Agenda Document Pack - Leadership Board - 30/11/2022
Renfrewshire Council · 30 November 2022
Back to Leadership Board — 30 November 2022 and its agenda
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Notice of Meeting and Agenda Leadership Board Date Time Venue Wednesday, 30 November 2022 13:00 Council Chambers (Renfrewshire), Council Headquarters, Renfrewshire House, Cotton Street, Paisley, PA1 1AN MARK CONAGHAN Head of Corporate Governance 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: Further Information This is a meeting which is open to members of the public. A copy of the agenda and reports for this meeting will be available for inspection prior to the meeting at the Customer Service Centre, Renfrewshire House, Cotton Street, Paisley and online at http://renfrewshire.cmis.uk.com/renfrewshire/CouncilandBoards.aspx For further information, please either email democratic-services@renfrewshire.gov.uk or telephone 0141 618 7105. 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. Page 1 of 170
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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 Page 2 of 170
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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. Budget Monitoring 1 Revenue and Capital Budget Monitoring Report Joint report by the Chief Executive, Director of Finance & Resources and the Chief Finance Officer, Renfrewshire Health & Social Care Partnership 5 - 16 Fairer Renfrewshire 2 Fairer Renfrewshire Sub-committee Minute of Meeting of Fairer Renfrewshire Sub-committee held on 26 October 2022 17 - 20 3 Fairer Renfrewshire Update Report by Chief Executive 21 - 38 Strategic Leadership and Oversight 4 Council Plan 2022 to 2027 - Performance Framework Report by Chief Executive 39 - 56 Regeneration and Renewal 5 City Deal and AMIDS Projects Update 57 - 64 Page 3 of 170
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Joint report by Chief Executive and Director of Finance & Resources Leisure and Culture 6 Six Monthly Monitoring Report – OneRen Report by Chief Executive 65 - 78 7 Future Paisley Programme 6-monthly Progress Update Report by Chief Executive 79 - 120 8 Future Paisley Cultural Funding Programme 2022 Report by Chief Executive 121 - 138 9 Renfrewshire Gaelic Language Plan 2022-27 Report by Chief Executive 139 - 166 10 The Royal National Mod 2023: Mod Phaislig Report by Chief Executive 167 - 170 Page 4 of 170
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To: Leadership Board On: 30 November 2022 Report by: Chief Executive, Director of Finance and Resources, and Chief Finance Officer Renfrewshire HSCP Heading: Revenue and Capital Budget Monitoring as at 16 September 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 £0.693m. 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 (Adv)/Fav £000 Budget Variance % Adult Services 93,607 92,636 971 1.0% Chief Executives 20,349 20,627 (278) (1.4%) Total 113,956 113,263 693 0.6% Table 2: Capital Division Revised Annual Budget £000 Projected Annual Outturn £000 Budget Variance (Adv)/Fav £000 Budget Variance % Chief Executives 50,823 50,823 0 0% Leisure Services 2,386 2,386 0 0% Total 53,209 53,209 0 0% Item 1 Page 5 of 170
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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 £0.693m (0.6% 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. In line with previous reporting periods, 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, however significant pressure from energy costs will potentially increase this figure. 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 6, the service estimates that costs of £2.9m 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 any further impact of COVID on internal and externally provided services. Page 6 of 170
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• The Scottish Government provided the HSCP with additional COVID-19 funding in the final quarter of 2021/22, a proportion of which will require to be returned to the Scottish Government over the course of 2022/23. 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 £0.970m 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 asked to note from Appendix 1 that minor budget adjustments have been processed since the previous report to board. 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 revised capital programme for the Chief Executive’s Service since the approved budget of £5.842m, in line with the previous board report. 5.3. Appendix 3 also indicates movement in the revised capital programme for Leisure Services, since the approved budget, of £1.632m, of which £0.020m has changed since the previous board report. This movement is explained further below. 5.4. Further detail, including reasons for significant variances, can be found at Appendix 3. 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 reported, it is anticipated that consequential cost pressures arising from COVID-19 will require to be addressed from COVID-specific reserve balances. Page 7 of 170
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6. Capital Budget Adjustments 6.1. Since the 2022/23 budget was approved in March, budget adjustments totalling £7.474m have arisen. Within Leisure Services, £0.020m of these adjustments have occurred since the previous board report as a result of: Budget carried forward into 2023/24 from 2022/23 (£0.027m) as result of updated cash flows: o Communities Hall Refurbishment: (£0.027m). Budget increases in 2022/23: £0.047m o Communities Hall Refurbishment (£0.047m) as a result of a budget transfer from the Lifecycle Capital Maintenance Fund for Bargarran Community Centre ___________________________________________________________________ Implications of this report 1. Financial – The projected budget outturn position for the revenue budget reported to the Leadership Board is an underspend of £0.693m. 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. Page 8 of 170
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6. Information Technology None directly arising from this report. 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: Revenue - Valerie Howie, Finance Business Partner Capital - Geoff Borland, Finance Manager Page 9 of 170
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Appendix 1 Objective Summary Annual Budget at Period 3 Budget Adjustments Revised Annual Budget at Period 6 Projected Outturn Previous Projected Outturn Variance Movement £000 £000 £000 £000 £000 % £000 £000 Adult Services 93,607 0 93,607 92,636 971 1.0% 2,065 (1,094) Chief Executive's Service 20,327 22 20,349 20,627 (278) (1.4%) (276) (2) NET EXPENDITURE 113,934 22 113,956 113,263 693 0.6% 1,789 (1,096) Subjective Summary Annual Budget at Period 3 Budget Adjustments Revised Annual Budget at Period 6 Projected Outturn Previous Projected Outturn Variance Movement £000 £000 £000 £000 £000 % £000 £000 Employees 41,256 809 42,065 43,009 (944) (2.2%) (9,048) 8,104 Premises Related 736 79 815 868 (53) (6.5%) (112) 59 Transport Related 841 (5) 836 465 371 44.4% 383 (12) Supplies and Services 15,215 218 15,433 15,719 (286) (1.9%) (219) (67) Third Party Payments 75,551 756 76,307 77,389 (1,082) (1.4%) 472 (1,554) Transfer Payments 8,477 (133) 8,344 7,088 1,256 15.1% 90 1,166 Support Services 74 2 76 73 3 3.9% 3 0 Depreciation and Impairment Losses 0 0 0 0 0 0.0% 0 0 GROSS EXPENDITURE 142,150 1,726 143,876 144,611 (735) (0.5%) (8,431) 7,696 Income (28,216) (1,704) (29,920) (31,348) 1,428 4.8% 10,220 (8,792) NET EXPENDITURE 113,934 22 113,956 113,263 693 0.6% 1,789 (1,096) RENFREWSHIRE COUNCIL REVENUE BUDGET MONITORING STATEMENT 2022/23 1 April 2022 to 16 September 2022 Budget Variance (Adverse) or Favourable Budget Variance (Adverse) or Favourable POLICY BOARD : LEADERSHIP BOARD Page 10 of 170
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Appendix 2 Objective Summary Annual Budget at Period 3 Budget Adjustments Revised Annual Budget at Period 6 Projected Outturn Previous Projected Outturn Variance Movement £000 £000 £000 £000 £000 % £000 £000 Older People 60,831 (268) 60,563 61,084 (521) (0.9%) 1,292 (1,813) Physical or Sensory Difficulties 6,727 773 7,500 7,413 87 1.2% 202 (115) Learning Difficulties 22,673 (1,704) 20,969 19,820 1,149 5.5% 290 859 Mental Health Needs 2,726 1,099 3,825 3,570 255 6.7% 246 9 Addiction Services 650 100 750 749 1 0.1% 35 (34) NET EXPENDITURE 93,607 0 93,607 92,636 971 1.0% 2,065 (1,094) Objective Heading Older People Physical or Sensory Difficulties Learning Difficulties Mental Health Needs Addiction Services RENFREWSHIRE COUNCIL REVENUE BUDGET MONITORING STATEMENT 2022/23 1 April 2022 to 16 September 2022 Budget Variance (Adverse) or Favourable Key Reasons for Projected Variance 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. Overspends within third party payments due to demand and delayed discharges. Underspends in employee costs reflecting national recruitment issues facing all Health & Social Care. Page 11 of 170
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Appendix 2 Subjective Summary Annual Budget at Period 3 Budget Adjustments Revised Annual Budget at Period 6 Projected Outturn Previous Projected Outturn Variance Movement £000 £000 £000 £000 £000 % £000 £000 Employees 36,239 748 36,987 38,003 (1,016) (2.7%) 1,231 (2,247) Premises Related 364 78 442 493 (51) (11.5%) (109) 58 Transport Related 840 (5) 835 464 371 44.4% 382 (11) Supplies and Services 1,965 166 2,131 2,058 73 3.4% 129 (56) Third Party Payments 75,425 756 76,181 77,263 (1,082) (1.4%) 472 (1,554) Transfer Payments 6,183 (71) 6,112 4,854 1,258 20.6% 93 1,165 Support Services 70 2 72 69 3 4.2% 3 0 Depreciation and Impairment Losses 0 0 0 0 0.0% 0 0 GROSS EXPENDITURE 121,086 1,674 122,760 123,204 (444) (0.4%) 2,201 (2,645) Income (27,479) (1,674) (29,153) (30,568) 1,415 4.9% (136) 1,551 NET EXPENDITURE 93,607 0 93,607 92,636 971 1.0% 2,065 (1,094) Budget Variance (Adverse) or Favourable 1 April 2022 to 16 September 2022 RENFREWSHIRE COUNCIL REVENUE BUDGET MONITORING STATEMENT 2022/23 POLICY BOARD : LEADERSHIP BOARD - ADULT SERVICES Page 12 of 170
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Appendix 2 Objective Summary Annual Budget at Period 3 Budget Adjustments Revised Annual Budget at Period 6 Projected Outturn Previous Projected Outturn Variance Movement £000 £000 £000 £000 £000 % £000 £000 Chief Executive and Management 266 2 268 267 1 0.3% 2 (1) Policy and Commissioning 4,563 13 4,576 4,534 42 0.9% 32 10 Marketing and Communications 3,764 7 3,771 3,750 21 0.6% 31 (10) City Deal & Infrastructure 0 0 0 0 0 0.0% 0 0 Leisure Services (incl Renfrewshire Leisure) 11,734 0 11,734 12,076 (342) (2.9%) (341) (1) NET EXPENDITURE 20,327 22 20,349 20,627 (278) (1.4%) (276) (2) Objective Heading Chief Executive and Management Policy and Commissioning Marketing and Communications City Deal & Infrastructure Leisure Services (incl Renfrewshire Leisure) REVENUE BUDGET MONITORING STATEMENT 2022/23 Budget Variance (Adverse) or Favourable 1 April 2022 to 16 September 2022 RENFREWSHIRE COUNCIL POLICY BOARD : LEADERSHIP BOARD - CHIEF EXECUTIVE'S SERVICE No significant projected year end variances to report. The adverse variance reflects the projected costs of supporting Renfrewshire Leisure with a revised level of requisition as a result of the continued impact on service delivery of the recovery from the Covid pandemic. No significant projected year end variances to report. No significant projected year end variances to report. Key Reasons for Projected Variance No significant projected year end variances to report. Page 13 of 170
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Appendix 2 Subjective Summary Annual Budget at Period 3 Budget Adjustments Revised Annual Budget at Period 6 Projected Outturn Previous Projected Outturn Variance Movement £000 £000 £000 £000 £000 % £000 £000 Employees 5,017 61 5,078 5,006 72 1.4% 65 7 Premises Related 372 1 373 375 (2) (0.5%) (3) 1 Transport Related 1 0 1 1 0 0.0% 1 (1) Supplies and Services 13,250 52 13,302 13,661 (359) (2.7%) (349) (10) Third Party Payments 126 0 126 126 0 0.0% 0 0 Transfer Payments 2,294 (62) 2,232 2,234 (2) (0.1%) (3) 1 Support Services 4 0 4 4 0 0.0% 0 0 Depreciation and Impairment Losses 0 0 0 0 0 0.0% 0 0 GROSS EXPENDITURE 21,064 52 21,116 21,407 (291) (1.4%) (289) -2 Income (737) (30) (767) (780) 13 1.7% 13 0 NET EXPENDITURE 20,327 22 20,349 20,627 (278) (1.4%) (276) (2) Budget Variance (Adverse) or Favourable 1 April 2022 to 16 September 2022 POLICY BOARD : LEADERSHIP BOARD - CHIEF EXECUTIVE'S SERVICE RENFREWSHIRE COUNCIL REVENUE BUDGET MONITORING STATEMENT 2022/23 Page 14 of 170
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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 1,710 754 942 1,696 1,696 0 0% 3,433 3,433 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 1,632 2,386 2,386 0 0% 61,274 61,274 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 7,474 53,209 53,209 0 0% 422,920 422,920 0 0% *Rolling programmes have a prior year year expenditure of £0 as the expenditure is not directly linked from one year to the next as a singular project. RENFREWSHIRE COUNCIL CAPITAL INVESTMENT STRATEGY - NON-HOUSING SERVICES 1st April to 16th September 2022 POLICY BOARD: LEADERSHIP Current Year 2022-23 Full Programme - All years Budget Variance (Adverse) or Favourable Budget Variance (Adverse) or Favourable Page 15 of 170
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___________________________________________________________________ To: Leadership Board On: 30 November 2022 ___________________________________________________________________ Report by: Chief Executive ___________________________________________________________________ Heading: Fairer Renfrewshire Update ___________________________________________________________________ 1. Summary 1.1 The Council and its partners continue to work together to progress the Fairer Renfrewshire Programme, with a strong shared focus currently on the local response to the cost of living crisis. 1.2 As outlined in the paper to Leadership Board on 14 September 2022, the Council has allocated £4.4m of funding since 2021 to take forward local actions which tackle financial insecurity, low income and poverty. At the Leadership Board on that date, elected members approved a further tranche of funding of £440,000 to take forward a range of additional actions in light of the deepening cost of living crisis. These actions have now been implemented but there remains a need for all partners to continue to work together to share information and to be able to respond flexibly as required. 1.3 In recognition of the need to continue to strengthen partnership working, the Fairer Renfrewshire sub-committee made a call for evidence in late September, and invited a range of community and third sector organisations to come together to discuss the current crisis and to explore opportunities to support local people experiencing financial insecurity and poverty. 1.4 This paper provides an overview of the session held, and an update on all key activities that have been progressed as part of the local response since the last report to Leadership Board on 14 September 2022, including the launch of the Winter Connections programme in November 2022. Item 3 Page 21 of 170
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1.5 The Alcohol and Drugs Change Programme is an important element of the wider Fairer Renfrewshire programme, and previous updates to board have highlighted the work that is being progressed, with particular recent focus being on the launch of the Recovery Change Fund. Section 5 of the paper provides an update on the Fund, and sets out recommendations to award funding to a further 3 organisations. It is also proposed that the application period for the Recovery Change Fund should be extended to end of February 2023. ___________________________________________________________________ 2. Recommendations 2.1 It is recommended that elected members: • Note the content of the report; • Note the funding awarded to 15 organisations through the Winter Connection Funding, through delegated authority provided to the Director of Communities and Housing as outlined at Appendix 1; • Approve the allocation of an additional £30,000 to the Winter Connections programme; to top-up the Winter Connections small grants fund for community organisations by an additional £20,000 as well as awarding a grant of £10,000 to OneRen to provide a programme of Winter Connections activities across Renfrewshire’s libraries; • Approve the allocation of £29,659.54 from the Recovery Change Fund to support the initiatives detailed in Section 5 of this report; and • Agrees that the Recovery Change Fund remains open for new applications until end February 2023. ___________________________________________________________________ 3. Background 3.1 As elected members will be aware through previous updates to the Leadership Board, the Council is in the process of developing and delivering a new Fairer Renfrewshire Programme. This brings together all previous programmes that have been developed to tackle the inequalities that exist across Renfrewshire’s communities, including those relating to poverty, alcohol and drugs and COVID recovery, and has an immediate focus on the local response to the deepening cost of living crisis. 3.2 The Fairer Renfrewshire sub-committee was formed in August 2022 and has regular oversight of issues relating to poverty and inequality in Renfrewshire, with a Fairer Renfrewshire Officer Group also now having been established. Page 22 of 170
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3.3 This paper provides an overview of the activities that have been progressed through the Programme since the last update to board, and seeks to provide an update on national and local policy developments which continue to impact the local response. Current context 3.4 The cost of living crisis and the impact on local people and communities continues to deepen, with the Bank of England now predicting that the economic issues facing the UK could lead to a recession over at least a two year period. Inflation and cost pressures have continued to grow, particularly in relation to energy, fuel and food goods. 3.5 The cost of energy has risen due to a rise in the energy price cap on 1st October 2022, and an Energy Price Guarantee has been introduced to reduce the impact of this on households until April 2023. 3.6 Inflation is currently 11.1% (October rate), exceeding the Bank of England predictions for October 2022. Interest rates have risen in response to rising inflation, and the current Bank Rate is now 3%, having risen 0.75 % on 3 November 2022. 3.7 Volatility in financial markets has caused the UK mortgage market to tighten, with lenders withdrawing some mortgage products and mortgage rates rising. 3.8 A range of policy developments have been announced in recognition of the ongoing crisis. These include: • In September 2022 the Scottish Government announced that from 14 November 2022, Scottish Child Payment will increase again to £25 per week, per child and the benefit will be extended to children aged between 6 and 16. This means that December’s bridging payment will be the last. The Scottish Government, however has doubled this final payment, so those who are entitled will receive £260. • In response the cost-of-living crisis and concern regarding the high rent increases in many parts of Scotland, emergency legislation to freeze rents and ban evictions temporarily has been passed in the Scottish Parliament. The Cost of Living (Tenant Protection) (Scotland) Act 2022 gives tenants increased protection from rent increases and evictions for six months. Page 23 of 170
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3.9 The Joseph Rowntree Foundation (JRF) published its annual ‘Poverty in Scotland’ report on 3rd October 2022. Focusing on the cost-of-living crisis, the report is based on JRF’s own research which is believed to be the biggest poll so far of people in Scotland’s experiences of the current cost-of-living crisis. 3.10 The report highlights that: • nearly two-in-three people (65%) have cut back on an essential, while one- in-four (26%) have cut back on three or more essentials like reducing spending on food, cutting down meal size and not replacing clothing that is outgrown or worn. • Three in-four households have also cut back on the basics, such as numbers of showers and baths taken, reduced spending on transport and used electrical appliances less often. This research was conducted over the summer months, when weather is milder. Even then the research found that more than two-in-five (44%) households have heated their homes less than they needed to or less often, to reduce cost. • The report also highlights that many families, including one-in-five low- income cannot heat their home and have skipped or reduced the size of meals. Three-in-twenty households that had skipped meals or reduced the size of meals had also accessed a food bank. 3.11 The cost-of-living crisis is having an adverse impact on people’s mental health. JRF reported that almost three-in-twenty (14%) adults who had cut back or reduced spending have accessed NHS mental health services. This increases significantly for the priority families who have cut back or reduced costs, with more than one-in-five (22%) single-parent households and the same rate for large families and around one-in-four (24%) of families where someone is disabled. 3.12 A full update was considered by the Fairer Renfrewshire sub-committee at its meeting on 26 October 2022. ___________________________________________________________________ 4. Update on local response to cost of living crisis 4.1 In the last update provided to the Leadership Board on 14 September, elected members were provided with an overview of the key activities that had been progressed with partners over the past 2 years in particular in relation to financial insecurity and poverty. The report highlighted that a range of local activities and supports were being delivered through the longer term Tackling Poverty programme, through our local Social Renewal Plan in relation to the pandemic, and more recently in response to the cost of living crisis. Page 24 of 170
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It was noted at that time that over £4.4m had been allocated to date, with key areas of activity highlighted in the table below. 4.2 At its meeting on 14 September, the Leadership Board approved a number of additional actions that partners would be progressing in response to the deepening cost of living crisis. These have been actioned as follows: • £100,000 funding was allocated to Renfrewshire Citizens Advice Bureau to progress an advice pilot in schools. A grant funding agreement has been put into place to deliver this pilot and it is anticipated that this will commence in the New Year. • £300,000 was allocated to provide a £50 Winter School Clothing Payment to children in eligible households, which was paid on 4 November 2022 to 5744 children. • £50,000 was allocated to provide grant funding for local organisations participating in the Winter Connections programme. The programme will encourage people to connect and participate in activities in warm and welcoming spaces across communities in Renfrewshire. The fund was launched in October, with initial awards made in early November. Further information on the programme is set out in section 4.16. • The Financial Insecurity Payment has now been uprated from £100 to £150 per instance, and work is continuing with partners to refer individuals to the scheme to benefit from the payment as well as money advice and wider support. 4.3 A Fairer Renfrewshire Officer Group has been formed, and work is ongoing to share information on the impact that front line services are identifying, including through schools, advice and to identify additional responses as these are required. Page 25 of 170
