.gov.uk Page 48 of 64
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___________________________________________________________________ To: Leadership Board On: 14 September 2022 ___________________________________________________________________ Report by: Chief Executive ___________________________________________________________________ Heading: Update on Ukrainian Resettlement and Asylum Dispersal ___________________________________________________________________ 1. Summary 1.1 In June 2022, a report to the Leadership Board outlined the response within Renfrewshire to the Ukraine crisis, including the establishing of the Welcome Hub at Glasgow Airport. The report also highlighted that the UK Government was proposing to widen the Asylum Dispersal programme. 1.2 This report provides a further update on the local response to the humanitarian crisis in Ukraine, with a focus on the work undertaken to welcome and support the resettlement of Ukrainian nationals across Renfrewshire communities, which is detailed within section 3 of the report. 1.3 Section 4 of the report outlines the work carried out by the Welcome Hub at Glasgow Airport. This represents an area of significant activity for the Council and is likely to be required into 2023. The report outlines the achievements to date in managing the Welcome Hub and also provides an overview of the positive and proactive role that Renfrewshire Council has taken in meeting the needs of those seeking asylum and refuge and the positive and generous response that has been shown by the people and communities of Renfrewshire to the families and individuals who have sought safety here. 1.4 With the anticipated growth in the number of displaced people who are forecast to arrive in Scotland, Local Authorities have been asked to identify accommodation to support the resettlement of those fleeing the war in Ukraine, and proposals to support this are outlined in section 5 of this report. 1.5 Section 6 provides an update on the Asylum Dispersal programme with the UK Government moving to a system of full asylum dispersal across Scotland and the implications this has for Renfrewshire Council. Item 5 Page 49 of 64
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2. Recommendations 2.1 It is recommended that the Leadership Board: (i) notes the contents of this report; (ii) delegate authority to the Chief Executive and the Director of Communities and Housing Services to put in place such arrangements and resources as may be required to support the provision of suitable properties for resettlement as detailed in section 5; (iii) note the current position in respect of the implementation of a national dispersal programme for asylum dispersal and the associated implications within the local authority area as outlined in section 6; and (iv) approve the extension of delegated authority to the Chief Executive as detailed in paragraphs 7.1 and 7.2. 3 Resettlement of Ukrainian nationals 3.1 As highlighted in previous reports to Leadership Board there are several mechanisms by which Ukrainian people can come to the UK. These include: The Ukraine Family Scheme which allows family members of British nationals, UK settled persons and certain others to come to or stay in the UK. The Ukraine Sponsorship Scheme which allows Ukrainian nationals and their family members to come to the UK if they have a named sponsor under the Homes for Ukraine Scheme. This is largely an independent process whereby Ukrainian nationals have linked themselves to host sponsors through a variety of mechanisms. As a part of the Homes for Ukraine Scheme, the Scottish Government “Super Sponsor” arrangement where Ukrainian people can apply to come to Scotland without having first secured hosted accommodation. 3.2 Under the Homes for Ukraine Scheme, Sponsors are asked to provide accommodation for a minimum of 6 months, and the UK Government will offer a thank you payment of £350 per month for the first 12 months period of this agreement. Local authorities across the UK will receive funding of £10,500 for each individual that settles within their area through this scheme. To date, 78 households (comprising 161 individuals in total) from Ukraine are known to have moved into settled accommodation in Renfrewshire via one of the schemes. Page 50 of 64
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3.3 The Scottish government’s Super Sponsor scheme was paused on Wednesday 13 July 2022 for a period of three months. The pause on new applications did not affect anyone who had already made an application or had their visa granted. As at 23 August 2022, there have been 143,072 applications for UK visas, with 40,829 for Scottish Visas of which 35,987(25%) are for the Super Sponsor scheme. To date, almost 15,000 people have arrived in Scotland, 3299 to private hosts and 11,638 through the Super Sponsor scheme. The numbers of new arrivals to the country are being closely monitored, given the extreme pressure on temporary accommodation. At present there is a steady flow of new arrivals to the country – with most arriving through Edinburgh, and then moving to a range of welcome accommodation across the Country. 3.4 Based on the numbers of visa applications that are in progress, there is potential for thousands more of the displaced Ukrainian population, to travel to Scotland in the coming months. The Scottish Government in response to this has been considering a range of additional accommodation measures given these significant pressures including the chartering of two cruise ships, one which is docked in Leith, and the second to be docked at KGV dock in Govan, each providing capacity for up to 1700 people. 