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Regular information on the cost of living crisis and local activities is also being reviewed on a regular basis by the Fairer Renfrewshire Sub-Committee. Fairer Renfrewshire sub-committee 4.4 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. The sub-committee has now met twice and has been reviewing a range of information provided by officers and partners on the scale and impact of the cost of living crisis, and the local response that is being progressed. 4.5 The sub-committee held a “Call for Evidence” session on 12 October 2022, the purpose of which was to engage with local community and third sector organisations- on the impact of the cost of living crisis and to identify further actions that partners can take forward in response to support local people. 4.6 There were a number of overarching messages from the session, including: • This crisis is happening now in our communities, often we talk about the winter we are facing as a future challenge, but many households are already at crisis point and demand for services and supports is rising. • The cost-of-living crisis is affecting different people, including people who haven’t needed to access support before. We also know that some groups of people are affected differently or face distinct challenges, for example, people with no recourse to public funds. • We need to help the helpers – staff and volunteers working on the front-line to support people are facing increasing demands and challenges (often on top of their own personal situation). People need to be OK to look after other people. • Many organisations and people worked hard to support people through the Covid pandemic, and are now facing another crisis immediately after without space to recover. • There are a lot of unknowns and it can be difficult to find hope, and to give reassurance and hope to people in our communities. • There are good foundations for partnership working in Renfrewshire, and people valued the opportunity to come together and work together on these issues. 4.7 Following on from this initial session, a follow up meeting is being scheduled in order to explore further practical steps to take forward in partnership, and to share emerging trends and experiences as we go through the Winter period. Page 26 of 170
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Fair Food Renfrewshire 4.8 At its meeting on 28 April 2022, Council agreed a motion to prioritise its focus on food justice and to develop a local food partnership network and strategy. In June 2022, Leadership Board agreed that Council would work with local groups and organisations to examine issues around food insecurity and food provision more broadly with a view to developing a local action strategy and action plan by September 2022. It was also agreed that the Head of Policy and Commissioning would act as an officer champion in relation to food and would ensure local plans were aligned national policy developments, including the Good Food Nation (Scotland) Act which was passed by the Scottish Parliament in June 2022, however has not yet been fully implemented. 4.9 As the cost of living crisis has deepened it has been necessary to work at pace to identify and respond to issues being experienced across communities and work to develop the longer term partnership and strategy was slightly delayed as a result. An initial stakeholder event was held on 24 October 2022, involving a range of key local partners and services, all of whom have a role in terms of supporting sustainable food in Renfrewshire. Partners discussed some of the immediate challenges being experienced in relation to food insecurity as well as the opportunities that could be progressed collectively over the longer term through the development of a new network and strategy. This work will continue over the Winter period. 4.10 In the short term, officers have continued to engage with community and third sector partners in relation to food insecurity, particularly in light of the cost of living crisis. A number of specific issues have been identified in terms of meeting demand and of obtaining adequate food supply, and partners are working collectively to share information and learning. At the last meeting of the Leadership Board on 14 September, £44,970 of funding was allocated from the Community Food Fund, to support local organisations to address the immediate challenges faced. Fuel / energy 4.11 Fuel costs have continued to be the most pressing issue for many clients seeking advice. Most clients contacting Advice Works, whether for a benefit check, a Foodbank voucher or any other reason mention energy costs as being an issue and for both Advice Works and Renfrewshire Citizens Advice Bureau clients are coming forward to try to get other benefits, such as Adult Disability Payment to bolster their income against energy cost increases. 4.12 To support clients with emergency fuel costs, the Fuel Insecurity Pilot has continued, with fuel vouchers and debt reduction support provided by Page 27 of 170
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Renfrewshire Foodbank and Linstone Housing Association, backed up by energy advice from Renfrewshire Citizens Advice Bureau. To the end of October, almost £31,000 in financial supports have been issued to those struggling with energy costs. 4.13 In addition, we have worked to ensure messaging around support with fuel costs has got to residents and our staff, with internal communications and social media posts around Government Supports, prepayment meter vouchers, energy saving tips and other issues being published. Advice and information 4.14 November 7- 11 was “Talk Money Week” 2022, which every year encourages people to open up about their finances and seek advice and support on how to manage issues being experienced. It has never been more important to encourage people to seek support at the earliest opportunity, and for frontline staff to be alert to the supports that are available from Council services and partner organisations. 4.15 During this week a number of events were held: • Advice Works and Renfrewshire Citizens Advice Bureau (RCAB) came together to offer appointments for benefits checks, with promotion around these focussing on pension credit and Scottish Child Payment. • A staff health and wellbeing event for Council, OneRen and Renfrewshire HSCP staff took place in the Lagoon on 9 November. This included representation from organisations offering support around finances, including RCAB, Renfrewshire Affordable Credit Alliance and the Council’s Energy Management Unit. • An Affordable Credit Event took place, open to practitioners working with residents who may have money worries. Speakers included Money and Pension Service, Scotcash and Social Security Scotland. Winter Connections 4.16 At Leadership Board on 14 September 2022, elected members agreed that officers should develop a Winter Connections Programme which would provide a network of local places and spaces where people can connect to others in their community this winter. In some local authority areas, plans have been developed to open warm banks – places where people can come to sit and keep warm during the winter period if they are having difficulty heating their homes. In Renfrewshire we are seeking with partners to do much more, and to reduce the stigma of accessing this support. Page 28 of 170
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4.17 We know that people are facing a difficult winter ahead, and Winter Connections will co-ordinate and promote a programme of events and activities across Renfrewshire that everyone can access. Winter Connections activities are always free, open to all, in every neighbourhood and can guarantee a warm welcome. 4.18 The programme launched in mid November and is based on the following principles: 4.19 £50,000 of grant funding was allocated by the Leadership Board in September 2022, to support local groups and organisations to participate in the programme and to contribute some of the costs of delivery where this was required. The funding criteria suggests bids of up to £2,000 will be considered for each application. 4.20 Recognising the need to allocate funding at pace, Leadership Board agreed for delegated authority to be provided to the Director of Communities and Housing to make awards, with detail to be provided to the Leadership Board on all awards made. An assessment panel involving officers from the Council, Renfrewshire HSCP and Engage Renfrewshire was convened to consider applications received. An initial tranche of 15 applications were recommended for award totalling £29,049, with a summary of all approved applications provided in Appendix 1. 2 applications did not meet the criteria for the funding and were not recommended for award. A further 7 applications within the initial batch of applications were put on hold for further clarification or development. The officer panel was reconvened in November to consider these applications, alongside an additional 9 applications. Applications for the fund now exceed the £50,000 initially allocated. Page 29 of 170
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4.21 The programme will continue to evolve over time, and officers are currently working with partners to assess any gaps in provision across communities and to develop proposals to address these. Presentations given at all Local Partnerships through November provided an opportunity to share information about the programme, particularly any gaps in geographical coverage, and this has generated further interest and applications. Officers continue to consider the coverage of activities and support at weekends and over the Christmas and New Year period. 4.22 In response to the level of interest from community organisations, it is recommended that a further £20,000 is allocated to the Winter Connections fund to allow additional awards, and in particular to allow the programme to extend into January and February 2023. 4.23 In addition, it is recommended that £10,000 grant funding is awarded for OneRen to deliver a programme of Winter Connections activities across Renfrewshire’s library network. This would include a range of activities including craft sessions, board games, film shows and play sessions across all libraries, and would also allow for targeted activities in areas with fewer activities. 4.24 Officers have also been working with colleagues to extend existing provision of activities to be included within the Winter Connections programme. This includes an extended programme of Street Stuff activities over the festive period for young people with additional food provided, as well as a programme of free, creative activities as part of Future Paisley provided over a four week period in Paisley town centre. 4.25 A full schedule of events and activities is now being promoted by partners and through the Council’s regular communication channels. A Winter Connections identity has been developed, and digital and printed materials will be provided as part of a partner toolkit. This will also include helpful guidance and information for Winter Connections hosts on providing safe and inclusive environments, as well as consistent signposting information on key supports such as advice services. Page 30 of 170
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Valuing lived experience 4.26 Renfrewshire Council has a long-standing commitment to tackling poverty, with development of lived experience identified as a key action within our Local Child Poverty Action Reports. Supported by funding through agreed through the Social Renewal Programme, officers worked with the Poverty Alliance on the Get Heard programme – which sought to develop a deeper understanding of the pandemic on low income households. 4.27 Work is now being progressed to develop the next stage of this approach, and specifically to establish a local panel of people with lived experience of poverty to help us develop local practice and policy. The aim of this work is to develop a model of participation that will have a practical impact on local policy making and will result in meaningful engagement on the part of both people with lived experience and policy makers. There is a real opportunity for the panel to work closely alongside the Fairer Renfrewshire sub-committee to develop the ongoing response to the cost of living crisis and poverty more widely. 4.28 We will be running a ‘test of change’ to develop this approach through 2022/23, working in partnership alongside expert national and local organisations – and most importantly, people with lived experience of poverty. Star Project and the Poverty Alliance have been commissioned to support this work specifically and have now commenced the development stage of the programme. Page 31 of 170
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4.29 It is anticipated that the test of change will run for six months, at which point we will evaluate the process to explore how these types of participation processes can inform our work on an ongoing basis and become an established part of how we work. ___________________________________________________________________ 5. Alcohol and Drugs Programme – Recovery Change Fund 5.1 As agreed by the Leadership Board on 14 September 2022, a second round of the Recovery Change Fund application process was launched, with applications being accepted over the month of October, closing on 28 October 2022. In total 3 applications were received, which were those deferred from the previous round of funding. 5.2 A formal evaluation process was undertaken by a multiagency Assessment Panel, including officers from Renfrewshire Council, Renfrewshire HSCP, 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. 5.3 The Panel recommends that all three projects detailed in the table below are awarded funding, with a total combined commitment of £29,659.54. Organisation Funding Requested Name and Purpose of Project Decision Renfrew YMCA £10,000.00 Our Mind Our Space - to provide mental health and wellbeing support to children and young people in Renfrew, working with schools, using varying psychological theories and practices to best support young people in a group and one to one setting. Recommend for award RAMH £9,659.54 Peer Recovery - To recruit a peer recovery worker to support individuals experiencing a crisis in their mental Recommend for award Page 32 of 170
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Organisation Funding Requested Name and Purpose of Project Decision health in relation to their drug and/or alcohol use to work within the FIRST Crisis service. Youth Interventions £10,000.00 YI Love Me – to develop group spaces for young people and families affected by alcohol and drugs to create social connections and reduce stigmatisation Recommend for award 5.4 Progress on all projects funded through the Recovery Change Fund will be monitored, with regular updates provided to the Leadership Board. 5.5. It is proposed that the Recovery Change Fund remains open for new applications until end February 2023. An initial review of the funding will then be undertaken, in order to assess links with other national funding streams and to develop options for the funding going forward. ___________________________________________________________________ 6. Next steps 6.1 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. ___________________________________________________________________ Implications of the Report 1. Financial – Elected members are asked to note that £29,049 of funding has been allocated to local groups and organisations as part of the Winter Connections programme to date. It is recommended that £30,000 of additional funding is allocated to extend the Winter Connections programme, with £10,000 of this additional funding to be allocated to One Ren to deliver Winter Connections through the library network. £29,659 of funding is recommended for allocation from the Recovery Change Fund. 2. HR & Organisational Development – none 3. Community/Council Planning – 4. Legal - none 5. Property/Assets - none 6. Information Technology - none Page 33 of 170
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7. Equality and Human Rights – A key element of the Fairer Renfrewshire programme is to tackle inequality and to ensure services and supports are targeted to support people experiencing financial insecurity and poverty. A core part of our approach is to engage with local groups and communities, and those with lived experience to identify opportunities to reduce these inequalities and barriers to accessing support. 8. Health and Safety - none 9. Procurement – none 10. Risk – none 11. Privacy Impact – none 12. COSLA Policy Position – none 13. Climate Risk – none ___________________________________________________________________ Author: Laura McIntyre, Head of Policy and Commissioning Page 34 of 170
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15 Applications recommended for Approval Organisation Area Funding Requested Purpose Funding proposed for approval Active Communities Johnstone £2,000 Winter Connections at Station 7 - Funding will support an afterschool social club for local families providing a warm, healthy meal for children with games and activities and an opportunity to learn about healthy food choices. Parents will be able to connect with other parents and to benefit from a range of advice on finances. Working with the Head Teacher at the local Primary will ensure that families most in need will benefit. Funding will contribute towards staff, food and energy costs. £2,000 Brick Lane Music Academy Central Paisley £2,000 Intergenerational Music Café – Brick Lane supports older people by providing a warm space to enjoy music making, singing and make friends with lunch. Funding will enable them to deliver an additional 20 weekly intergenerational music cafe sessions in Paisley and Johnstone and to expand the café to younger adults and parents with pre-school children giving younger people the opportunity to learn from and connect with an older generation and enhancing the wellbeing of all participants. £2,000 Erskine Arts Erskine £2,000 Piece n Music - Funding will support staff to establish a food and music club for adults to reduce social isolation, improve mental health, provide meaningful engagement and develop skills in songcraft and recording techniques. The club will enable people to explore, share and discuss music and memories evoked through record collections and develop musical understanding through sessions on instrumentation and mixing and mastering. £2,000 Home-Start Renfrewshire & Inverclyde Central Paisley & Linwood £2,000 Winter Warmer – Home-Start provides volunteer led parent-to-parent support, working alongside families to improve family life and help children achieve their potential. They run 5 group sessions per week in Paisley and Linwood providing family members with peer support locally £2,000 Page 35 of 170
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16 and regularly to develop their confidence and parenting skills. Funding would enable them to provide a hot meal from the café in the charity hub building to those attending the group sessions, extending the session for families attending and allowing them to mix with their peers for longer periods. Kickin’ On Linwood £1,900 Over 60’s Peer Support Drop In – Kickin’ On supports people who are struggling with mental health issues, addiction problems, social isolation and loneliness. Funding will enable them to establish a drop in for over 60's at their community mental health hub where they can participate in a range of free activities such as music and art, use the gym space and take part in yoga or other exercise classes. Participants will also be able to use the library, socialise and be signposted to relevant services in the community. £1,900 Langbank Village Centre Langbank £2,000 Langbank Village Centre – The Centre hosts different groups but there is a gap in activities for older residents during the day. Funding would help to restart activities post pandemic to connect people in an area of poor access to other amenities. Residents have been consulted about activities that they would like to attend, which will include an exercise class (which is costed and ready to start if fund is approved), a bridge club, first aid classes and a conversation café. £2,000 Lochwinnoch Community Development Trust Lochwinnoch £2,305 Lochwinnoch Warm Spaces Network - Lochwinnoch CDT is a non- profit organisation working on various projects to help the village be a great place to live. Funding would support local facilitators to run a Knit and Natter session at the local library over 15 weeks and a crafting session at the Workspace over 17 weeks. This will reduce social isolation and support local employment. £2,000 Our Place Our Families Renfrew £2,000 Eat Share Care Café – Funding will support Our Place Our Families with ingredients and equipment to run an information sharing café two days per week within Arkleston Community Centre. The cafe will be open to everyone and apart from sharing information on cost saving tips, how to minimise food wastage and reduce shopping bills and ways of sharing the cost of foods, also aims to reduce isolation and £2,000 Page 36 of 170
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17 loneliness, encourage new friendships and give people a safe place to come and share. Paisley St George’s Outreach Centre Glenburn £1,875 Learning Together Glenburn – the centre will provide a range of activities focussed on digital IT skills, but also including low-cost cooking, sewing, knitting and art. A former UWS tutor will teach basic internet skills over 10 weeks to increase confidence in the use of laptops and digital devices. Activities will be open to everyone in Glenburn, encouraging people to make connections. Funding will contribute to laptops, tablets, broadband, tutor, cooking equipment and art materials. £1,875 RAMH Paisley & Renfrew £1,945 Winter Wellbeing Hubs & Soup Group – RAMH wishes to expand their “Wellbeing Hubs” in Paisley and Renfrew to an open group for adults aged 16 and over dealing with issues around mental health & wellbeing. The aim is to promote learning and increase self-esteem, confidence and resilience. Homemade soup will be provided by volunteers at a “Soup Group” base in the Restore shop where people can learn and share skills about soup making and complete food handling training. Volunteers will receive a starter pack for making soup at home. £1,945 Renfrewshire Rainbow Buddies Johnstone Castle £1,701 Johnstone Castle Toddlers – Funding would support additional free toddler, Bookbug and lunch sessions per week to expand the current programme, provide a safe secure setting for babies and toddlers along with their parents to feel welcome and ensuring that financial barriers do not impact on children being able to socialise. £1,701 Renfrewshire Remode Central Paisley £2,000 Open Mic and Make Projects – This is a youth-led programme with 16–24-year-olds interested in climate change and sustainable fashion. They will contribute to the content and design of a Zine learning about photography, artwork, journalism and poetry while managing a mini budget. The aim is to encourage young people to find their own voice and express their views in a published zine. A programme of informal events will be incorporated into the programme to engage the young people in the wider aims of Remode. £2,000 Page 37 of 170