4 Welcome Hub – Glasgow Airport 4.1 Glasgow Airport was identified as one of the locations in Scotland for Welcome Hubs at the start of the Super Sponsor process. As a result, Renfrewshire Council required to quickly establish, staff and operate a hub at Glasgow Airport. 4.2 For people arriving under the Super Sponsor arrangement, the Welcome Hub provides temporary accommodation and support, an initial assessment of need and requirements is made and passed to the COSLA Migration team to allow matching of the family or individual to offers of accommodation within local authority areas across Scotland. 4.3 To date, almost 700 individuals have been supported by our team based at the Welcome Hub, and as of 23 August 2022, council staff were supporting 406 individuals in temporary accommodation at sites across Renfrewshire, who are currently awaiting offers of resettlement across Scotland. 4.4 Staff from teams within Communities and Housing Services, Children’s Services and Renfrewshire HSCP have augmented the council’s existing refugee resettlement team, and this enlarged resettlement team operates 7 days a week, from 9am – 9pm to meet the demands for advice, assistance and support from those staying in temporary accommodation, as well as meet, reassure, and safely check-in those arriving at Glasgow Airport on a daily basis. Page 51 of 64
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4.5 Expressions of Interest to host a family from Ukraine were promoted as part of the Homes for Ukraine scheme. In exchange for providing a room or rooms in their home, and for assisting the households to settle, hosts are entitled to a £350 thank you payment which is payable monthly. Hosts were asked to provide their accommodation for at least 6months to 12 months. In Renfrewshire, 54 hosts applied through the Homes for Ukraine programme, and a further 224 expressions of interests were received through the Super Sponsor route. Each of these hosting arrangements require to be checked for suitability, including property checks, and disclosure checks, and this work was completed by officers from our Environmental Health team with assistance on a voluntary basis from other suitable officers from a range of services. As is the case in most Local Authorities, a number of hosts subsequently withdrew their interest or failed to provide the supporting information that was required. At the current date 26 Homes for Ukraine, and 86 Super Sponsor hosts have been fully signed off. 4.6 While the early intention was to limit the time of stay in the welcome hub accommodation to a number of days, in practice this has proven difficult to achieve. Matching particularly to hosts has proven to be extremely resource intensive, and in recognition of this the Scottish Government has recently put in place some additional capacity to allow for a “surge team” to assist in more quickly progressing matching. 4.7 As the pace of community resettlement increases in Renfrewshire, there will be likely be significant additional demand to be managed in terms of facilitating integration, with an ongoing need to support Ukrainian arrivals, hosts and to manage any breakdown in support arrangements. The Welcome Hub therefore presents a very significant additional resourcing requirement over the medium term in Renfrewshire, over and above community integration. 4.8 In particular, there are demands on education, both from children of those households who have settled in Renfrewshire and who are enrolling at local schools, and also for children who are currently in the temporary hotel accommodation. A session was held on Thursday 25 August at the Welcome Hub to discuss the arrangements for education. Children and young people were enrolled temporarily into schools and transport was arranged to take them from the hotel to the schools. Schools have been exceptionally welcoming ensuring that resources such as uniform and materials were supplied to support inclusion. The support for learning team has been augmented temporarily to support pupils and staff with barriers to learning such as language. 4.9 There are also demand on health, with those settling in Renfrewshire registering at GP practices. A health presence is in place at the Glasgow Airport hub providing support for presenting health issues, and assisting with signposting to health services, and with access to medication/ prescriptions. 4.10 As households settle in Renfrewshire, they are provided with assistance via the Resettlement Team who establish contact and provide advice and support. Discussions have also been held with Engage Renfrewshire to discuss opportunities to integrate and support people in community and in the welcome hubs Page 52 of 64
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4.11 The ongoing management and coordination of the welcome hub and resettlement activity locally will continue to be resource intensive. Additional resettlement officers have been recruited to assist with the management of the welcome hub and resettlement duties. This is likely to be an ongoing feature of our work for the foreseeable future. Costs relating to the Welcome Hub activities are being closely monitored, and it is expected that all costs incurred by local authorities hosting Welcome Hubs will be fully met by the Scottish Government, and agreement on the detail of this financial arrangement is currently being progressed by officers through COSLA and the Scottish Government. 5. Provision of housing 5.1 All Local Authorities have been requested to assist in providing accommodation for those who have fled the crisis in Ukraine. To date, Renfrewshire Council has put forward 23 council homes, and 19 properties have been offered by local RSL partners. However, as noted in Section 3, there is a continuing demand for housing to meet the needs of those who have both arrived and are in welcome accommodation, and those who have been granted visas but are still to travel. 5.2 At present, the exact number of homes necessary to support Renfrewshire’s contribution towards the Scottish Government’s requirements is unclear. It is also recognised there are also a range of other pressures on the existing housing system, including the national UK Asylum dispersal programme, homeless people and others in housing need who are on council waiting lists. 5.3 A range of options that would bring additional housing supply are being considered including, temporary use of properties previously held for demolition (grant funding is available from the Scottish Government to bring properties back into use), and strategic acquisitions of private housing from the open market supported by affordable housing programme funding. 5.4 It is recognised that the pressure on available housing will continue to be an ongoing risk, especially as host relationships come to a natural end, or suffer break down. Work is being taken forward at a national level to develop a better understanding of the likely long-term demand, and to develop solutions. 6. Asylum Dispersal programme 6.1 In April 2022 the UK Government notified all UK local authorities of their intention to expand asylum dispersal arrangements. 6.2 The contract for asylum dispersal in Scotland is currently operated by Mears Group on behalf of the Home Office. Following a series of meetings, an initial phase of widening dispersal to seven local authority areas neighbouring Glasgow commenced during Summer 2022. This is now active in Renfrewshire, with 46 asylum seekers now accommodated locally. Page 53 of 64
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6.3 Weekly partnership meetings are held to monitor progress and deal with any emerging issues. This is involving representatives from Renfrewshire Council, Police, HSCP, Mears and the Home Office. 6.4 The UK Government have outlined an initial funding package to support dispersal for the remainder of the financial year, with the longer-term financial envelope to be discussed and implemented at a later date. The asylum dispersal scheme is very different from resettlement schemes which the Council has participated in previously, and is a very complex area of activity which services and partners will have to operate within to support vulnerable people as appropriate. 6.5 The Home Office’s long-term aim is to build a place- based system that considers all of the protection-based immigration demands and their impact on a Local Authority or region/nation, working in collaboration with local authorities and partners from across government. This approach is intended to deliver a sustainable and flexible end-to-end system for asylum dispersal, resettlement and the National Transfer Scheme (which covers unaccompanied asylum-seeking children). The intention is to launch the new system in 2023. 6.6 COSLA leaders recently approved a report setting out the proposed principles and model for a phased programme of full dispersal of the asylum seekers population of 9000 across all 32 local authority areas which would include a target share of 149 for Renfrewshire assuming full dispersal is achieved. 7 Next Steps 7.1 Given the level of uncertainty that currently exists in terms of the arrival of displaced Ukrainian nationals, and the requirement of the local authority to respond at pace to any requests for support, it is recommended that the Chief Executive and Director of Communities and Housing be authorised to put in place such arrangements and resources as may be required to support both the operation of the Welcome Hub and the resettlement and support of refugees from Ukraine within Renfrewshire. 7.2 Further, that the Chief Executive is authorised to put in place the necessary arrangements to ensure a coordinated partnership response to any implications that may arise from the asylum dispersal programme. 7.3 It is intended that regular updates will continue to be provided to all elected members as this emerging situation develops further. ___________________________________________________________________ Implications of the Report 1. Financial - The paper notes the funding that will be allocated to local authorities by the UK Government for each arrival through the Homes for Ukraine scheme. Funding arrangements for the Welcome Hubs remain subject to further agreement with the Scottish Government. Page 54 of 64
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2. HR & Organisational Development – none 3. Community/Council Planning – the recommendation in this report supports ‘Our Renfrewshire is fair’ and ‘Our Renfrewshire is safe’ given the potential for addressing inequalities and protecting the vulnerable. 4. Legal – none 5. Property/Assets – This report contains information on the potential acquisition of residential properties by Renfrewshire Council to augment existing council house supply. 6. Information Technology – none 7. Equality & Human Rights - The Recommendations contained within this report have been assessed in relation to their impact on equalities and human rights. No negative impacts on equality groups or potential for infringement of individuals’ human rights have been identified arising from the recommendations contained in the report. If required following implementation, the actual impact of the recommendations and the mitigating actions will be reviewed and monitored, and the results of the assessment will be published on the Council’s website. 8. Health & Safety –none. 9. Procurement – This report contains information on the potential acquisition of residential properties by Renfrewshire Council 10. Risk – none 11. Privacy Impact - none 12. COSLA Policy Position – COSLA Leaders agreed that local authorities would support those seeking refuge in Scotland through the UK Government schemes, and would work with Scottish Government to ensure support was in place to any Ukrainian arriving through the Super Sponsor arrangements in place as part of the wider Homes for Ukraine scheme 13. Climate Risk – none. ________________________________________________________________ List of Background Papers: (i) Leadership Board, 22 June 2022 - Update on Humanitarian Crisis in Ukraine (Agenda item 5) (ii) Leadership Board, 20 April 2022 - Update on Humanitarian Crisis in Ukraine (Agenda item 8) Page 55 of 64