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18 Renfrew YMCA Renfrew £2,000 Coffee and Catch Up – This project’s aim is to reduce social isolation and increase digital inclusion by bringing people together in a social café to learn IT skills. Funding will enable staff and volunteers to support people with their digital needs, including job applications and benefits claims, as well as fun activities and provide opportunities for new friendships to form. £2,000 ROAR Johnstone £2,000 Jam Jar Picture House - The Picture House aims to improve wellbeing throughout the community by offering everyone the opportunity to come together to watch a film and connect with a hot drink. Funding will support the lease of the venue and staff time. During the film interval there will be an opportunity to signpost attendees to local support services. £2,000 STAR Project Shortroods Paisley £1,988 STAR’s Winter Connections – Funding will support additional activities two days per week providing attendees, games and crafts along with access to hot food. The project will provide device charging stations and Winter Warmer packs which include blankets, hot water bottles and large flasks for hot drinks/soup. The project’s Pantry Plus (a heavily subsidised food provision) will also open alongside the so that individuals who work during the day have the same access to low-cost foods as everyone else. £1,988 Applications which do not fit criteria – No awards recommended Friends of Knockhill Park Renfrew £1,000 Santa Lantern Parade – This is a fun family event involving a walk around the park with lanterns and lights, a visit from Santa and a film at the Cherrie Centre with refreshments. This is a one-off event and does not meet the criteria for the Fund. £0 St Mirren FC Charitable Foundation Paisley £2,000 Festive Friends – Funding would expand the Festive Friends programme at St Mirren Park to hold a second event on 30th December for 200 people who would otherwise be alone. The event is open to anyone in need and provides a meal, opportunities to socialise, take part in fun games and be entertained by local musicians. This is a one-off event and does not meet the criteria for the fund. £0 Page 38 of 170
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___________________________________________________________________ To: Leadership Board On: 30 November 2022 ___________________________________________________________________ Report by: Chief Executive ___________________________________________________________________ Heading: Council Plan 2022 to 2027 – Performance Framework ___________________________________________________________________ 1. Summary 1.1 The Council Plan is a key strategic document for Council employees, local people, businesses, partner organisations and voluntary organisations, setting out what the Council is aiming to achieve over the next 5 years. 1.2 The new Council Plan was approved by the Council on 29 September 2022, following an extensive programme of consultation and engagement. The Council Plan was developed in tandem with the refresh of the Renfrewshire Community Plan, which covers the longer period of 2017-2027. Both plans were considered by the Cross-Party Sounding Board on 8 September 2022. This has allowed for the priorities as set out in the Council Plan, to be closely aligned to those of our key partners, as agreed in the Community Plan. 1.3 The Plan is high level in nature and sets out how the Council will work with partners, communities and businesses to progress 5 strategic outcomes: • Place – working together to enhance wellbeing across communities • Economy – building an inclusive, green and resilient economy • Fair – nurturing bright, happy and healthy futures for all • Green – leading Renfrewshire to Net Zero • Living our values – making a difference together 1.4 The Plan also describes a cross-cutting theme – improving outcomes for children and families. Every one of the 5 strategic outcomes should directly contribute to this outcome and demonstrate that services are working together to get it right for children, families and communities. 1.5 In targeting these outcomes, services will take forward a wide range of activities and initiatives with partners, some of which will evolve over the Item 4 Page 39 of 170
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period of the plan and will be required to be addressed flexibly by the organisation. It is essential that the Council is able to monitor and report progress in relation to this range of activities, and an initial performance framework for the Council Plan has now been developed by services and is attached at Appendix 1 for approval. 1.6 The framework includes a targeted suite of actions and indicators, progress against which will be reported to the Leadership Board every 6 months. Where possible, the scorecard of indicators for each Council plan outcome contains both quarterly and annual indicators to ensure that members of the board are able to access timely and relevant performance information. 1.7 Officers within Policy and Commissioning are working with services to develop more outcome focused performance measures, which will assist the Council to demonstrate the impact that services have on the lives of local people and communities. Additional measures such as these may be recommended for inclusion in the framework as the Council Plan is taken forward. 1.8 It is proposed that the performance framework is subject to regular review by the Leadership Board, in order to ensure that it remains aligned with the strategic priorities of the Council as these evolve over time and as the most effective actions and indicators continue to be developed. Therefore, the appendix is not intended to be a completed framework that will remain unchanged for the 5-year term of the new Council Plan – it will be adjusted to reflect the latest data and activities of Council services to progress the strategic outcomes described in the Council Plan. 1.9 Regular updates will also continue to be provided through our public performance reporting mechanisms such as our annual report – ‘It’s All About You’. ___________________________________________________________________ 2. Recommendations 2.1 It is recommended that members: • approve the Council Plan Performance Framework attached as Appendix 1 to this report; and • note that 6 monthly updates on progress will be reported to the Leadership Board with the first being presented in June 2023. _________________________________________________________ 3. Background 3.1 The Council Plan 2022-2027 is a high-level strategic plan which sets out for elected members, communities, businesses and partners what the organisation will aim to achieve over the period. The Plan was developed in tandem with the refresh of Renfrewshire’s Community Plan during the first half of 2022, with both plans being approved by Council on 29 September 2022. Page 40 of 170
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3.2 Specifically, the Council Plan is focused on driving improvements across outcomes: • Place – working together to enhance wellbeing across communities • Economy – building an inclusive, green and resilient economy • Fair – nurturing bright, happy and healthy futures for all • Green – leading Renfrewshire to Net Zero • Living our values – making a difference together 3.3 The Plan also describes a cross-cutting theme – improving outcomes for children and families. Every one of the 5 strategic outcomes should directly contribute to this outcome and demonstrate that services are working together to get it right for children, families and communities. Within the appendix, actions which significantly contribute to this cross-cutting theme are highlighted with a ‘CF’ and a specific section is outlined in the performance scorecard with indicators relating to this theme. 3.4 The plan provides a flexible framework which will guide strategic planning and policy development across the Council, ensuring that new challenges and opportunities can be incorporated into programmes of work, as they emerge over the period of the plan. 3.5 Services will take forward a range of initiatives and improvement activities which will aim to deliver on the Council’s 5 strategic outcomes. It is essential that progress against these outcomes is robustly monitored and reported to all relevant stakeholders on a regular basis. In order to enable this approach, a Council Plan Performance Framework has been developed for approval, as set out in Appendix 1. 3.6 The Council Plan performance framework has been developed to provide Elected Members with greater strategic oversight of the performance of Council services in relation to the 5 strategic outcomes set out within the Council Plan. The framework is intended to provide a high-level summary or scorecard of performance information, and includes a suite of actions and performance and data indicators in relation to each of the 5 key strategic outcomes targeted within the Council Plan. 3.7 Officers within Policy and Commissioning are working with services to develop more outcome focused performance measures, which will assist the Council to demonstrate the impact that services have on the lives of local people and communities. Additional measures such as these may be recommended for inclusion in the framework as the Council Plan is taken forward. The framework is not static but will flex and change over time to incorporate the data and activities that best reflect the contribution of all Council services to delivering the strategic outcomes described in the new Council Plan. Page 41 of 170
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3.8 In particular, there are a number of areas where new or additional actions and indicators are currently being developed as part of the implementation of programmes of work, such as the Council’s commitment to keeping The Promise, improving outcomes for children and families, the Council’s Plan for Net Zero programme and Fairer Renfrewshire. In addition, work is being undertaken to explore how to best measure employee awareness of the Council’s Values and how these are embedded across the organisation. 3.9 All of the indicators and actions contained within framework will be embedded within Service Improvement Plans with progress monitored on a regular basis through service management teams. The Corporate Management Team will review progress against each action and indicator on a quarterly basis. 3.10 It was agreed by Council on 29 September 2022 that progress against the implementation of the Council Plan would be reported on a six-monthly basis to the Leadership Board. The first progress update will be scheduled for submission to the board in June 2023. ___________________________________________________________________ Implications of the Report 1. Financial – The key outcomes targeted through the Council Plan and associated initiatives will require to be managed within existing resources, with additional investment secured where appropriate. 2. HR & Organisational Development – The Council Plan highlights how the organisation will continue to develop its approaches to workforce planning, organisational development and the support which is offered to employees, aligned to the Council’s Values. There are also specific actions within the Council Plan Action Plan which relate to the development of HR and OD policies and strategies. 3. Community/Council Planning – The Council Plan is closely aligned to Renfrewshire’s Community Plan 2017-2027 (refreshed this year), with the Council Plan clearly demonstrating the organisation’s contribution to progressing the key priorities highlighted within the Community Plan. 4. Legal - none 5. Property/Assets – none 6. Information Technology - none 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 it is for noting only. If required following implementation, the actual impact of the recommendations Page 42 of 170
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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 9. Procurement – there are actions within the Council Plan Action Plan which relate directly to the Council’s procurement activity. 10. Risk – none 11. Privacy Impact – none 12. COSLA Policy Position – none 13. Climate Risk – strategic outcome 4 directly relates to the climate emergency and the Council’s related activity at a local level. Author: Pauline Moss, Strategy, Policy and Insight Manager Appendix 1: Council Plan Framework Page 43 of 170
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APPENDIX 1 1 Council Plan Framework – proposed actions and indicators Note: Where ‘CF’ is noted next to an action, it highlights an action where it is anticipated it will directly and significantly contribute to the Council Plan cross cutting theme of Improving outcomes for children and families Note: Where ‘LGBF’ is noted next to an indicator, this highlights an indicator which is included in the Local Government Benchmarking Framework PLACE - ACTIONS Proposed action Due Date Progress Renfrewshire’s Housing-led Regeneration and Renewal programme 31 March 2031 Deliver Renfrewshire’s Strategic Housing Investment Programme in partnership with other housing providers in Renfrewshire 31 March 2028 Deliver Renfrewshire’s Local Housing Strategy 2022- 27 31 March 2027 Deliver the key outputs from Renfrewshire’s Rapid Rehousing Transition Plan (RRTP) 31 March 2024 Deliver Renfrewshire’s Cultural Infrastructure Investment Programme 31 October 2023 Develop long term place visions for our key settlements and town centres including the approved Paisley Town Centre Vision (2020) 31 March 2026 Deliver a framework that ensures that 1% of council spend is now determined through participatory budgeting (CF) 31 March 2023 Progress the next phase of Local Partnerships development 31 March 2023 Page 44 of 170
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APPENDIX 1 2 Proposed action Due Date Develop new options for services and partners to work together more closely across localities to provide advice and support to local people (CF) 31 December 2023 Deliver destination marketing to promote Renfrewshire as a visitor and investment destination, maximising audience and product intelligence and ensuring brand relevance for all of Renfrewshire 31 December 2023 Carry out evaluation of Future Paisley and prepare a transition plan for the mainstreaming/external funding of projects beyond April 2024 31 March 2024 Under Connectivity As A Service (CaaS) complete the rollout of Fibre To The Premise (FTTP) across 75% of Renfrewshire as a geography by the summer of 2023 31 August 2023 Delivering strong universal services to all Renfrewshire citizens (CF) 31 March 2027 Page 45 of 170
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APPENDIX 1 3 PLACE - PERFORMANCE AND DATA INDICATORS Indicator Frequency Value 2021/22 Target 2022/23 Percentage of Council housing stock which meets the Scottish Housing Quality Standard Annual 57% 100% Affordable housing completions Annual 170 Target currently under review Private housing completions Annual 751 (2020/21) Target currently under review Average time from household presenting themselves as homeless to completion of duty (number of weeks) Quarterly 22.25 24 Opportunities to see or hear something (OTSH) positive about Paisley and Renfrewshire Quarterly 314,041,621 280,000,000 Proportion of properties receiving superfast broadband (LGBF) Annual 97% (2020/21) Not applicable – data only Street Cleanliness Score - % of areas assessed as clean Annual 89.6% 92% Amount of vacant and derelict land Annual 208.6 ha Not applicable – data only Page 46 of 170
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APPENDIX 1 4 ECONOMY - ACTIONS Proposed action Due Date Develop an Investment Proposition for Renfrewshire that is clear on our economic ambitions for place 31 March 2025 Continue to invest in infrastructure to support growth – from road and rail links to bridges, cycle and pedestrian routes 31 March 2027 Develop a Transport Strategy supported by revised Active Travel and Public Transport Strategies 31 March 2024 Monitor benefits of Glasgow Airport Investment Area (completed) and deliver Clyde Waterfront and Renfrew Riverside 31 March 2025 Work with partners to deliver the Advanced Manufacturing Innovation District – Scotland (AMIDS) 31 March 2023 Participate fully in all aspects of the new National Manufacturing Institute Scotland (NMIS) Governance arrangements and Medicine Manufacturing Innovation Centre (MMIC) delivery 31 March 2023 Develop a Community Wealth Building Plan for Renfrewshire 31 December 2023 Maximise funding for regeneration of Renfrewshire’s places through grant submissions to external sources including UK and Scottish Governments 31 March 2023 Develop a refreshed employability programme for Renfrewshire (utilising Youth Guarantee and Kickstart funding) to reduce unemployment among young people (18-24 yrs.) and to support local businesses (CF) 31 March 2023 Promote a Renfrewshire Apprentice Framework that can be rolled out across local businesses wishing to participate (CF) 31 March 2023 Working in partnership with Skills Development Scotland, West College Scotland, Invest in Renfrewshire and Developing the Young Workforce West, we will ensure planned robust approaches to supporting our most vulnerable learners into positive destinations (CF) 31 March 2025 Page 47 of 170
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APPENDIX 1 5 ECONOMY - PERFORMANCE AND DATA INDICATORS Indicator Frequency Value 2021/22 Target 2022/23 % of procurement spend spent on local enterprises (LGBF) Annual 19% (2020/21) Not applicable – data only Number of new business start ups in Renfrewshire with Business Gateway support Quarterly 272 320 Number of people supported, sustained in work at 6 Months through Renfrewshire Council Employability Programme Annual 221 180 Renfrewshire claimant count Monthly 4180 Not applicable – data only Percentage of Renfrewshire population aged 16-64 Annual 76.2% Not applicable – data only Gross Value Added (GVA) per capita (LGBF) Annual 20/21 data not available £24,880 (2019/20) Not applicable – data only Page 48 of 170
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APPENDIX 1 6 FAIR - ACTIONS Proposed action Due Date Develop the new Fairer Renfrewshire programme (CF) 31 March 2025 Work with partners to support Renfrewshire residents through the cost of living crisis 31 December 2023 Develop mechanisms for supporting individuals with lived experience of poverty to influence policy in this area 31 March 2024 Bring forward actions to reduce health inequalities, improving economic participation, more secure earnings and greater earning power 31 March 2024 Carry out deep dive (planned for early 2023) focusing on child poverty, which will inform delivery of local child poverty action plans (CF) 31 August 2023 The Promise Strategic Oversight Board and workstreams will progress and ensure Renfrewshire ‘Keeps the Promise’ and delivers improved outcomes for individuals who are care experienced, wherever possible keeping children within their families (CF) 31 March 2025 Build local capacity for transformational whole systems change and to scale up and drive the delivery of holistic whole family support services (CF) 31 March 2025 Take forward the recommendations of the Alcohol and Drugs Commission 31 March 2025 Develop the Trauma Informed and Responsive Renfrewshire Programme 31 March 2025 Progress the design and delivery of the Curriculum, Learning, Teaching and Assessment; the Families and Communities; and the Inclusion Portfolios within Children’s Services (CF) 31 March 2025 Deliver mental health and wellbeing support, including Ren10 mental health and wellbeing network to support children, young people and their families (CF) 31 March 2025 Page 49 of 170
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APPENDIX 1 7 FAIR - PERFORMANCE AND DATA INDICATORS Indicator Frequency Value 2021/22 Target 2022/23 Life expectancy at birth Annual 75.53 male, 79.99 female (2019-21 data) Not applicable – data only Healthy life expectancy at birth Annual 60.6 male, 61.6 female (2018-20 data) Not applicable – data only Proportion of people earning less than the real living wage (LGBF) Annual 21.6% (2020/21) Not applicable – data only % of children living in poverty (after housing costs) (LGBF) Annual 19.5% (2020/21) Not applicable – data only % uptake of free school meals in primary schools Annual 49.3% 75% % uptake of free school meals in secondary schools Annual 32.3% 49% Page 50 of 170
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APPENDIX 1 8 GREEN - ACTIONS Proposed action Due Date Develop costed, targeted interventions and actions to support our net zero journey within the Council and working in partnership with key stakeholders (CF) 31 October 2023 Development of Low Emissions / Electrification Strategy 31 March 2023 Pilot and test the creation of active travel routes between neighbourhoods, town centres and business locations using these to test SMART travel solutions and evaluate benefits to biodiversity, air quality and access 31 March 2023 Develop a Strategic Property Review of Council operational, non-operational and surplus assets 31 March 2023 Deliver the Energy Efficiency Standard for Social Housing post-2020 (EESSH2) milestones (NB. - The Scottish Government proposes to review the EESSH2 in 2023 to strengthen and realign the standard with the target for net zero heat in houses from 2040, as set out in the Climate Change Update, the Heat in Buildings Strategy, and the Housing to 2040 Route Map) 31 March 2032 Develop a funding strategy to support the resourcing of actions to deliver net zero 31 October 2023 Establish a carbon budget for Renfrewshire Council 31 March 2024 Ensure that climate considerations are taken into account in our procurement strategies and tenders with a focus on reducing emissions. 31 March 2025 Review opportunities within the Council’s infrastructure pipeline projects to align with the skills transition and green skills development for local people 31 December 2024 Deliver a programme of enhanced operational environmental and community support activities for environment and place (CF) 31 March 2023 Page 51 of 170
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APPENDIX 1 9 GREEN - PERFORMANCE AND DATA INDICATORS Indicator Frequency Value 2021/22 Target (2022/23) CO2 emissions area wide per capita (LGBF) Annual 2020/21 data for this indicator wasn’t published in the LGBF. For 2019/20 this was 4.85 Not applicable – data only CO2 emissions area wide: emissions within scope of LA per capita (LGBF) Annual 2020/21 data for this indicator wasn’t published in the LGBF. For 2019/20 this was 4.09 Not applicable – data only Amount of CO2 emitted by the public vehicle fleet Annual 3,223 3,000 % of the vehicle fleet which uses alternative fuels, such as electricity Quarterly 25% 25% % of Household Waste Recycled Annual 51.7 (2021 - Calendar year indicator) 50% Percentage of homes meeting the EESSH 2020 standard Annual 78.4% 95% Page 52 of 170
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APPENDIX 1 10 LIVING OUR VALUES - ACTIONS Proposed action Due Date Implement the next phase of transformation as part of Right for Renfrewshire 31 March 2025 Implement the actions arising from the Council’s financial sustainability workstreams 31 March 2024 Support engagement opportunities to influence national policy direction and align the focus of the organisation in response to national legislation 31 March 2027 Support the Council in developing New Ways of Working 31 October 2023 Undertake a corporate self-assessment exercise in line with revised best value audit methodology 31 August 2023 Lead implementation of the council brand, ensuring council communications are responsive, informed, inclusive and accessible (CF) 31 March 2025 Develop an overall strategic recruitment and talent management plan to enable us to meet future workforce demands 31 March 2023 Develop a Wellbeing Strategy that meets the needs of our workforce as we emerge from the pandemic and look towards the future 31 December 2022 Support the Council with improving attendance and reducing absence 31 December 2023 Develop a new Equality, Diversity and Inclusion Strategy for the Council 31 March 2023 Page 53 of 170
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APPENDIX 1 11 LIVING OUR VALUES – PERFORMANCE AND DATA INDICATORS Indicator Frequency Value 2021/22 Target (2022/23) Percentage of the highest paid 5% of employees who are women (LGBF) Annual 57.11 (2020/21) Not applicable – data only The gender pay gap (LGBF) Annual 3.67 (2020/21) Not applicable – data only Average number of work days lost through sickness absence per employee Quarterly 11.87 9.9 Number of complaints closed at Frontline Resolution as a percentage of all complaints Quarterly 86.8% 85% Percentage of FOI requests completed within timescale Quarterly 95.4% 90% Page 54 of 170
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APPENDIX 1 12 Improving outcomes for children and families – additional indicators Indicator Frequency Value 2021/22 Target (2022/23) No. of opportunities for young people to achieve through accredited awards Annual 808 1,130 Average complementary tariff score of pupils living in SIMD 30% most deprived areas Annual 383 (2020/21 figure) Not applicable – currently data only Average complementary tariff score of all school leavers in Renfrewshire Annual 763 (2020/21 figure) Not applicable – currently data only Percentage Point Gap in % Pupils Achieving Expected Level for their stage in Literacy between pupils living in 30% Most Deprived areas and those living in 70% Least Deprived Areas (SIMD) Annual 12 (2020/21 figure) 7 Percentage Point Gap in % Pupils Achieving Expected Level for their stage in Numeracy between pupils living in 30% Most Deprived areas and those living in 70% Least Deprived Areas (SIMD) Annual 10 (2020/21 figure) 7 Percentage of Looked After Children cared for in the community (LGBF) Annual 93% (2020/21) 90% Page 55 of 170
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___________________________________________________________________ To: Leadership Board On: 30 November 2022 ___________________________________________________________________ Report by: Chief Executive and Director of Finance and Resources ___________________________________________________________________ Heading: City Deal and AMIDS Projects Update ___________________________________________________________________ 1. Summary 1.1 This report is to update the Board on the progress of Renfrewshire Council’s Glasgow City Region City Deal and Advanced Manufacturing Innovation District Scotland (AMIDS) projects being undertaken by the Council’s City Deal and Infrastructure Team. 1.2 Renfrewshire Council is delivering an ambitious regeneration agenda, focused on creating the infrastructure and business environment that will generate economic growth and jobs whilst promoting active travel and green opportunities ensuring that the area is a fairer, more inclusive place where all our people, communities, visitors and businesses thrive. As a partner in the Glasgow City Region City Deal, signed in 2014, Renfrewshire Council along with the Scottish Government, the UK Government and the other Member Authorities is tasked with growing the economy through the delivery of £1.13bn of infrastructure projects and supporting economic development activity. 1.3 Since the City Deal projects were approved in 2014, the scale of the economic shock we have since experienced from global events such as the pandemic and war in Ukraine has been unforeseeable. Renfrewshire continues to invest and build on the enabling infrastructure provided by the City Deal to deliver its ambitious Advanced Manufacturing Innovation District Scotland (AMIDS) and the Levelling Up funded AMIDS South project as completion of these projects are central to the recovery and inclusive growth of the Renfrewshire economy. ________________________________________________________________________ 2. Recommendations 2.1 The Leadership Board is asked to: i) Note the scale of ambition and progress of the City Deal and AMIDS projects as outlined in this paper. Item 5 Page 57 of 170
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________________________________________________________________________ 3. Project Updates At the commencement of the City Deal programme in 2014, the Glasgow Airport Investment Area (GAIA) project and the Clyde Waterfront and Renfrew Riverside (CWRR) project were viewed as complementary. Whilst each project individually contributed to economic growth, it was accepted, that the combined social and economic outcomes from both would be greater than the sum of the two individual parts, and that the absolute maximum potential of AMIDS would be achieved with the construction of CWRR. It was also recognised that the development opportunities provided by CWRR will gain increased investor attention as a result of AMIDS. Glasgow Airport Investment Area Project The Glasgow Airport Investment Area project provides the enabling infrastructure for the Advanced Manufacturing Innovation District Scotland. This project has now reached construction completion and is now in an extended (5 year) defects and maintenance period. The project has realigned a section of Abbotsinch Road between a point north of Arran Avenue and the existing A8 Inchinnan Road to the west of the existing Bascule Bridge. This has created a new road called Netherton Avenue which has wide shared active travel footways and high-quality lighting and landscaping to ensure the vision for the manufacturing district is achieved. A new vehicular bridge (the Barnwell Street Bridge) across the White Cart links the industrial and commercial sites at the bottom of Wright St including Westway Park with the realigned Abbotsinch Road and a new pedestrian and active travel bridge across the Black Cart which links to the cycling and walking improvements on Greenock Road (Inchinnan) land onwards to Inchinnan Business Park and beyond. Clyde Waterfront Renfrew Riverside Project The Clyde Waterfront and Renfrew Riverside (CWRR) project consists of a new opening road bridge at Meadowside Street, Renfrew linked to a new road network which links to Dock Street on the north side of the River Clyde and a new road connecting the bridge to AMIDS. The road will run between Meadowside Street, and Argyll Avenue, Renfrew to link with Inchinnan Road and onwards to AMIDS. The roads and bridge include provision for walking and cycling and will enable improved public transport links. CWRR provides an alternative route around Renfrew Town centre (for traffic travelling from and to locations out with the area) by delivering the North Renfrew Development Road. This has a consequential improvement in air quality and public transport reliability, within Renfrew town centre. The project also provides access to development opportunities along Meadowside Street, increases the potential to reinvigorate Blythswood Retail Park and improves access for the communities on both sides of the River Clyde to facilities and employers on the other side such as the Queen Elizabeth University Hospital; NHS Golden Jubilee; West College Scotland’s Clydebank campus and Yoker train station. The project also increases the employee catchment area for businesses planning to locate at AMIDS, while improving links to suppliers and customers. Early site works including ground remediation, updated habitat and invasive species surveys commenced 31st January 2022 and the contractor Graham Construction is now fully established on site with works progressing. Accommodation works for adjacent landowners, agreed as part of the project consent process are now underway. Detailed design work for the bridge is underway as is liaison with key stakeholders including Peel Ports and Glasgow Airport. The construction is due to complete during 2025 Page 58 of 170
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The economic outcomes from the project remain the most significant within the whole of the City Deal infrastructure programme, providing the opportunity and environment to attract an estimated £230million of private sector investment over 25 years into the project area. Value for money checks on the project reveal a healthy benefit to cost ratio of 10.2 for public sector spend and 3.1 for the combined public and private sector spend, following investment in development and business creation. These indicators demonstrate a solid, evidence based, justification for the project. As an outcome of the CWRR Project, 1,440 permanent jobs and 950 temporary construction roles could follow from the estimated £230million in private sector investment attracted to both sides of the Clyde. Around 700 jobs will support the project construction. Included in these additional jobs resulting from construction of the CWRR project, there will be a minimum of 17 new entrant job opportunities and 25 work experience opportunities. Contractor Grahams have already employed 13 new entrants and 10 work experience personnel. Career awareness events and site visits have also been managed with clients from Invest in Renfrewshire employability team and schools in Renfrewshire including: Park Mains High, Trinity High and Renfrew High. This project is also sustaining a significant number of existing jobs in the construction industry. The Construction Contract for the CWRR project requires that subcontract and supplier opportunities over a value of £10,000 are advertised through the PCS Tender portal. This requirement ensures that as the large-scale project is broken into smaller work parcels, local companies and SME’s have the opportunity to bid for packages of work. To date 13 works packages have been advertised, five awarded, three of which to companies within the City Region. Additionally, a commitment of a minimum of 12 days will be spent by the Contractor undertaking supply chain development, to encourage and coach, local organisations and SME’s how to prepare to enable access to this and therefore other public sector work opportunities. Thus far five sessions of training have been held. Advanced Manufacturing Innovation District Scotland (AMIDS) The establishment of the Advanced Manufacturing Innovation District Scotland (AMIDS) has only been possible as a consequence of the catalyst provided by the City Deal Glasgow Airport Investment Area (GAIA) project. The delivery of AMIDS is progressing well with the Medicines Manufacturing Innovation Centre now operational and the National Manufacturing Institute Scotland (NMIS) due to become operational early next year. Now that the GAIA contract is complete the City Deal and Infrastructure team are now focusing on securing further investment which will bring employment, skills development and economic growth to Renfrewshire. This context is recognised within the Renfrewshire Economic Strategy 2020-2030 where AMIDS is noted as a key component. AMIDS Development Partner To ensure the progressive and effective delivery of AMIDS, the City Deal and Infrastructure Team are working with specialist commercial property and legal advisers to procure a development partner who shares the vision for AMIDS and who will finance and drive the investment and delivery of the AMIDS site for future occupiers. As part of the requirements the successful Development Partner will design and construct a speculative first phase development on the site aimed at providing space and support for small scale innovative organisations such as university spin off companies. This will enable organisations to tap into the expertise provided by NMIS on site, develop and expand, providing more high quality jobs. The procurement process is progressing well with negotiated dialogue underway. It is anticipated an outcome of the procurement process will be complete in early 2023. Page 59 of 170
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AMIDS District Heating Network The City Deal and Infrastructure Team have delivered a £7million award-winning innovative fifth generation district heating network for the AMIDS site, the first of its kind in Scotland. This enhances the sustainable credentials of AMIDS in line with the Council’s ambition for carbon reduction and long-term sustainability and provides an additional attraction for employers we would wish to locate at AMIDS. The initial off-takers are NMIS and the Medicines Centre who will utilise the system in the coming weeks for heating and hot water. AMIDS Netherton Square Netherton Square, which will be the arrival and focal point of AMIDS Netherton, is currently under construction and due to complete early in 2023. The City Deal and Infrastructure Team have worked with specialist designers to develop a high-quality public realm design for the whole of Netherton with Netherton Square being the first phase. The contractor RJ Mcleod are making excellent progress and the initial phase focusses on the area immediately adjacent to the two flagship facilities. AMIDS Strategic Advisory Group The innovation eco-system that is being created at AMIDS has also resulted in the Lightweight Manufacturing Centre (LMC) and a research and development initiative by Boeing, locating at Westway. It is estimated that around £185million of investment has already been made so far at AMIDS, with more to come. None of this would have been possible without the City Deal infrastructure and investment by the Council. The Council also organises and Co-Chairs with Scottish Enterprise, a Strategic Advisory Group (SAG) with our partners to ensure the AMIDS vision, as a key development location in Scotland for national and international investors, is delivered. The group is currently working closely to identify and target markets for potential development at AMIDS and are preparing marketing materials to enable discussions to take place with some of the specialist Advisory Group members including Scottish Enterprise, NMIS, the Medicines Centre and the University of Strathclyde. SAG members are recruiting an AMIDS director who will be based within the NMIS building and lead these specialist conversations. AMIDS South Levelling Up Fund project The City Deal and Infrastructure team are progressing the AMIDS South project with 90% funding from the UK government Levelling Up Fund. The project will provide a 1.7km ‘gateway route’ along the White Cart river with a network of road, cycling and walking links from Paisley Gilmour Street train station and bus interchange to Glasgow Airport, AMIDS and onto Inchinnan. The project includes a new bridge crossing at Paisley Harbour for pedestrians, cyclists and vehicular traffic and landscaping along the route. AMIDS South is a high-impact local transport scheme which will reduce carbon emissions, improve air quality, cut congestion, support economic growth and improve the experience of transport users. Economic analysis demonstrates the project could bolster the local economy by an additional £136million, cut carbon emissions by 21,700 tonnes and help existing and new companies to grow creating new job opportunities for years to come. A new east-west road linking Renfrew Road to the new Gateway route is also included and will increase connectivity to and from AMIDS and improve accessibility to the new Paisley Grammar School community campus, West College Scotland and the Gallowhill area. The project team are working closely with Council teams delivering these other projects to ensure designs are aligned and that benefits are maximised. An extension to the new Renfrew to Paisley active travel route into the Gallowhill catchment area will provide a new safe active travel route to the education facilities. Page 60 of 170
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The funding also enabled the construction of the walking, cycling and road safety improvements on Greenock Road (Inchinnan) which is now largely complete providing improved walking and cycling between Inchinnan Business Park and Netherton at AMIDS. This route links to the pedestrian and active travel bridge over the Black Cart river and is already being well used providing a safe route and reduced speed of traffic. Inclusion of traffic calming works on Love Street will improve the environment for local residents and pedestrians with this residential area benefiting from a reduction in traffic flow due to the new routes. Design development for the project is underway with consultants Amey. Stakeholder engagement proposals are being progressed and discussions with any affected landowners underway. A planning application was submitted in May 2022 and is expected to be presented to the Planning Board in January. Ground Investigation works have been completed across the project area which will feed into the design development phase of the project. Due to the number of different landowners it is not feasible or efficient to progress land assembly on an individual basis and so a paper asking for approval to progress a compulsory purchase order will be presented to Infrastructure Land and Environment Board in January. Construction is due to be completed by the end of 2025. Recognising the volatility in the cost of construction projects currently, regular reviews of estimated project costs are completed. This process will continue with each stage of the design development. Airport Access Project/Clyde Metro The Airport Access project (AAP), a joint Glasgow City and Renfrewshire Council City Deal project, led by Renfrewshire was paused in April 2020 to allow a feasibility study to be undertaken on an alternative Clyde Metro solution, which would incorporate access to Glasgow Airport via a link from Paisley Gilmour Street Station. Should the Clyde Metro progress, the Cabinet agreed that the approved city deal funding for the AAP would be allocated as a contribution to the Clyde Metro build costs from Paisley Gilmour Street to Glasgow Airport. The Glasgow City Council team are working with Transport Scotland, neighbouring councils (including representatives from Renfrewshire Council) and other key stakeholders to progress route options and a programme for delivery of the Clyde Metro to present a “Case for Investment” by summer 2024. Transport Scotland identified Clyde Metro as a strategic priority with the draft Strategic Transport Projects Review 2 (STPR2) in early 2022. Consultation on the draft is now closed and publication of the final STPR2 document is expected early in 2023 with a commitment to Clyde Metro. ___________________________________________________________________ Implications of the Report 1. Financial – The financial implications arising from the Council’s participation in City Deal are set out in detail in item 3 Financial Sustainability and General Fund Financial Outlook section 7.7 and 7.8 of the report approved by Council on 30th June 2022. A The increased funding requirement can be accommodated within the existing revenue provision that has already been built into the Council’s financial plans. In total £45M prudential borrowing and £4M from Covid construction ringfenced provision. Page 61 of 170
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2. HR & Organisational Development - none 3. Community/Council Planning – • Our Renfrewshire is thriving – These projects will link our communities and facilitate new development opportunities and business growth with both projects improving skills development, educational and health opportunities for people within the local communities as well as aiding employees to access these major existing and new employment centres. The projects align with and aid the outcomes of the Renfrewshire Economic Strategy 2020 -2030 and the Renfrewshire Economic Recovery Plan • Our Renfrewshire is well - The new safer walking and cycling infrastructure incorporated within these projects, will help encourage active travel by children and young people, as well as adults. • Reshaping our place, our economy and our future – These infrastructure projects provide connectivity and access to new and existing jobs for people in our communities. During the project construction period hundreds of new jobs will be created and as a result of new business creation it is estimated that thousands of additional new permanent jobs will be created. The combined projects investment in linking active travel infrastructure and education and will provide connectivity and access to new and existing jobs for people in our communities. • Tackling inequality, ensuring opportunities for all – the successful City Deal labour market programmes are now completed and targeted hard to reach citizens. The AMIDS South project links our less advantaged communities with education and job opportunities and provides healthy transport options • Creating a sustainable Renfrewshire for all to enjoy - The completed infrastructure includes segregated provision for walking and cycling and will also enable improved public transport links. AMIDS incorporates an overarching sustainable transport plan, which is currently being further developed as occupiers begin to locate in the area. CWRR opens up development opportunities, which through the LDP will be managed as sustainable linked communities. • Working together to improve outcomes - Officers are working closely with local communities, neighbouring councils, private sector organisations, Scottish Government, Scottish Enterprise and other partners to ensure the maximisation of positive outcomes from the projects noted within this report. 4. Legal - none 5. Property/Assets – land acquisition required to deliver AMIDS South will be subject to a Compulsory Purchase Application. All land acquisition matters will be approved by relevant ILE Boards. some land acquisition will be required to deliver aspects of the AMIDS South project although much is already owned by Renfrewshire Council or in the current public road network 6. Information Technology - none Page 62 of 170
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7. Equality & Human Rights - (a) The Recommendations contained within this report have been assessed in relation to their impact on equalities and human rights. No negative impacts on equality groups or potential for infringement of individuals’ human rights have been identified arising from the recommendations contained in the report because it is for noting only. If required following implementation, the actual impact of the recommendations and the mitigating actions will be reviewed and monitored, and the results of the assessment will be published on the Council’s website. 8. Health & Safety - none 9. Procurement – all contracts are tendered in accordance with Council procurement procedures and where relevant taken to FRCS Board for approval. 10. Risk – Project specific and Programme level risk registers have been established for all projects. These are kept under regular review and reported to the Council’s internal City Deal and Infrastructure Programme Board. 11. Privacy Impact - none 12. COSLA Policy Position – not applicable 13/ Climate Risk – the project will provide sustainable active travel routes and encourage sustainable neighbourhoods and transport links including provision of blue green infrastructure _________________________________________________________ List of Background Papers none __________________________________________________________________ BW November 2022 Author: Barbara Walker, City Deal and Infrastructure Programme Director; Email Barbara.walker@renfrewshire.gov.uk Page 63 of 170