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1. ___________________________________________________________________ To: Leadership Board On: 14th September 2022 ___________________________________________________________________ Report by: Chief Executive ___________________________________________________________________ Heading: OneRen - Active Schools Funding 2023-2027 ___________________________________________________________________ 1. Summary 1.1 The Active Schools service for Renfrewshire is delivered through a partnership agreement between sportscotland, Renfrewshire Council and OneRen. The programme is a core part of Renfrewshire’s approach to enable children and young people to participate in sport and physical activity, as well as to grow the evidence base about the beneficial impacts on educational attainment. 1.2 The current partnership agreement with sportscotland for the Active Schools programme ends on the 31 March 2023. sportscotland have indicated their intention to support the Active Schools service and to enter into a new four-year partnership agreement with Renfrewshire Council for the period 1st April 2023 to 31st March 2027. 1.3 This report provides an overview of the service and the proposed future programme of work. ___________________________________________________________________ 2. Recommendations 2.1 It is recommended that the Board: i. Note the Active School service performance for 2021/22. Item 6 Page 57 of 64
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2. ii. Note the preliminary discussions with sportscotland to develop a new partnership agreement for the Active School service for the next four years (1 April 2023 to 31 March 2027). iii. Commit to the acceptance of the indicative offer of £1,616,928 for the continuation of the employment of the 13.2 FTE Active Schools team and Community Sports Hub role. iv. Note that sportscotland’s in principle funding commitment is subject to continued partnership funding from Renfrewshire Council. v. Agree the partnership funding required from Renfrewshire Council of around £1,409,769 dependent on pay awards, over the four- year period (1st April 2023 to 31 March 2027), on the proviso that the dynamic financial environment within which the Council is operating may require services to be adapted in this period. ___________________________________________________________________ 3. Background 3.1 The Renfrewshire Active Schools programme managed by OneRen is part funded by sportscotland and by Renfrewshire Council, with the commitment set out for all parties in a Partnership Agreement. In addition to the funding provision for staffing costs, sportscotland also provides an operational budget of £16,500 allocated across all schools to fund coaches and sports equipment. 3.2 The Active Schools programme is a very successful programme, exceeding all targets for increasing the number and range of opportunities for children and young people to participate in sport and physical activity. OneRen’s Active Schools team have also been recognised as sector-leading during the Covid lockdowns and throughout the recovery period. 3.3 sportscotland has agreed in principle to continue to support the Active Schools programme for a further 4-year period from 1 April 2023 to 31 March 2027 on the same basis as the current arrangement. The partner is keen to provide local authorities across Scotland with early notification of their continuing commitment to the Active Schools programme, with the intention to work towards developing the Agreement and allocation of funding. ___________________________________________________________________ 4. Performance 2021-2022 4.1 The Active Schools programme makes a positive contribution to the strategic objectives of Renfrewshire’s Sport Strategy – “A Way of Life” – by increasing opportunities for all children and young people to Page 58 of 64
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3. participate in sport and physical activity. The project has created pathways between schools, communities and sports clubs and increased capacity through a growing number of volunteers delivering sport and physical activity. 4.2 Following the lifting of Covid restrictions, the Active Schools team has reintroduced volunteers into its schools’ programme. At present there are currently 252 volunteers delivering within the Active Schools programme with plans in place to grow this network of deliverers. 4.3 Active Schools coordinators have been supporting their high schools to deliver sports leadership programmes to senior pupils. The Active Schools team has delivered several national governing body awards and inhouse workshops to upskill these pupils. These courses have included child protection, level 1 certified leadership awards in multiple sports as well as climbing wall training, team building games amongst others. The leadership programme has had over 150 pupils in attendance. These pupils have used their newly acquired skills to support sports club in their own schools as well as their feeder primary schools. 4.4 The Active Schools team has also provided pathways into employment. Using external funding, the Active Schools team has been successful in recruiting 47 new sessional members of staff. 4.5 Active Schools, in partnership with headteachers in Children’s Services, have created 5 assistant Active Schools coordinator posts. These post-holders were tasked with creating and applying targeted intervention to improve activity levels across the entire school roll and were given the flexibility to work with targeted individuals to address their barriers to sport, to encourage them to engage with physical activity. The 5 schools that funded these posts were Barsail PS, Cochrane Castle PS, St Catherine’s PS, St Charles PS and St David’s PS. These schools have all seen at least a 20% rise in activity levels. Eleven schools are currently recruiting for Health & Wellbeing Assistants to continue this work from August 2022. 4.6 The Active Schools programme provides additional structured physical activity during school hours, at play times and lunch times, as well as before and after school. The number of activity sessions and distinct participants continues to increase year on year. In 21/22, there were 4,881 male participants and 4,092 female participants. This shows 37% of Renfrewshire’s pupils engaging in extracurricular Active Schools activities. 4.7 It should be noted that Renfrewshire’s Active Schools programme is recovering quickly following the Covid-19 lockdowns and restrictions. Renfrewshire has only seen a drop of 5% in participants, whereas some other local authorities have not yet been able to restart their core programme. In 2018/19 (last full non-covid year), there were 10,313 Page 59 of 64
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4. distinct participants (42%), whereas, in the pandemic recovery period, in 2021/22 there were 8,973 distinct participants (37%). 4.8 The Active Schools team has reintroduced school sport competitions for both primary and secondary schools. For primary schools there has been the return of both football and netball leagues, as well as athletics events such as the track and field. Over 150 pupils attended each event. Secondary schools have also seen a partial return of leagues and competitions with all 11 high schools taking part across a variety of events. The largest post-lockdown event has been the secondary track and field championships with 237 pupils in attendance. 4.9 Active Schools have also been successful in linking with local sports clubs such as Kilbarchan athletics, Basketball Paisley and Renfrew Golf club to provide support during sporting competitions. These clubs have provided facilities, officials and coaching staff to support each event and strengthen the sporting pathway for participants to each club. 4.10 The Active Schools programme has encouraged more young people with a disability to participate in physical activities and sport. This has been a difficult task due to some of these participants being the most vulnerable to contracting Covid-19. The Active Schools team adapted their ways of working to provide short term curriculum-based support to grow confidence levels and promote extracurricular sporting opportunities. Active Schools coordinators have also supported teaching staff by providing CPD opportunities and supporting teachers to adapt to the various new ways of working in sport post lockdown and helping support them back to the new ‘normal’. 4.11 The team continues to work closely with National Governing Bodies (NGBs) of sport to ensure that any pandemic changes are adapted into general use when delivering sport. They are also working closely with NGBs to support local clubs and strengthen pathways into regulated sport. 4.12 Across all primary schools in Renfrewshire, a range of sport activities are offered to all pupils. The most popular activity sessions include football, basketball and gymnastics. Football is a clear favourite with the boys while gymnastics and dance are the most popular with the girls. 4.13 The most popular activity sessions across all secondary schools include basketball, netball, hockey, football, dance and badminton. The most popular sports for boys are basketball, badminton and rugby while girls prefer netball, football, hockey, dance and movement. 4.14 The Active Schools programme is continuously monitored as part of the partnership agreement with sportscotland. Active Schools coordinators complete online monitoring forms which are collated Page 60 of 64
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5. nationally into annual reports. The partnership agreement with sportscotland will continue to be subject to annual monitoring of specified targets which include the recruitment and training of volunteer coaches and leaders, as well as an increased link with sports clubs and schools. An annual monitoring report will be presented to the Leadership board for information. All targets have been met or exceeded for the period 2021/22. In total 252 volunteers and 5 sport clubs continue to support a substantial programme of physical activity across all primary schools. 4.15 The Active Schools programme continues to support community sport hubs (CSHs) at Linwood, Johnstone & Gryffe, Paisley Hub, Renfrew & Gallowhill and Park Mains. There are 64 member clubs. We will continue to support CSHs to focus on sustainable, community-led approaches that get clubs working together to develop welcoming, safe and fun environments for sport. The CSH Executive Steering Group meet quarterly and will be represented at future Sport Strategy Steering Groups. 4.16 Active Schools provided an outdoor programme during the year that offered a range of sports including gorge walking, climbing, abseiling, rafting, skiing mountain biking and archery. They also provide a service to educational establishments such as Kintyre and Flexible Learning. They aim to expand this service to work in some of the bases within Renfrewshire schools. 