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___________________________________________________________________ To: Leadership Board On: 30th November 2022 ___________________________________________________________________ Report by: Chief Executive ___________________________________________________________________ Heading: OneRen - Six Monthly Monitoring Report ___________________________________________________________________ 1. Summary 1.1 On 20th April 2022, the Leadership Board approved OneRen’s annual business plan priorities and the arrangements in place to monitor the delivery of the plan. Core aspects of the monitoring arrangements are the monitoring meetings with OneRen and the six-monthly progress reports submitted to the Leadership Board. 1.2 This report aims to provide the board with an update on the performance of OneRen: to provide a summary of the environment in which the organisation is operating within and to highlight key achievements over the last six months, listed under the organisation’s four strategic objectives. 1.3 The Head of Policy and Commissioning is the Council officer nominated to monitor OneRen and along with the Head of Finance is an observer at OneRen’s Board meetings. The Head of Policy and Commissioning has met with senior officers from OneRen to review performance on a quarterly basis. 1.4 Section six of this report contains a table with the national performance indicator data for cultural and leisure services and includes indicators on digital engagement. __________________________________________________________________ 2. Recommendations 2.1 It is recommended that the Leadership Board: Item 6 Page 65 of 170
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• Notes the progress being made by OneRen in the delivery of its Business Plan for 2022/23 and the change in operating context for performance statistics detailed in section six. ___________________________________________________________________ 3. Background 3.1 The Services Agreement with OneRen forms the basis of the funding arrangement with the charity and sets out the terms for OneRen to deliver cultural, leisure and sport services within Renfrewshire. This specification: relates to the management of the cultural, leisure and sports services and facilities operated by OneRen within the council area; and sets out expected standards, specifications, procedures and other requirements to be followed by OneRen in the provision of cultural, leisure and sport services. 3.2 One of the terms in the Services Agreement is for the development of an annual Business Plan. OneRen’s Business Plan for 2022/23 was approved by the Leadership Board in April 2022. The Business Plan is closely aligned to the strategic priorities set out in the previous Renfrewshire Council Plan 2017-2022 and Renfrewshire Community Plan 2017-2027. 3.3 The quarterly monitoring reports submitted to the Council provide a review of financial, operational and customer related performance information which demonstrate OneRen’s delivery of services and its contribution to Council Plan priorities. Its performance information is reviewed taking account of the very challenging context within which the charity is operating. 3.4 When the business plan was approved in April 2022, the main focus was on income recovery following the pandemic. Across Scotland, public sector leisure and culture providers are operating at c.70-80% of pre-pandemic income levels; OneRen is currently at c.75%. This is due to a range of factors such as changed customer behaviours, and the spatial restrictions in terms of where and how we have been able to safely return operations. The Council has provided financial support for 2022/23 in recognition of the medium-term pandemic recovery timeline. The charity will necessarily need to remain agile in adapting to new challenges including rising energy costs and the cost-of-living crisis. 3.5 OneRen’s business plan for 2022/23 sets out the key priorities for the year ahead. The plan is based on the needs of stakeholders and outlines the activities to achieve its vision to improve the health, wellbeing and quality of life of Renfrewshire communities through Page 66 of 170
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accessible leisure, cultural and sporting activities. The plan is structured around the charity’s four strategic objectives: A Healthy Community, A Great Place to Live, Play and Visit, A Sustainable Local Economy and A High Performing Sustainable Charity. In 2022/23, the Business Plan set out the following areas of focus: • Building health and wellbeing programmes across cultural, leisure and sport services by creating effective pathways between programmes and services, creating a core social prescribing offer, focusing on the most socially isolated and inactive, in collaboration with partners. • Progressing a transformation programme by reviewing current operating models and organisational design to ensure that cultural, sport and leisure services play a meaningful, pivotal, yet sustainable, role supporting the health and wellbeing of local communities through One Ren’s strategic objectives. • Continually working to ensure One Ren delivers for Renfrewshire by looking for ways to transform outcomes by being open to delivering services in new ways. • Continuing to transform the charity’s business model to be sustainable and high performing by building on the initiative, drive and professional development of staff, and in partnership with the Council and other stakeholders, action the key recommendations from review work undertaken during 2019-20 and 2021. • Effectively partnering with the Council on the cultural infrastructure programme and Future Paisley, enhancing Renfrewshire’s key attractions and cultural programme for local residents whilst placing them on a national and international stage to encourage direct and indirect benefit to communities through the provision of ambitious new services and related inward investment. ___________________________________________________________________ 4. Six-month Progress Report 4.1 At the mid-year review point, despite the challenges of its operating context, OneRen continues to make progress against its business plan objectives for 2022/23, managing the impacts of the pandemic through the necessity to adapt its provision of services as well as ongoing requirements to deliver Renfrewshire’s vaccination centres. 4.2 The charity has focused on supporting the organisation’s recovery from the pandemic, preparing for the final stages of cultural infrastructure delivery, supporting staff health and wellbeing, and managing the Page 67 of 170
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growing pressures of the energy crisis. However, there remain considerable financial pressures, summarised below: • Pandemic recovery – income is c.75% of pre-pandemic levels. OneRen’s income recovery programme should be understood as being a medium-term goal. • Energy crisis – OneRen’s gas bill is currently 112% above last year and may increase to 156%. Whilst work has been undertaken by OneRen to mitigate against the impact of rising energy costs to date, this will remain a significant risk for the Trust to manage going forward. • Cultural Infrastructure Programme – During 2023/24 and 2024/25 OneRen is preparing to introduce, not just reopen, venues with significant additional floor space, enhanced technology and a range of additional operational infrastructure as a result of the Council’s capital investment. 4.3 As in 2021, a letter of comfort was provided by the Council in August 2022 for the charity’s external auditors, to enable OneRen to maintain its status as a going concern. The audit of the charity’s financial statements for the year ending 31 March 2022 has been completed and the statements will be submitted to the regulators in line with regulatory timelines. 4.4 At the half-way point of this financial year, OneRen is still recovering from the pandemic and is operating in line with other charitable trusts in the sector. Due to global conditions the financial position for the charity remains challenging, with rising costs and reduced income. Proactive investment in energy efficient measures last year has helped to reduce energy consumption; however, the volatility in energy prices is continuing to have a significant financial impact on the charity. 4.5 The financial outlook for the charity is expected to remain challenging into the medium term, due to inflationary supply cost and pay pressures; volatility in the energy market; reduced income and an extended period of recovery to regain customer confidence, customer numbers and income. Financial modelling is regularly undertaken to review and assess the impact of known and emerging factors on the charity. ________________________________________________________________ 5. Key achievements 5.1 Active Schools Funding 5.1.1 The Active Schools service for Renfrewshire is delivered through a partnership agreement between SportScotland, Renfrewshire Council Page 68 of 170
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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. 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. 5.1.2 At the Leadership Board held on 14th September 2022, Renfrewshire Council agreed the partnership funding required from Renfrewshire Council of around £1,409,769 dependent on pay awards, over the four- year period, on the proviso that the dynamic financial environment within which the Council is operating may require services to be adapted in this four-year period. 5.1.3 SportScotland have also invested an additional £390,850 to build upon and add value to the current Active Schools and Community Sport Hub teams, focusing on equality, diversity and inclusion. 5.2 Health and Wellbeing targeted programmes 5.2.1 Work restarted in April 2022 to provide prehab and rehab sessions for people waiting to go into hospital for surgery. Previously this work focused only on cancer patients, but NHSGGC asked OneRen to support a wider set of conditions since the service restarted after the pandemic. An additional £10,000 has been provided by the RAH to invest in this service through its partnership with OneRen. 5.2.2 OneRen’s Live Active programme continues to receive referrals from health professionals for long term conditions including Long Covid. Patients are supported and monitored for up to a period of 12 months to improve and increase their activity levels and achieve their individual goals. 570 clients have been referred during Q1 and Q2. 5.2.3 OneRen’s Health and Wellbeing team have engaged with a range of service providers and client groups to develop new activity options that are attractive to inexperienced clients. Based on feedback from participants, OneRen have designed new supported walking routes which can be downloaded by a QR code. This service development also connects to OneRen’s social prescribing programme launched this year. 5.2.4 The Active Learning Clubs funded by Children’s Services and designed by OneRen offer support to children who lost teaching time during Covid-19 and who have been identified as benefiting from additional support. The Active Learning Clubs feature curriculum needs that are designed into physical activities to encourage the children to engage in an alternative approach to a traditional homework club. Page 69 of 170
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5.2.5 OneRen has recruited 13 Health and Wellbeing Assistants funded by school Pupil Equity Funds to work in SIMD Quartile 1 and Quartile 2 schools. These posts make a significant difference by increasing the opportunity to deliver targeted work with inactive young people and their families in some of Renfrewshire’s most deprived areas. 5.3 Cultural Social Prescribing service 5.3.1 OneRen’s new Cultural Social Prescribing service has commenced. Physical activity needs can be met by the existing Live Active team but the wider aspects of social prescribing through cultural participation are now able to be coordinated by OneRen’s social prescribing officer funded through the Future Paisley programme. The service supports people in Renfrewshire to access a range of cultural opportunities that aim to promote feelings of wellbeing, enjoyment and inclusion, facilitating self-referrals as well as health practitioner referrals into cultural activities available in Renfrewshire through one central point. 5.4 Swimming and Leisure 5.4.1 Swimming has been a very popular activity following Covid-19 since the easing of lockdown restrictions. Swimming memberships uptake continues to positively grow. OneRen has welcomed a further increase of 22% since April 2023. Overall, this represents a 34% increase since the charity’s six-monthly report for 2021. Within swimming, One Ren continues to report a sustained increase in the uptake of family swim sessions – which represent c. 400% increase from pre-pandemic levels. 5.4.2 Returning Renfrewshire’s Learn to Swim programme has been a priority. As soon as OneRen could safely do so, it enabled the recruitment of new instructors by running the Scottish Swimming Teaching Qualifications course in-house. It also recommenced parent and toddler sessions as well as the schools swim programme covering 50 local schools. OneRen was the first Scottish trust to return the schools swim programme in the 21/22 school session. Within this year’s cohort of P6 swimming lessons, all 50 primary schools are participating. 5.4.3 New fitness memberships are growing in line with recovery plans, and OneRen reported its highest ever acquisition rates in August which were sustained through September. However, these gains are being eroded by higher than usual leavers. Work is underway to review the cause of people ending their memberships, but early indications show the cost-of-living crisis and hybrid working are key factors. 5.4.4 OneRen introduced the new Leisure Management System within a demanding timeframe of only 10 weeks into 11 venues, following the Page 70 of 170
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previous system providers withdrawal from the market. 108 staff were trained, developing new skills and an understanding of the new system to enhance the customer experience. The go-live date on 7th July went smoothly and to date over 4,000 leisure members have made the switch to the new platform. The new system makes it easier to complete bookings online, brings increased reporting functionality and customer data insight as well as greater interaction and engagement with customers. An associated app has also been launched, which is revolutionising the digital customer journey. 5.5 Return of Paisley 10k 5.5.1 Paisley 10k made a welcome return in August, with positive feedback received from participants. Of those who took part, 85% who responded in the survey said they would return to run again - with 96% of participants saying they were either very satisfied or satisfied with how the day went. The team also took the opportunity to showcase other OneRen services, like libraries. 5.5.2 A total of 1,505 runners competed in the Paisley 10K Race with 1,036 taking part in the Fun Run. Many of the fun runners raised money for charities, good causes and many different sports clubs. Local Olympic running brothers Derek and Callum Hawkins also both competed in the Paisley 10k Road Race. 5.5.3 A digital flip book of images from the 10k can be accessed here: https://issuu.com/renfrewshirel/docs/paisley10k2022imagesflipbook 5.6 Paisley Museum Reimagined 5.6.1 One of the key milestone events in the construction work was completed in July with the removal of the existing gable wall at the west entrance. As members are aware, Paisley Museum Reimagined is much more than a construction project. The major refurbishment is currently Scotland’s biggest heritage project, and OneRen is working to create a leading attraction that celebrates the rich history and creativity of our town and provides a space for our communities to build for the future. OneRen has been working with more than 70 local organisations to co- produce story displays, building ownership and new understanding of our collections and how we can create legacies for the future. 5.7 Cultural Infrastructure Programme 5.7.1 OneRen and council staff are working closely to plan for the commissioning of the buildings within a relatively condensed and concurrent period. This includes Paisley Arts Centre, Paisley Learning and Cultural Hub (central library) and Paisley Town Hall – construction completion dates are expected next spring and summer. Page 71 of 170
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5.8 Underwood Lane World Premiere 5.8.1 The world premiere of Underwood Lane - celebrating the life of Gerry Rafferty by Paisley-born artist, writer and playwright, John Byrne - was both a fantastic showcase of the region’s creative credentials and of Johnstone Town Hall as a venue and intimate theatre space. Underwood Lane was produced by the Tron Theatre in association with OneRen and supported by Renfrewshire Council’s Future Paisley funding. The play’s sell-out run at Johnstone Town Hall, attended by 1,265 people, received positive coverage in The Times, The Guardian, The Scotsman, The Herald, Daily Mail and Daily Record, as well as across the local media. 5.9 Winter Programme Launch 5.9.1 At the start of October OneRen launched its new multi-service Winter Programme which aims to bring some much-needed cheer to our communities in the run up to Christmas. As we emerge from the pandemic and work to bring people back together, many within our communities are facing the cost-of-living-crisis. OneRen facilities have always provided a warm welcome for people across Renfrewshire and beyond and it is hoped that the programme, which provides a range of free and low-cost activities, will be enjoyed by all www.oneren.org/winter. 5.9.2 One Ren’s Winter Programme complements the Winter Connections programme being delivered by the Council and partners this winter, to reduce social isolation and to target support and advice over the period. 5.10 Paisley Book Festival 2023 5.10.1 OneRen announced the next edition of Paisley Book Festival in 2023, returning with two new programmers. The festival will run over 4 days 16-19 February 2023. Heather McDaid, is the co-founder and independent publisher of 404 Ink and runs the Year of Stories Programme at Publishing Scotland. She was also the Books Editor at The Skinny for the past five years, and formerly Co-Chair of the Society of Young Publishers Scotland. Heather, named a Bookseller Rising Star for 2022. Sha Nazir runs the acclaimed comics publisher BHP Comics and is Events Producer at ACME Events, the company behind events including Glasgow Comic Con, Rai Con and the cornerstone ACME Scotland Comic Con, which takes over Glasgow’s SEC twice annually. He has worked with a number of organisations including Aye Write!, Edinburgh International Book Festival, the Scottish Book Trust, as well as a large number of cultural events and organisations. They both bring years of experience in the literary world and diverse skill sets to the role and will reflect and amplify the festival’s spirit of revolution, equity and quality. Future Paisley funding has been allocated to support the delivery of the Festival. Page 72 of 170
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5.11 Pathways to Employment 5.11.1 OneRen took part at the Business Matters in Renfrewshire Event in the Lagoon on May 19th, the first major event to return to the arena. Business Matters, run by Renfrewshire Chamber of Commerce, is Renfrewshire’s largest free business showcase and attracted more than 60 companies based in the region. It was an excellent opportunity for OneRen to reconnect with other local businesses in person, as well as talk to school leavers about career opportunities across the charity’s diverse service areas. 5.11.2 OneRen continues to provide opportunities for training, employment and apprenticeships through our leisure and sports development teams and the Paisley Museum Reimagined project. The charity is also now one of the partners on Renfrewshire’s Employability Partnership and they are using the partnership to review the approach to volunteering opportunities. OneRen will consider options to fast-track recruitment for care experienced young people, make changes to application processes to make it easier for no-one left behind target groups to apply and succeed, and further enhance the role for libraries as a base for employability support and digital hubs. 5.12 “Together” Campaign 5.12.1 Over the last quarter, marketing materials have been created to promote OneRen’s services and a new campaign called “Together”. Launching late summer, the purpose of the Together campaign is to demonstrate that every person who uses a OneRen service plays a part in improving the lives of others in their community. Many people don’t realise how the charity is funded, or the full range of services available to residents and visitors. Through the Together campaign, OneRen share the experiences of service users, statistics to show service impact, as well as raising awareness of OneRen. Examples of the online animations can be accessed through the following links: MacMillan Drop In School Libraries Sporting Memories Knitting Knatters Indoor Leisure Support Walking Groups Libraries Direct 5.12.2 The positive reaction to OneRen’s operational rebrand has continued, with increasing digital traffic to its website and social media platforms. Digital engagement rates have increased across each channel and are now above industry standard, as is the charity’s open rates for emails. 5.13 Sector Strategies Page 73 of 170
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5.13.1 With OneRen’s remit including the lead role in developing and delivering Renfrewshire’s cultural strategy, they have been facilitating a review of the strategy working with partners and practitioners from across the region. The review builds on earlier work in 2018 in which partners favoured an approach based on critical mass, building sustainability where cultural production, distribution and participation become an unstoppable force. A final workshop taking place in-person in September concluded this phase of the review, which will progress through the cultural strategy steering group to recommend a final update to Council. 5.14 Transformation 5.14.1 OneRen’s Transformation is progressing. It is designed to support the changes needed in the organisation to ensure they are effectively meeting organisational priorities, building in flexibility to efficiently deliver services in a consistent way across the organisation. It is also supporting enhancements to its public offer, through cross- organisational working and stronger partnerships with stakeholders. As was reported last year, the significant change to OneRen’s organisational design is to operate across functions, benefiting from expertise that can be applied throughout the organisation to maximise outcomes for communities and other key stakeholders, improve efficiencies of service delivery, and address current gaps in competencies for optimal service delivery. 5.15 Supporting Ukrainian New Arrivals 5.15.1 The Library Skoobmobile and OneRen’s Active Schools team are working to provide play, sport and after school activities for young Ukrainians. Like all local authorities in Scotland, Renfrewshire is welcoming Ukrainian refugees, with many being housed in hotels close to Glasgow Airport. Most of those arriving are women and children arriving with limited possessions. This means they often don’t have enough of the essentials to be able to think about participating in sport and culture. 5.15.2 A number of our Active Schools team members have volunteered to support our new neighbours and they are now working on a campaign across to ensure that sports equipment and clothing can be donated and provided to those requiring this. 5.16 Mass Vaccination Centres 5.16.1 OneRen continues to work with Council and NHSGGC partners to facilitate the Mass Vaccination Centres within Johnstone Town Hall, Lagoon Leisure Centre and Renfrew Sports Centre. Page 74 of 170
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___________________________________________________________________ 6. Performance Monitoring 6.1 OneRen currently reports on approximately 70 operational performance indicators to meet the terms of the services agreement; five of which are reported nationally on behalf of the Council through the Local Government Benchmarking Framework. 6.2 Performance reports are presented quarterly to OneRen’s Board and provided to the Council’s monitoring officer to report on business plan progress. OneRen also participates in the Chief Executive’s six- monthly performance review process to ensure that elected members can monitor the progress of business plan priorities. 6.3 The main cultural and leisure performance indicators for OneRen are summarised in the table below: Performance Indicator Q1 & 2 2019/20 Q1 & 2 2020/21 Q1 & 2 2021/22 Q1 & 2 2022/23 Number of attendances at indoor sports and leisure facilities excluding pools 410,472 20,097 187,338 345,763 Number of online attendances (digital fitness classes) in leisure services N/A 6,842 3,886 1,375 Number of attendances at pools 226,910 6,101 68,441 199,847 Number of attendances outdoor facilities 46,322 10,130 58,258 75,903 Number of people engaged with Sport Services (online and offline) 145,185 66,052 36,656 21,302 Number of people engaged in Health & Wellbeing service 11,695 6,433 11, 356 4,156 Number of REN TV views N/A 16,935 34,505 1,893 Number of visits to museums – digital & social stats 428,258 582,542 506,412 227,143 Number of visits and engagements 318,770 229,333 1,438,185 1,167,637 Page 75 of 170
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6.4 Performance Context: 6.4.1 Over the last two years, OneRen’s operating model has adapted and shifted due to the pandemic, to meet the changing needs of Renfrewshire communities and this makes typical comparisons of annual performance indicators difficult from 20/21 onwards. 6.4.2 OneRen’s recovery operating model 2022/23 reflects a greater focus on increasing physical attendance at its venues. The financial strategy recognises that the charity is not operating at identical capacity to pre- pandemic levels and this is reflected in some of the performance data reported. 6.4.3 The blending of digital and in-person services is also variable, with some service areas returning strongly to in-person attendance this year with a clear off-set against digital engagement, for example in leisure. For other service areas such as libraries, both forms of engagement remain strong. Changing work priorities within the current year have also had an impact on OneRen’s performance data, for example, there has been less digital engagement from the museums service as the service spends more time working on developing the new displays for Paisley Museum Reimagined. 6.4.4 Online engagement has changed how we understand the delivery of services and this trend is expected to continue. The trends will continue to be considered and built into OneRen’s future operating model and business plan priorities. OneRen has been seeking to achieve pre pandemic levels of in-person attendance, however consumer trends are moving away from pre-pandemic behaviours and the charity must closely review its business models and financial strategy to match provision with demand. Recovery will require to be monitored and assessed over the medium term and therefore a review of the with libraries (includes digital) Number of books and e- books issued 196,003 41,372 119,460 199,283 Total activity and engagement 1,783,615 985,837 2,464,497 2,036,396 % of adults satisfied with libraries 91% N/A N/A N/A % of adults satisfied with museums and galleries 89% N/A N/A N/A Page 76 of 170
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performance indicator suite will be conducted for inclusion in the next business plan for 2023/24. _________________________________________________________________ Implications of the Report 1. Financial – as detailed in the report. 2. HR & Organisational Development – not applicable 3. Community/Council Planning – • Our Renfrewshire is thriving – Our services recruits and trains volunteers and creates a pathway into employment; • Our Renfrewshire is well – Our cultural, leisure and sport services and programmes help to maintain positive physical and mental health and well-being; • Our Renfrewshire is fair – our services and programmes are accessible to all our citizens; • Reshaping our place, our economy and our future – development and delivery of the cultural infrastructure investment programme supports the regeneration aspirations for the area; • Building strong, safe and resilient communities – Tackling inequality, ensuring opportunities for all – our services and activities are accessible to all our citizens; • Creating a sustainable Renfrewshire for all to enjoy –our programmes build sustainability through volunteer and community development; • Working together to improve outcomes – partnership working to deliver shared outcomes remains a key priority in our company strategy. 4. Legal – not applicable 5. Property/Assets – not applicable 6. Information Technology – not applicable 7. Equality & Human Rights (a) The Recommendations contained within this report have been assessed in relation to their impact on equalities and human rights. No negative impacts on equality groups or potential for infringement of individuals’ human rights have been identified arising from the recommendations contained in the report because for example it is for noting only. If required following implementation, the actual impact of the recommendations and the mitigating actions will be reviewed and monitored, and the results of the assessment will be published on the Council’s website. Page 77 of 170
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8. Health & Safety – not applicable. 9. Procurement – not applicable. 10. Risk – not applicable. 11. Privacy Impact – not applicable. 12. Cosla Policy Position –not applicable. 13. Climate Risk – not applicable. _________________________________________________________ List of Background Papers (a) n/a ___________________________________________________________________ Author: Laura McIntyre, Head of Policy and Commissioning, telephone 0141 618 6807 Page 78 of 170
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___________________________________________________________________ To: Leadership Board On: November 30, 2022 ___________________________________________________________________ Report by: Chief Executive ___________________________________________________________________ Heading: Future Paisley Programme 6-monthly progress update ___________________________________________________________________ 1. Summary 1.1 This Report provides a strategic overview of the programme of cultural regeneration activity being delivered by the council and its partners, through Future Paisley and updates Board on the previous 6 months of programme activity. The report includes a spotlight on programme activity contributing to Step Change 1 - Radically change Paisley's image and reputation in Scotland, the UK, and internationally, and Step Change 2 - Raise prosperity and increase wellbeing in our communities. ___________________________________________________________________ 2. Recommendation 2.1 Members are asked to note the report. ___________________________________________________________________ 3. Background 3.1 On 21st February 2018, following Paisley’s Bid for UK City of Culture, the Council’s Leadership Board agreed resources to deliver a bid legacy action plan and further embed Renfrewshire Council’s approach to cultural regeneration, building on the momentum and profile created through the bidding process. 3.2 The Future Paisley programme was created and covers several commitments, originally expected to be delivered by the end of 2021, but extended to April 2024, due to the impact of the Covid19 pandemic: Item 7 Page 79 of 170
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1. Provide cross-party political representation on the Paisley Partnership Board, and the commitment to continue to deliver the vision and step change ambitions for Paisley: • Radically change Paisley's image and reputation in Scotland, the UK, and internationally. • Raise prosperity and increase wellbeing in our communities. • Paisley will be recognised for its cultural innovation. • Transform Paisley into a vibrant town centre. • Develop a sustainable and resilient creative economy in Renfrewshire 2. Deliver the planned investment in Council-owned cultural venues and outdoor spaces in Paisley – Paisley Museum, Paisley Art Centre, Paisley Town Hall, Paisley Library (Cultural and Learning Hub) and public realm improvements. 3. Further raise the profile of Renfrewshire and continue to promote a positive area image through networks, new partnerships, and a new destination brand. 4. Deliver an enhanced cultural, events and festivals program, promoting the area as a visitor destination and provide new cultural experiences and opportunities for local communities. 5. Grow the creative economy through the Economic Leadership Panel and develop a skills pipeline working with the West College Scotland and Skills Development Scotland. 6. Re-connect the Paisley Pattern to Paisley by retelling the story of Paisley’s textile history through the redevelopment of the Paisley Museum and realise the commercial value of the pattern collection through collaborations and events. 7. Embed cultural practice in service delivery and invest in arts and cultural programmes which promote wellbeing and better health outcomes, and to ensure that all children and young people, have access to cultural experiences. 8. Develop the skills and capacity of our cultural services by investing in our cultural workforce and by developing ambitious partnerships, collaborations, and an exciting and relevant cultural offer. 9. Work collaboratively with our creative and cultural and heritage sectors to support the development of their capacity, through provision of cultural funding: • Cultural Heritage and Events Fund to grow cultural and creative talent and projects • Cultural Organisations Development Fund to grow the capacity of Renfrewshire’s cultural organisations • Match funding to support the Creative Scotland, Place Partnership and the Heritage Lottery Great Places scheme. 10. Pursue new national and international networks and opportunities to promote Paisley as a cultural and creative destination, through work with the OECD and our partnership Page 80 of 170
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with UWS and continue to demonstrate the important role towns can play in the national and regional economy. 11. Implement a new volunteering strategy which targets cultural volunteering opportunities for people from socially isolated groups, providing training and skills development, linking into wider opportunities, employment, and training. 4. Programme Status 4.1 Since the previous update to Leadership Board in June, the Future Paisley team have prioritised delivery of cultural funding rounds CHEF (Round 12) and CODF (Round 3), and the administration of Fund awards to a total value of £426,233. Work to design the Future Paisley evaluation framework has concluded, with a programme of workshops and training sessions underway with partners who lead projects and activities, and a new reporting mechanism implemented. This will enable the Programme to be evaluated ongoing through its final 18-months and inform which projects and activities could be considered for future funding or integrated into existing budgets beyond the current Future Paisley funding period to 2024. 4.2 The team have continued to progress a portfolio of events and activity, while monitoring the performance of the programme overall. 75 projects (including CHEF and CODF) form the Future Paisley Programme, with projects aligned to the new Council Plan themes Place, Economy, Fair and Green. Projects contribute to outcomes equipping all children and young people to achieve success in life, reducing inequalities including health inequalities, and demonstrating that Renfrewshire is a great place to live, work and visit. Due to resource and timescale implications, two projects within the programme will not continue to the next phase - Paisley Pattern Commercialisation (Renfrewshire Council) and Paisley People’s Theatre Project Oz! (National Theatre of Scotland and OneRen). 4.3 The Future Paisley team have helped to establish The Sculpture House in Ferguslie Park, continued The Future Paisley Exhibition in The Art Department, and the programme has part-funded a programme of public events and performances; Underwood Lane (Johnstone Town Hall), Cycle Arts Festival (Renfrewshire’s cycling network) and Paisley Halloween Festival, culminating in 49,528 visitors. The Future Paisley Partnership Board has met twice to provide Programme oversight, including a full-day’s activity as part of the Centre of Culture, Sport and Events (CCSE) annual symposium. A project dashboard can be found at Appendix 1. 4.4 Through the implementation of a new communications strategy and the rebrand of digital channels, the team continue to raise the profile of programme locally and nationally. Peer networking continues through OECD, the Centre for Sport, Culture and Events (CCSE) and Scotland Towns Partnership and a network of cultural cities - Stirling, Dundee, Sunderland, and Perth. We continue to strengthen partnerships with national funders and partners such as Creative Scotland, EventScotland, VisitScotland, Glasgow School of Art, Scottish Opera and National Theatre of Scotland, to raise the profile of Future Paisley, access resources and prepare for the opening of Paisley’s new cultural venues. Page 81 of 170
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4.5 A portfolio of work to support preparations for the reopening of Paisley Museum has concluded, with future activity driven by OneRen. Future Paisley has delivered: • Research and development of Paisley Museum marketing strategy and marketing proposition Living Colour • Ring-fenced funding to support OneRen deliver Museum marketing and reopening programme • Paisley Museum PR strategy from June 2020 to June 2022, which generated 97 items of coverage, 17 print articles in major UK newspapers, 502 million total campaign reach (2.2m print, 3.8m broadcast, 496m digital). • A fundraising website for Paisley Museum - Transforming Paisley Museum | Paisley Museum Reimagined 4.6 The first of three Future Paisley and CCSE PhD research has concluded, entitled 'Telling the Untold Story: Discourses, Cultural Regeneration and the Hybridity of Cultural Regeneration in Paisley', and the Policy Insights Report has been published. 4.7 We continue to develop our cultural workforce through the council and OneRen and have helped to build and consolidate considerable programming and production expertise across art forms, engagement and co-design, social prescribing and funding. This continues to drive excellent cultural programming and audience development and will ensure our cultural services grow and develop with the ambition of our redeveloped venues. The council’s partner OneRen is at the heart of building the creative community and capacity over the long term. 5. Step Change 1 Spotlight - Radically change Paisley's image and reputation Paisley’s destination brand was launched in March 2018 to change perceptions of Paisley through storytelling and to position the town as the gateway to wider Renfrewshire - a great place to visit, live and work. The brand was endorsed by VisitScotland and signalled a partnership with VisitScotland which has lasted for over 4 years. Brand management activity over the period has focused on four themes: • Activation of brand – seasonal visitor campaigns, production of marketing materials and visitor guides, promotion of the council’s major events programme, development of audience segments, visitor propositions and insights for campaign planning. • Transforming perceptions of Paisley – high impact media campaigns promoting Paisley in press, broadcast and facilitating media familiarisation trips. • Management of digital channels – www.paisley.is and dedicated social channels, including content creation and paid-for social media. • Working with partners like VisitScotland, EventsScotland and the Chamber of Commerce. As the destination brand reaches the end of its 5-year cycle in March 2023, a report on performance will be commissioned and presented as part of the Future Paisley evaluation. A spotlight on current activity within this body of work is detailed below. Page 82 of 170
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Visitor marketing 5.1 Visitor marketing has helped to maintain and grow visitor numbers to Paisley, during the closure of the town’s main attractions. Through integration with the major events programme, consistent marketing has helped to change perceptions of the town, grow new audiences and create opportunities for visitors to sample the town in advance of the reopening of cultural venues. The website Paisley.Is provides a one-stop-shop for visitor information and content has been extended to promote Renfrewshire attractions and events, and Renfrewshire towns and villages, with trip inspiration and itineraries. Throughout the covid19 pandemic, activity pivoted to promote outdoor attractions and to encourage people in Renfrewshire to stay local and shop local. 5.2 As reported to Leadership Board previously, Paisley.is was awarded a total of £56,000 from the VisitScotland Destination and Sector Marketing Fund to help drive tourism recovery and encourage footfall to Paisley Town Centre. The ‘Paisley.is Calling’ marketing campaign was developed and ran from December 2021 to September 2022 to increase visits to Paisley Town Centre and subsequent visitor spend and dwell time. 5.3 Campaign evaluation was presented to VisitScotland in September 2022, and included data from the Moffat Centre’s Visitor Attraction, which reported an increase in visits to Paisley attractions of 237.6% in 2022, year-to-date compared to August 2021 (impact of Covid19 restrictions), and an increase in visits of 6.7% in August alone, compared with the previous year. STP hotel occupancy data highlighted an increase in hotel occupancy from 59% in July 21 to 91% in July 22. In addition, the reach of the marketing campaign was also measured: • Paid-for social media reach – 1.6m • Paid-for social media impressions – 5.8m • Overall clicks generated from paid social media – 23K • Overall number of video views – 164K • Overall reach of all digital advertising – 1m • PR – opportunities to see or hear something positive – 1.39m • Media buy (outdoor impacts and print readership) – 1.3m • Total website visits – 50K link clicks 5.6 In addition, a new Renfrewshire-wide visitor campaign, funded by Future Paisley, was launched in June 2022 to promote Renfrewshire’s outdoor attractions through the summer. Key audiences (Natural advocates, Engaged Sightseers, Local Advocates, Adventure Seekers and Family Favourites) were targeted, following the development of visitor propositions. This was underpinned by work to understand shifts in consumer behaviour following the pandemic and to match Renfrewshire’s visitor product with key audiences. The consumer campaign was developed in house to highlight must-visit places and hidden gems in Renfrewshire, linked to refreshed web content. Partners and industry also received a toolkit on how to get involved and support the campaign. An overview of audiences, propositions and campaign creative can be founded in Appendix 2. Page 83 of 170
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5.7 Evaluation of the summer campaign has recently concluded and has been informed by the Moffat Centre’s Visitor Attraction Monitor (August 2022), which showed an increase in visits to Renfrewshire attractions of 1.8% compared to August 2021, with a Scotpulse survey commission reporting 46% of adults in West/Central of Scotland stating they are likely to visit Renfrewshire the coming year having seen the campaign, with families with children and 35– 44-year-olds most likely to visit. Marketing campaign stats include: • Media buy - 455k outdoor impacts, 735k print readership, 3.5m digital impressions, 15K clicks to Paisley.is, 646k reach through radio • Total web visits – 57K o Visit section +120% compared to 2019 o Homepage +61% compared to 2019 • Total social media organic and paid-for reach and impressions: 111,377 • Total social media organic and paid-for engagements: 2210 Developing Microadventures in Renfrewshire 5.8 Microadventures is a new visitor proposition for Renfrewshire included in the summer 2022 campaign, defined as ‘adventures that are short, simple, local, fun, cheap and perspective shifting’ - a strong proposition for Renfrewshire’s network of towns and rural locations. The development of campaign material and content has been curated by the Council’s marketing service. An overview of the activity includes: • A guide to microadventures in Renfrewshire – www.paisley.is/visit/microadventures • Development of new inspiring blog content – Five stunning woodlands in Renfrewshire (www.paisley.is/visit/five-stunning-woodlands-in-renfrewshire) Easy Cycling – three routes around Renfrewshire (www.paisley.is/visit/easy-cycling-three-routes-around- renfrewshire) • Paid-for advertising and advertorial - Mill Magazine special features (Microadventuring and Castle Semple) and print and digital advertising package with Scottish Walks and Cycling Magazine. • Series of commissioned content – three adventure blogs written by local writer and adventurer Cam Procter featuring cycling in Clyde Muirshiel Regional Park, Lochwinnoch, Barcraigs Reservour and the Glennifer Braes and trail running in Johnstone and the Bluebell Woods. • Joy of Cycling film – specially commissioned four-minute film, exploring the joy of cycling and what makes Renfrewshire the perfect place to ride (https://www.youtube.com/watch?v=LKIwLOC_UbY) 6. Step Change 2 spotlight – Raise prosperity and increase wellbeing in our communities Across Renfrewshire there is excellent cultural practice in health, education and digital inclusion programmes and the value of culture in improving health, wellbeing, economic vitality, and educational attainment is recognised. Through Future Paisley, we are focusing efforts on embedding cultural practice in health and education and employability programmes. Page 84 of 170
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The establishment of the Culture, Heritage and Events fund has enabled the development of new talent and connections and helped build the capacity of the local cultural and creative sector. We are continuing to work with Health colleagues and OneRen to promote art in health, and social prescribing to improve wellbeing, and we will continue to provide opportunities for cultural experience and participation to support readiness to learn and help improve attainment in education outcomes. We are committed to a co-design philosophy through programme practice and work with local communities to co-produce cultural programme events and we to ensure opportunities to participate in cultural events are maximised. Work is underway to better understand the long-term impact and benefits of co-design on individuals and communities in Renfrewshire. This will be reported on conclusion of the programme in 2024. A spotlight on some of the projects that form this body of work are highlighted below: Culture, Arts, Children and Young People 6.1 Twenty events have been delivered as part of OneRen’s children and families programme, funded by Future Paisley, engaging 951 individuals. Partners across the programme include Fèis Phàislig, Pilgrim’s Society, ZCC Dancers, ReMode, Jambo! Radio, Sewing2gether All Nations, the Ethnic Communities Steering Group, Matthew Hickman and Rainbow Turtle and the Refugee Festival Scotland. 6.2 Paisley’s Halloween Festival, delivered by Renfrewshire Council, ran from October 27th to 29th and attracted 46,000 visitors to Paisley. The festival’s co-design programme engaged with 240 children and young people through 110 hours of workshops and rehearsals, from local primary and secondary schools, Kibble, Art Boss, the scouts, Young Carers, local dance groups, Spinners Gate and the Disability Resource Centre. 6.3 Since May, Gallowhill Artist and Resident Programme, supported by OneRen continued to co-design creative programme and has engaged 41 children and adults in workshops covering mindful art, food and senses and musical storytelling. 6.4 The Promise Arts and Culture Engagement programme, led by Renfrewshire Council, began in March 2020 and supports care experienced young people and young carers who may find it difficult to get involved and stay involved in arts and culture. A programme of summer holiday taster sessions, encouraged young people to workshop with professional artists to sample activity, including fabric printing and sewing, graffiti/street art, photography, drama and singing and film making. The programme has already engaged with 66 children and young people (46x 5 to15-year olds and 20x 16- to 24-year-olds), with a new programme called Evolve in development and due to be delivered through Brediland Flexible Learning Centre, Who Cares? Scotland, West Primary, Mary Russell Secondary School, Nether Johnstone House and Renfrewshire Carers Centre. 6.5 Twenty-two young people continue with ArtBoss Young Creative Producers, delivered by OneRen and Renfrewshire Council Youth Services. The project, supporting care experienced young people and young carers to design and programme cultural events and works for their peers, develops new skills, promotes positive wellbeing and offers young people an opportunity to gain accreditation through the bronze/silver arts award. Page 85 of 170