4.17 The sportscotland School Sport Award is a National Lottery Fund initiative designed to encourage schools to continuously improve physical education and school sport opportunities. Although paused due to Covid, Renfrewshire currently has 14 Gold Schools, 10 Silver and 0 bronze. The award assesses Physical Education, School Sport, Pathways, Compete and Perform, Career Long Professional Learning, Recognition and Awards and access to school facilities. Work is ongoing in all schools for them to work towards the award levels. 4.18 The Active Schools team worked in partnership with Renfrewshire Primary Schools and Renfrewshire Council Attainment Team to develop an effective tracking system to monitor the attainment gap and also track information regarding wider achievement and physical activity. The group has created a system that allows Active Schools coordinators and Schools to identify pupil progress and begin to plan and implement early interventions when needed. The system was presented at a National Headteacher Conference at Hampden Park by the OneRen team in 2017. Since then, the Active Schools team have managed to gather data on physical activity levels, swimmer and non- swimmer details, which will allow the service to forward plan and increase targeted engagement routes with children and young people. 5. Future Programme 2023-2027 Page 61 of 64
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6. 5.1 Sportscotland indicated their support for the continuation of the Active Schools programme in early 2022. The commitment in principle to maintain the current service level is based on the current financial support arrangements of £404,232 per annum for staffing costs and is subject to match funding from Renfrewshire Council. 5.2 Based on the current funding arrangement, the external funding from sportscotland would amount to an investment in Renfrewshire of £1,616,928 over the four-year period. 5.3 Match funding is paid by Renfrewshire Council each year through the service payment to OneRen. Renfrewshire Council will be required to commit for the 4-year period from existing base budgets, plus pay award inflation, a total of £1,409,769. 5.4 The commitment through to 2027 will allow continued growth in capacity, opportunities and ultimately the number of children and young people participating in sport and physical activity on a regular basis in schools and communities across Renfrewshire. 5.5 sportscotland have also invested an additional £390,850 through the Programme for Government. This investment will build upon and add value to the current Active Schools and Community Sport Hub teams. 5.6 Schools have invested additional Pupil Equity Funding to fund 10 Health and Wellbeing assistants to support targeted interventions to improve activity levels and contribute towards higher levels of attainment in 10 schools. 5.7 The Active Schools programme will also: i. Identify active and inactive young people to focus resources on the inactive ii. Work with others to provide improved services for young people with additional support needs iii. Continue to support Community Sport Hubs to promote their clubs in the wider community iv. Continue to support National Governing Bodies to create a sporting pathway for life. v. Continue to support Renfrewshire schools to achieve sportscotland Schools Sport Awards. ___________________________________________________________________ Page 62 of 64
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7. Implications of the Report 1. Financial – Match funding from Renfrewshire Council for the period April 2023 to March 2027 is required to run the Active Schools Programme. 2. HR & Organisational Development – a temporary variation to contracts will be required to deliver the future programme across the school estate. 3. Community/Council Planning • Our Renfrewshire is thriving The active schools programme recruits and trains volunteers and creates a pathway into employment. • Our Renfrewshire is well – The active schools programme provides activity sessions to encourage young people to understand the importance of physical activity for their health and wellbeing. • Our Renfrewshire is fair The active schools programme is open to all young people • Reshaping our place, our economy and our future – The programme is a key strand of the Renfrewshire Sport – A Way of Life strategy and works in partnership with community based clubs, schools and parents • Building strong, safe and resilient communities –Tackling inequality, ensuring opportunities for all – These proposals will continue to develop an integrated programme to increase the participation of school aged children in sport and physical activity. The proposal will continue to develop inclusive sport and activity sessions. • Creating a sustainable Renfrewshire for all to enjoy The programme builds sustainability through volunteer and club development • Working together to improve outcomes – The active schools programme will work with all other partners and departments to create a vibrant community. 4. Legal – not applicable 5. Property/Assets – not applicable 6. Information Technology – not applicable 7. Equality & Human Rights – The Active Schools programme promotes and supports inclusive opportunities for sport and activity. 8. Health & Safety – not applicable 9. Procurement – not applicable Page 63 of 64
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8. 10. Risk – not applicable 11. Privacy Impact – not applicable 12. Cosla Policy Position – not applicable ___________________________________________________________________ List of Background Papers – not applicable Author: Laura MacIntyre, Head of Policy and Commissioning Chief Executive’s Service laura.mcintyre@renfrewshire.gov.uk 0141 618 6807 Page 64 of 64