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Produced work was included within Sma’ Shot Festival parade and Paisley Halloween Festival - costume design, prop design and photography. 6.6 Castlehead School of Creativity, is a partnership between the council’s Children’s Services and Glasgow School of Art, funded by Future Paisley to place studio-based pedagogy and design thinking at the heart of the curriculum including its application within literacy and STEM subject areas. The long-term goal is to establish a School of Creative Education in Paisley and be work towards becoming a UK Centre of Excellence which nurtures and attracts learners by innovative teaching and learning regardless of learner background to achieve successful outcomes. This year, 923 pupils have engaged with 18 sessions including a full Creativity Week across the whole school and all departments along with 4 campus visits to GSA, with 60 attending portfolio classes. Castlehead High School is now top performing in Art & Design across schools in Renfrewshire. 6.7 Through the Creative Learning programme funded by Future Paisley and delivered by OneRen, a sector leading school learning programme has been developed through co- production. Over 25 partners, stakeholders and individuals are involved in shaping the new approaches. This has involved working with a pilot group of 3 primary schools to explore stories and content that maps potential curriculum links within Paisley Museum’s story displays. Overall, there have been 74 sessions to date, reaching 314 children and young people, to create a menu of links - Scotland, The Pattern, The World and Beyond the Pattern. Culture, Arts, Health and Social Care 6.8 Through Future Paisley funding, we have embedded a Culture, Arts, Health and Social Care (CAHSC) co-ordinator post within Renfrewshire Health and Social Care Partnership (HSCP), to support social prescribing and design cultural activity that meets the needs of people in contact with RHSCP services and those at risk of experiencing loneliness and social isolation. We believe Renfrewshire is the first HSCP in Scotland to create a post that works at the intersection between the health and social care and the arts and cultural sectors. The funding has enabled the design and launch of two small grant programmes (October 2020) - the Creative Wellbeing Fund to support projects that directly improve wellbeing and Making Arts and Culture Accessible Fund for projects that remove barriers to local people accessing arts and cultural participation. By making small changes that have a big impact, the funds will develop cultural agency and leadership within the community and encourage systemic change in access to culture for marginalised communities. 6.9 Work continued in 2022 to expand social prescribing across Renfrewshire, led by One Ren in partnership with Renfrewshire HSCP and other partners. Future Paisley supports a dedicated social prescribing post, working closely with the CASHC coordinator, to improve health and wellbeing through access to cultural activity and to enable people to make meaningful connections with others. A range of accessible, cultural opportunities continue to be delivered to meet the needs of local people. One example is ‘Living Well @ Linwood Library’, a weekly creative group, for residents experiencing loneliness and isolation and who are referred by GP Link Workers and the local housing association. The work Page 86 of 170
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integrates with that delivered by the CAHSC Co-ordinator to establish a social prescribing network in Renfrewshire to help build a critical mass of practitioners using the arts and culture to improve residents’ health and wellbeing. 6.10 The Bothy Project, due to launch in January 2023, has created a designated space within the grounds of CIRCLE Recovery Hub to enable people in recovery to meet and take part in arts activity through a variety of workshops and events. The Bothy is a co- designed space, managed by the Recovery Group - local people who have lived or living experiences of mental health, alcohol, or drug related issues, and who are responsible for programming activity with artists. 100 people have contributed to The Bothy Project to date as Steering Group members, workshop participants and through creative planning sessions and events - including the official opening event for CIRCLE attended by the Minister for Drugs Policy, Angela Constance. 6.11 The second Colouring Renfrewshire book was launched in September 2022 and has supported 12 young adults with learning disabilities and autism, aged between 17-26 years old to produce a colouring book of Renfrewshire’s cultural landmarks - from selecting iconic buildings and commissioning artists, to arranging printing, marketing and promotions. The project, delivered by Glasgow Clyde College, OneRen and Project Search supported participants to develop employability skills and build confidence. All project participants are now in work experience positions, employment or attending college courses. The project also supported 7 professional artists. The book was launched in September 2022 and is widely available across Renfrewshire. 6.12 Future Paisley’s Unpaid Work programme has supported 30 women in receipt of community service payback orders to attend workshop sessions with artists to develop their textile, craft and sewing skills and to build confidence. Products created are sold and positively contribute towards social causes as part of Unpaid Work hours. 7. Future focus – the next 6 months 7.1 Programme management • Gathering data and evidence through the new evaluation framework and reporting impact will be a priority through 2023 as we seek alternative funding and/or develop business cases to support the mainstreaming/commissioning of activities and projects that are contributing most to achieving the Future Paisley strategic objectives and Step Changes. This includes ongoing work with the Centre for Culture Sport and Excellence (CCSE) to deliver case studies examining where projects have delivered impacts through co-design, for example, Glen Cinema Memorial, and series of evidence reviews that are helping to inform Future Paisley’s approach to cultural regeneration. This includes The Role of Arts and Culture in Lifting Communities Out of Poverty and the Social Value of Community Events. In 2023, we will progress evidence reviews examining the impact of cultural co-design on community cohesion and wellness and participation in cultural activity on individual wellbeing. Additionally, the Future Paisley Team will work with CCSE to publish Policy briefings on two further PhDs, supported Page 87 of 170
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by Future Paisley, that are providing additional evidence to measure the impact of the Future Paisley Programme. • We will embed a new governance framework to support long-term delivery of Step Change 2, including a new Oversight Panel, Chaired by Future Paisley’s Lead Officer, which will provide the strategic overview of the Culture Arts in Health and Social Care group (CAHSC) and a new Children’s Services Partnership Group, bringing together senior officers from OneRen, education, social work, youth services and health and social care. The new structure will ensure we are able to build a new system and have a sustainable approach to embedding cultural practice through local policies linked to services for children and young people and health and social care services for adults. 7.2 Cultural policy and sector support • We will continue to monitor and report the progress of The Promise Arts and Cultural engagement and the programme of work being delivered through the Culture, Arts, Health and Social Care (CAHSC) group. We will launch Cultural Champions through Renfrewshire primary schools in January 2023, to strategically connect and build a culture of family engagement in (cultural) education and learning from early years onwards. The programme will create a network of named champions from each school to share information about that wider cultural offer across Renfrewshire. This will be activated by a new network co-ordinator to help package the offer, identify barriers to access, develop audience engagement strategies and encourage uptake. • A priority for the team is to develop and present the business case for Percent for Art and how this might be adopted within the council. Percent for Art is a worldwide initiative based on a formula that reserves a percentage of the cost of any publicly funded capital development to be allocated to an Art commission. Percent for Art promotes co-design and enables a cultural response to be part of the built environment, informed by the vision, needs and desires of the communities. • As part of wider council support to help local business through the current cost of living crisis, Future Paisley will deliver Spend Local marketing campaigns and local retail incentives within Renfrew, Paisley, and Johnstone town centres throughout winter 2022/23. • We will continue to engage with The Sculpture House Collective to monitor their Year 1 delivery plan and provide ongoing monitoring and support to recipients of CHEF and CODF, seeking opportunities to add value to emerging projects and activities, and ensuring on-going support to Art Connection – a network of CODF funded cultural organisations in Renfrewshire. • We will support the launch of a new film and digital media space through the Creative Scotland Place Partnership, supported by OneRen. 9 filmmakers and digital artists have established a Community Interest Company (CIC) to manage a film and digital media space for Renfrewshire film makers. The space, which is currently being Page 88 of 170
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negotiated, will include an accessible film exhibition space, film makers production area for networking and meetings, and will include the development of a film archive for Renfrewshire. A programming committee has been established to ensure diverse local, national, and international film and digital arts programming. 7.3 Delivering new events, cultural programme and experiences We will continue to work with local communities to co-produce cultural programme events and maximise participation. • Support free children and families programming to support Winter Connections as part of Christmas programming. • Continue to support programming through OneRen’s Arts team and support OneRen to open Paisley Book Festival 2023 (full programme of events across Renfrewshire due to be announced shortly). • Work with OneRen to progress planning for the reopening of Paisley’s new cultural venues, through 2023, following a period of transformation and development. A programme of partner and business engagement will be undertaken to inform programming, special events and to ensure town readiness. Future Paisley funding will support the opening programmes for Paisley Town Hall, Paisley Art Centre and Paisley Cultural and Learning Hub. • Preview a new Play, produced in Renfrewshire - The Other Side of the River, co- designed by Lisa Nicoll, In Motion Theatre with community members from Ferguslie Park. The Play will tour 10 locations over 4 weekends in April and May 2023 and has been co-design with local people. The Play will be performed in community venues across Scotland, with support from local theatres. In each of the locations, an advanced programme of community engagement will include cookery workshops to provide audiences with a meal during each performance/s. The Play will preview at the Tannahill Centre in Paisley. Implications of the Report 1. Financial – none 2. HR & Organisational Development – none 3. Community/Council Planning – Council Plan PLACE (Demonstrating that Renfrewshire is a great place to live, work and visit) - delivering Future Paisley, our far-reaching cultural regeneration programme, harnessing the power of the arts, heritage and culture for social and economic change. 4. Legal – none Page 89 of 170
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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. 8. Health & Safety – none 9. Procurement – none 10. Risk – none 11. Privacy Impact – none 12. Cosla Policy Position –not applicable Author: Louisa Mahon, Head of Marketing and Communications, T: 0141 618 7546 E: louisa.mahon@renfrewshire.gov.uk Page 90 of 170
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Report can be viewed online at: https://app.smartsheet.com/b/publish?EQBCT=f3f976e43d3142e78b19ddb1fe72958d 1 of 7 Page 91 of 170
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Report can be viewed online at: https://app.smartsheet.com/b/publish?EQBCT=f3f976e43d3142e78b19ddb1fe72958d 2 of 7 Page 92 of 170
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Report can be viewed online at: https://app.smartsheet.com/b/publish?EQBCT=f3f976e43d3142e78b19ddb1fe72958d 3 of 7 Page 93 of 170
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Report can be viewed online at: https://app.smartsheet.com/b/publish?EQBCT=f3f976e43d3142e78b19ddb1fe72958d 4 of 7 Page 94 of 170
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Report can be viewed online at: https://app.smartsheet.com/b/publish?EQBCT=f3f976e43d3142e78b19ddb1fe72958d 5 of 7 Page 95 of 170
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Report can be viewed online at: https://app.smartsheet.com/b/publish?EQBCT=f3f976e43d3142e78b19ddb1fe72958d 6 of 7 Page 96 of 170
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7 of 4Report can be viewed online at: https://app.smartsheet.com/b/publish?EQBCT=f3f976e43d3142e78b19ddb1fe72958d Page 97 of 170
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Key aims • Raise profile and awareness of Paisley andRenfrewshire as a place to visit • Position Paisley and Renfrewshire as a destination of choice for day-visitorsand encourage visitors • Raise awareness of the visitor offer available across Renfrewshire • Create ambassadors and advocates for Renfrewshire • Re-engage industry and key stakeholders in Paisley.is activity Page 99 of 170
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Marketing objectives • Raise awareness of product propositions across Renfrewshire –Easy Outdoor, Microadventureand Family Days Out • Increase web visits to Paisley.is • Encourage engagement on our social media channels • Encourage supportwith industry and partners Audiences • Natural advocates • Engaged sightseers • Adventure seekers • Local advocates • Familyfavourites Page 100 of 170
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Campaign planning -Our visitor proposition History and Heritage Easy Outdoor Micro Adventures Luxury incgolf/spa/food Location/ Gateway Family Days Out Walkable history is strong, but hindered by lack of places to visit. Abbey, PTH, Museum, Secret collection, Weavers cottage all closed. Threadmill& HC not great offer. Stronger offer outwith Paisley, overlaps strongly with Easy Outdoor. Strong offer. RSPB Lochwinnoch, Castle Semple, Finlaystone, Clyde Muirshiel CP, GlenifferBraes, Clyde Walkway, Town Centre Trails (arch/mural/radicals), KomootWalks, Dog friendly pubs. Everything from Easy Outdoor, plus: Braehead adventures (ski/climb), cycle networks, 10k race, Pedal in the park. Windy hill, dark(ish) skies, trail running. Accessible genuine wilderness <1hr from the city. More niche than Easy Outdoor—but also more inspiring. Spas: Bowfield, Gleddoch, Mar Hall, Eve Spa. Food: Ingleston, award winning cafés, Coach House (bow), Elderslie Butchers, Cafe 77 and The Johnstone Cafe. Golf: Mar Hall, award winning Gleddoch, also local courses with great reputations. Close to a big city. However reliant on industry relationship. The offer is directly about the location of Renfrewshire, rather than specific attractions. We paint the picture of the place. Our events. Seasonal offerings like fruit and pumpkin picking. Parks (Barshaw), RSPB Lochwinnoch, Castle Semple, Finlaystone, Clyde MuirshielCP, GlenifferBraes, Paisley First Town Centre Trails, Family friendly walks. Accessible adventures. Barnhill Farm, Big Adventure, Padamonium, swimming. 1. Outdoor offer 2. Luxury offer 3. Family offerHistory & Heritage Location/Gateway Secondary theme to other propositions. Can be talked about in context of other offers. Parking until attraction offer is stronger. Will pick up audiences in other offers. 1a. Easy Outdoor 1b. Micro Adventures Natural advocates Engaged sightseers Local advocates Natural advocates Engaged sightseers Local advocates Adventure seekers Local advocates Food loving culturalists Local advocates Natural advocates Engaged sightseers Food loving culturalists Local advocates Family favourites Local advocates Page 101 of 170
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Strategy Activate a campaign focused on Family Days Out, Easy Outdoor and Microadventures, to coincide with summer holidays and better weather June -September. Target geographical areas • 1-2 hour geotarget –digital activity • 30 –45 mins –out-of-home (surrounding Renfrewshire and rail network) Timing • w/c 27 June –30September Budget • £100K (Media buy and photography commission) Campaign development in-house • Audience and visitor offer development • Development of campaign creative and campaign lines • Photography production • Marketing planning and implementation Page 102 of 170
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High impact paid-for media buy with strategy sitting behind Paid-for media Outdoor Glasgow Airport –48 sheet –18 –31 July Transvision screens at Glasgow Central –23 June –27 September Glasgow Subway Underground -carriage cards –18 July –14 August Scotrail passenger panels –25 July –21 August Glasgow Subway 18 July –14 August Inlinkscreens -Glasgow –Argle St, Gordon St -Every Tuesday from 28 June –27 Sept Print Best of Scotland –17July, 18September Scots Mag –August and September The List –June Chamber Magazine DPS The Mill Magazine Digital The List –July What’s On Network –July and August Google PPC –July -September InVibes& Native ads –4 July–21 August Glasgow Live Native article –4 July –30 September YouTube –July / August / September Radio Clyde 1 –4 –17 July Page 106 of 170
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Digital ads in Glasgow Page 107 of 170
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Digital -inspiring people to visit • Content refresh on www.paisley.is • Proposition landing pages created: • Easy Outdoor • Family Days Out • Microadventures • New pages promoted viaorganic /paid social & google PPC • Creation of blogs • Refresh of content on What's on • User-generated content Page 111 of 170
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Paisley.is social • Editorial calendar developed to promote new pages on www.paisley.is • Paid-for social ads in addition to organic content -specifically promoting the key propositions andtargeting our visitor audiences • 'Be a tourist in your own town' - callout for things to do / places to visit /explore on social media - highlighting Renfrewshire-wide activities –owned and local community groups • Visit Scotland promotion of Paisley.is Calling film also ongoing Page 112 of 170
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MPU and Facebook Images—available for partners Page 113 of 170
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Owned channels • Cross promotion on Renfrewshire Council social media • Gov Delivery • Schools • What's on • Paisley Town Centre • Take 5 • Staff call out –favourite things to see and do • Event programme promotion Press and media • Family Days Out and Easy Outdoor • What's on -Free things to do this summer • Event promotion-Sma’ Shot • Micro-adventuring -Identify specialistpublications andexploreadvertorialopportunities in relevant lifestyle mags/platforms Page 114 of 170
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Print • Refresh of Walking Trail around Paisley and Renfrewshire • Poster campaign around Renfrewshire and Glasgow Page 115 of 170
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Micro-adventuring spotlight • www.paisley.iscontent development • Commissions • 3 routes around Renfrewshire by adventure writer/photographer • Short film about the beauty of cycling in Renfrewshire. Featuring a local group of ordinary cyclists—an accessible route showcasing our stunning place, our diverse communities and our excellent travel links. • Mill Magazine special edition –Lochwinnoch, micro-adventuring and Halloween front cover and feature • Nationwide leaflet rack showcasing outdoor offer –planned for 2023 Page 116 of 170
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Stakeholders and partners • VisitScotland • Destination funding (£56K) –Paisley.is Calling campaign activated in December until end of September to promote Paisley Town Centre and the Paisley.is Calling film. • Endorsed by Visit Scotland team and shared with industry team • Partnership opportunities to be explored in spring 2023 • Local media and community • Paisley.org –sponsored posts • The Mill Magazine partnership –special edition / sponsored content / feature development • Facebook community groups • Digital toolkit created on www.paisley.isand sent to stakeholders, partners, industry and elected members • Industry contacts sent digital toolkit Page 117 of 170
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Banners for our four photographed attractions Page 118 of 170
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Total media buy campaign results 455K Outdoor impacts 735K Print readership 3.5million Digital impressions 15K Clicks to Paisley.is 647K Reached through radio Page 119 of 170
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Campaign results • 5.1 million paid-for OTSH summer campaign messaging • 57K website page views (campaign pages and blogs) • Visit section +120% compared to 2019 • Homepage +61% compared to 2019 • Facebook -Reach (organic): 37,485 Reach (paid): 39,917, Engagements: 1,063 • Twitter -Impressions: 13,395. Engagements: 659 • Instagram -Reach: 6,408. Engagements: 340 • Corporate Facebook–Reach: 14,172. Engagements: 148 Totals -reach/impressions: 111,377.Engagements: 2,210 Page 120 of 170
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__________________________________________________________________ To: Leadership Board On: November 30, 2022 __________________________________________________________________ Report by: Chief Executive __________________________________________________________________ Heading: Future Paisley Cultural Funding programme 2022 __________________________________________________________________ 1. Summary 1.1 This report provides members with an update on the award of cultural funding in 2022, through Round 12 of the Culture, Heritage and Events Fund (CHEF) and Round 3 of the Cultural Organisational Development Fund (CODF), funded by Future Paisley. Recommendations for awards are made by Renfrewshire Council’s Cultural Review Panel. 33 grant awards have been made to the value of £426,233. 2. Recommendation 2.1 Members are asked to note the decisions of the Cultural Review Panel to award cultural grants as part of Round 12 of CHEF and Round 3 CODF: • 23 CHEF grant awards to the total value of £226,233 • 10 CODF grant awards to the total value of £200,000 • Recommendations made for development activity to support Renfrewshire’s cultural and creative sector for action by OneRen officers. • Recommendations for the development and funding of 3 projects of interest for action by the Head of Marketing and Communications. 3. Background 3.1 Renfrewshire Council’s Culture, Heritage, and Events Fund (CHEF) was established to develop cultural and heritage activity as part of Paisley’s UK City of Culture bid and continues to support the development and delivery of cultural and heritage projects and Item 8 Page 121 of 170
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events across Renfrewshire. Since 2016, the Fund has provided £1.14m to support 135 creative projects across Renfrewshire, which have included: festivals, events, workshops, murals, performances, exhibitions, tours and productions in music, dance, theatre and drama, heritage, literature, visual arts and design, film, and animation. The Fund is administered through a partnership between Renfrewshire Council and OneRen. 3.2 The purpose of CHEF is to raise cultural ambition and stimulate new cultural, heritage and events activity, aiming to create long-lasting cultural, economic, and social transformation in Renfrewshire. The Fund has seven objectives: 1. Increase the number of people taking part in creative activity in Renfrewshire 2. Increase opportunities for young people to develop their creative ambition 3. Stimulate the local economy 4. Realise the potential contribution creativity can make to education, social inclusion, and quality of life 5. Strengthen and broaden the network of people developing cultural and creative projects in Renfrewshire 6. Increase the number of people visiting Renfrewshire 7. Raise the profile of Renfrewshire throughout the UK. 3.3 Renfrewshire Council’s Cultural Organisations Development Fund (CODF), funded by Future Paisley, is reserved for established or developing organisations based in Renfrewshire that have a cultural and creative purpose. Between 2019 and 2022, £380,000 has been awarded in grants to seven local cultural organisations. Through CODF, organisations have built their governance, leadership, and management; developed their existing workforce and created new staff posts; and extended their engagement and reach. Art Connection, a new network of cultural organisations, has emerged with membership of previous CODF recipients. 3.4 The purpose of CODF is to strengthen and build the capacity of local cultural and creative organisations in Renfrewshire. The Fund has 3 objectives: 1. To support organisations to become more sustainable and to take the next steps in their strategic development. 2. To build capacity in organisations to raise cultural ambition in Renfrewshire. 3. To support organisations which have an ongoing commitment to diversifying and expanding cultural participation. 4. Funding rounds in 2022 4.1 Within the 2022/23 Council budget, Renfrewshire Council committed an investment of £200,000 into the Culture, Heritage and Events Fund, to support cultural projects across Renfrewshire. Round 12 of CHEF was developed and a further £26,233 of ‘fall ins’ from Round 1-11 grants (where project spend was less than expected), was also added, resulting in a Round 12 Fund of £226,233. In addition, Future Paisley committed £200,000 to continue to nurture Renfrewshire’s developing cultural infrastructure through a third round of the Cultural Organisations Development Fund, based on feedback from local cultural organisations. Page 122 of 170
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4.2 A new digital application process was created and the new rounds of CHEF and CODF were launched in May 2022, publicised widely via creative, cultural and community networks and social media channels. Interested applicants were invited to attend information sessions and seek advice and support from OneRen officers in the preparation of applications and to optimise the chance of success. Two group information sessions were held for both CHEF and CODF funds and 15 one to one sessions were delivered. 4.3 Demand for both Funds was high with 55 CHEF applications received with a total value of £522,144 for an available Fund of £226,233 and 18 CODF applications received with a total value of £376,640 for an available Fund of £200,000. 5 Review Panel recommendations 5.1 A specially convened officer panel met to assess applications in August and September, and their assessments and recommendations were considered by the Cultural Funding Review Panel, chaired by Cllr Lisa-Marie Hughes and attended by Cllr Alison Ann-Dowling and Alan McNiven, Engage Renfrewshire. The Review Panel met on 14th September to consider CHEF recommendations and on 12th October to consider CODF recommendations. Following deliberation and agreement by Review Panel, the Head of Marketing and Communications was asked to distribute the agreed awards. 5.2 The Review Panel agreed 23 CHEF grant awards to be made with a total value of £226,233 (15 full awards and 8 partial awards). 32 further applications were not recommended for a grant award in this round. Applications to Round 12 of CHEF were informed of the outcomes of their applications on 29thSeptember. Round 12 CHEF awards can be found at Appendix 1. 5.3 Although Round 12 CHEF applicants had the opportunity to apply for 100% of project costs, the 23 awards also leveraged £244,000 of funding from other sources in addition to the council’s funding, demonstrating the value of council support and how this enables groups and Artists to access other funding sources. 5.4 The Review Panel agreed 10 CODF grant awards with a total value of £200,000 (5 full awards and 5 partial awards). 5 further applications were not recommended for a grant award and 3 applications were identified as projects of interest to be further developed and funded through Future Paisley. Applicants to Round 3 of CODF were informed of the outcomes of their applications on 27th October 2022. Round 3 CODF awards can be found at Appendix 2. 5.5 CODF projects supported by Round 3 grants have a combined total budget of £419,968, drawing in £219,968 of investment from other sources in addition to the Council’s funds of £200,000. This represents strong value for public money, which will benefit Renfrewshire’s creative communities. Page 123 of 170
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5.6 Three projects of interest were identified by the Review Panel for further development by the Head of Marketing and Communications, and funding through Future Paisley, recognising the strength and potential impact of projects: Soundplay, Bungalow CIC and Loud n Proud. 5.7 Additionally, the Review Panel requested that OneRen officers direct unsuccessful applicants for CHEF and CODF to alternative funding sources or avenues of meaningful support. This includes through OneRen Arts Team for arts specific funding or support, Engage Renfrewshire’s funding team and Invest in Renfrewshire Communities Team (IiRC). Information was also provided on how to access Invest in Renfrewshire Creative Hub Development Fund, Local Partnership funding, Celebrating Renfrewshire funding and Green Spaces Parks and Play Areas and Villages Investment funding. A series of Applying for Funding Workshops will be delivered by OneRen and Engage Renfrewshire in December 2022, tailored to support Artists and Cultural Organisations on how best to shape future applications to funding providers. 6. Next Steps 6.1 OneRen officers will engage directly with artists, groups and organisations from an ethnic minority background, recognising the number of applications from this group, to provide advice and support for future applications and to facilitate access to existing networks in Renfrewshire. Additionally, the Panel have asked that officers involve applicants and participants with protected characteristics in the evaluation and future development of the CODF and CHEF Funds. 6.2 Work to identify a recurring Fund to support cultural organisational development will continue though Future Paisley and the Renfrewshire Cultural Strategy working group. Council officers will continue to engage through Renfrewshire Council’s budget process to promote future investment opportunities in Renfrewshire’s Culture, Heritage and Events Fund. 6.3 Evaluation of the 2022 funding programme will be brought back to a future Leadership Board for review. Page 124 of 170
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Implications of the Report 1. Financial – none 2. HR & Organisational Development – none 3. Community/Council Planning – Council Plan PLACE (Demonstrating that Renfrewshire is a great place to live, work and visit) - delivering Future Paisley, our far-reaching cultural regeneration programme, harnessing the power of the arts, heritage and culture for social and economic change. 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 8. Health & Safety – none 9. Procurement – none 10. Risk – none 11. Privacy Impact – none 12. Cosla Policy Position –not applicable Author: Louisa Mahon, Head of Marketing and Communications, T: 0141 618 7546 E: louisa.mahon@renfrewshire.gov.uk Page 125 of 170
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Appendix 1: CHEF Round 12 Part 1: Awarded Applicant Project name and description Requested Awarded Locus of activity Dr Tawyna Selene Renelle Creative Writing Programme: To establish and develop a network of practising writers in Renfrewshire. The project would be highly beneficial to the creative community of Renfrewshire and has the potential to continue autonomously by the creatives that participate in it after the period of funded activity comes to an end. £8,586.00 £8,586.00 Renfrewshire Live Music Now Scotland Music to Lift the Spirits: To deliver artist residences in care homes and day centres within Renfrewshire, with five interactive performances in each location. The project will benefit those Renfrewshire residents who would otherwise have limited access to cultural opportunity. £9,360.00 £9,360.00 Care homes across Paisley, Johnstone, and Linwood Fablevision Woven in Renfrewshire: To develop creative heritage events and activities that give voice and visibility to Renfrewshire’s formal and informal carers. Four socially engaged artists will gather and respond to carers’ experience with pop-up events. A touring exhibition (exhibiting at the Royal Alexandra Hospital and other venues) and an online digital exhibition with European partners will contribute to the potential for a high-profile project with international reach. £10,000.00 £10,000.00 Royal Alexandra Hospital, Johnstone and Renfrew Joe McFadden Textiles 2030: To deliver two blocks (each lasting 11 weeks) of textile themed workshops to young people from Renfrewshire to help develop interest and talent in textile design, production, and career paths. This addresses a gap and need to support young people to develop career-beneficial skills and progress on a pathway which will support creative ambition and potential future employability. £3,344.60 £3,345.00 Renfrewshire PACE Theatre Enchanted Forest Immersive Arts Experience: To create an immersive arts experience aimed at children and families. The project will engage young people and families in ambitious, high-quality creative activities, particularly targeting £19,800.00 £19,800.00 Paisley (with participants from across Renfrewshire) Page 126 of 170
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those who do not usually have the opportunity to participate. Paisley First Business Improvement District Paisley's Buddie Walk of Fame: The launch of the Buddie Walk of Fame to align with new town centre cultural venues. This will be a pavement trail celebrating the great and good of Paisley from the arts, media, politics, sport, education, and commerce, all of whom have made a considerable contribution to Renfrewshire. £17,000.00 £17,000.00 Paisley Paisley Sinfonia Paisley Sinfonia: Rehearsal and performance of two concerts. Paisley Sinfonia are a well- established orchestra, involving musicians of all ages and abilities, with a unique position within Renfrewshire’s cultural ecology. £2,000.00 £2,000.00 Paisley and Johnstone Paisley Thread Mill Museum Bringing Records to Life: Paisley Thread Mill Museum has acquired a wide selection of photographs and slides of the mill buildings, people at work and leisure, and working machinery. These photographs are a valuable historical resource, and the project will make them more readily available to the public and visitors alike through digitising them. £1,810.00 £1,810.00 Paisley Renfrewshire Tapestry Renfrewshire Tapestry Stitching onwards! The project aims to develop the local community’s interest and skills in embroidery. It will provide education on Renfrewshire’s rich textile history and empower participants regardless of their skill level or potential challenges. The project will support community cohesion through skill-based learning to create a collective product (the tapestry). £9,950.00 £9,950.00 Renfrewshire wide Sculpture House Collective Sculpture House in the Secret Collection: This project aims to research Renfrewshire's history of making and creativity, by engaging with Paisley Museum’s Secret Collection. Sculpture House Artists Collective will create a new body of artwork inspired by this research, placing their own practices into an historical and geographical context. £16,840.00 £16,840.00 Paisley and London Soundplay Projects Ltd Soundplay at Anchor: Soundplay Projects will develop an accessible sensory audio-visual installation for the Anchor Centre in Paisley. As the project develops, Soundplay will facilitate fortnightly workshops at the Anchor Centre including input from young makers from the Paisley £10,000.00 £10,000.00 Paisley Page 127 of 170
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YMCA. The project includes opportunities to share work produced with the wider public. Remode Renfrewshire CIC Whether The Weather: Artistic research and a creative learning project for young people looking at the history and future of weatherproof clothing. The project will culminate in an exhibition. £10,817.00 £10,817.00 Paisley Agnes Lillian Brookes “The Elephant In The Room” – remembering, commemorating & celebrating our shared experiences of the Covid-19 pandemic 2020- 2022. Artist-led reminiscence and art workshops about the pandemic, in partnership with Disability Resource Centre and Older Adult Day Services, culminating in a public exhibition and film production. The project is delivered in partnership with the Scottish Mental Health Arts Festival. £9,780.00 £9,780.00 Renfrewshire Paisley Opera Turandot (Title TBC): To stage a spectacular production of ‘Turandot’, Puccini’s rarely performed great final opera with a Scots translation in an unusual outdoor space, featuring a community chorus, children’s chorus and an orchestra. £20,000.00 £20,000.00 TBC in Renfrewshire Mossvale Community Church Paisley Conversations: The project is led by a refugee assisting organisation, to celebrate connections through ‘Paisley Conversations’. This will include workshops and an exhibition to promote the social inclusion and integration of many of the 80+ members and their wider families, by capturing their vision of Paisley and then finding common threads and continuing the conversation of Paisley memories throughout the local community to stitch together a family tree of experiences. The creative activity has been designed to relate to many Renfrewshire residents of varying ages, backgrounds, and ethnicity. £8,544.00 £8,544.00 Renfrewshire wide Fèis Phàislig Fèis Phàislig Weekly Lessons 2023. To create weekly music lessons across Renfrewshire for young people, whilst learning about Scottish heritage through music. Lessons would be delivered over 37 weeks aligned with school term. This extends an existing programme to engage new participants. £16,281.00 £14,797.00 Paisley (with participants from across Renfrewshire) Page 128 of 170
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Music Broth Lochwinnoch's Got Talent: Music teaching programme for students in all years at Lochwinnoch Primary School. The project aims to provide students living a rural area with reduced access to cultural resources an opportunity to discover and nurture a passion for music. £9,999.00 £6,720.00 Lochwinnoch Karen Herbison Escape to the Moon: To enable an established Renfrewshire-based arts practitioner to develop a multi art form play called ‘Escape to the Moon’. This will also include a one- week development period with actors; workshops with schools, PACE seniors and community; and a rehearsed reading, with the outcome of a third draft script, leading to a Creative Scotland application to tour the final piece. £9,200.00 £8,200.00 Paisley Outspoken Arts Being Co-operative: An exhibition and multi-artists residency at Outspoken Arts’ venue, The Art Department. This is a project exploring symbols and meaning of being co-operative; a post- pandemic response that brings together artists, creatives, and community participants - About Being Co-operative – OUTSPOKEN ARTS SCOTLAND £9,500.00 £8,450.00 Paisley Richy Muirhead SAMA (Scottish Alternative Music Awards) Takeover 2023: A 2-day music event which will showcase artists from Scotland, SAMA’s winners, and local artists from Renfrewshire; support development/networking opportunities for artists via workshops/panels; bring new audiences/artists to Renfrewshire; and collaborate with existing music collectives. £7,324.00 £5,899.00 Renfrewshire School of African Cultures I Am Because You Are: A series of workshops for young people from the African community and from Ferguslie Park, culminating in a series of performances at three care homes, the Royal Alexandra Hospital Children’s Ward and Riverbrae school. £10,000 is being awarded to develop this activity as a smaller pilot, so the School of African Studies can evidence if engagement with young people in the programme is there and that it has the potential to expand in future years. £19,457.50 £10,000.00 Paisley and Renfrew Page 129 of 170
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right2dance Creative Connections: A programme of free dance opportunities for young people that includes classes, workshops, schools’ engagement, and a young choreographers showcase. As this project can be scaled up or down, due to Fund limitations and competing demand, a reduced award of £9,572 was made, which will enable the activity to be delivered. £13,845.00 £9,572.00 Renfrewshire wide Tannahill Arts Festival Tannahill Arts Festival: A multi-art form festival in March 2023, creating a platform for 26 artists with 12 events across 2 weeks. The festival will support local Renfrewshire based artists to present work and collaborate with artists from further afield and to bring exciting new work from outside Renfrewshire to local audiences. The proposed events are specified to be supported by an outreach programme. £8,300.00 £4,763.00 Paisley (Central, Ferguslie Park, Glenburn), Bridge of Weir, Linwood Part 2: Unsuccessful applicants Applicant Project name Requested Awarded Locus of activity Evelyn Laurie Silver Threads £7,876.00 £0.00 Paisley and Biggar Andrew Moir (Paisley International Tango Festival) Paisley International Tango Festival 2023 £10,000.00 £0.00 Paisley Artist Spaces SCIO More than Space Renfrewshire £10,000.00 £0.00 Paisley, Braehead Scottish Afro Caribbean Arts Association Black History Month Project £6,700.00 £0.00 Paisley Peter Gilchrist Brown and Polson Documentary £2,749.96 £0.00 Paisley Thomas McCulloch Mask of the Red Death £9,555.00 £0.00 Paisley, online Ferguslie Cricket Club Mural Project £6,000.00 £0.00 Paisley RIG Arts People's Map £9,702.80 £0.00 Paisley East Thomas Coats Memorial Choral Society Support to resume rehearsals and public concert post-Covid. £3,600.00 £0.00 Paisley Corseford Tenants Association Corseford Fun Day 2023 £1,800.00 £0.00 Johnstone and Linwood Loud n Proud Pen to Performance £9,500.00 £0.00 Paisley Ciaran Whyte CWhyteMusic Debut Album £7,360.00 £0.00 Paisley, Johnstone Richard Gellatly Viviparium £9,528.00 £0.00 Paisley, Linwood CREATE Paisley Renfrewshire Youth Choir £5,474.50 £0.00 Paisley Fraser Scott Coming Back Around £9,500.00 £0.00 Paisley James Walker Renfrewshire's Third Sector in Focus £9,660.00 £0.00 Paisley, Linwood Page 130 of 170
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Ric Herrington Pass the Parcel, Paisley £5,350.00 £0.00 Paisley What Moves You CIC Week-long dance theatre residency £10,000.00 £0.00 TBC in Renfrewshire Chris Duddy 4 Track Nights £9,800.00 £0.00 Paisley Gary Jack Hewitt The HB Film Festival 2022 £3,000.00 £0.00 Paisley Alan Bissett Christian £10,000.00 £0.00 Renfrewshire wide Amanda Mckinlay Feel Good February £7,000.00 £0.00 Paisley Jambo! Radio The Elephant Dance Show £9,500.00 £0.00 TBC in Renfrewshire Renfrewshire Witch Hunt Gallow Green Memorial Garden £3,960.41 £0.00 Paisley Restoration & Creation Creative Woodworking £14,995.00 £0.00 Paisley Sharron McGrady Press PLAY not Pause £9,800.00 £0.00 Paisley Sharon Macdonald Children's Mural £1,500.00 £0.00 TBC Paul Wycherley paisleyradio.com £7,920.00 £0.00 Paisley Samuel Yerokun Africa - Paisley 2023 £18,975.00 £0.00 Paisley Bungalow Enterprises Revive Live £9,600.00 £0.00 Paisley Pachedu Rediscover Africa £20,000.00 £0.00 Paisley Brick Lane Music Academy Brick Lane Festival £10,000.00 £0.00 Paisley REQUESTED = £522,144.77 from a total of 55 applications AWARDED = £226,233.00 to 23 applicants Page 131 of 170
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Appendix 2: CODF Application results Applicant Project Description Joint/single application Requested Awarded Locus of activity CREATE Paisley Create Paisley has identified the need for a fundraiser to target Trusts and Foundations to improve the company’s long-term sustainability financial. This in turn will help realign staffing structure and deliver activities to more people. The grant is awarded on the condition that the applicant extends its reach to work young people with additional support needs and living in communities that do not usually access their provision. Single £19,888.19 £14,371.00 Renfrewshire wide Right2dance To build capacity within Right2dance to widen reach and diversify participation, funding is requested to employ a Marketing and Administration Co-ordinator to action a communications strategy and extend the role of the Dance Artist to deliver an engagement and participation development plan. This will lead to new participation opportunities within the community. Single £19,998.00 £19,998.00 Renfrewshire wide Outspoken Arts Scotland Limited The Art Department: Joint Activity with PACE Theatre Company. Funding will engage 4 new posts for one year to enable the delivery of a year-long programme of diverse events at The Art Department, the former Allders Store that has been reappropriated as an arts space. Events include theatre, visual arts and workshop programmes. This will support the regeneration of Paisley town centre and Future Paisley’s ambition to build a critical mass of cultural and creative activity. Joint with PACE Theatre Company £50,000.00 £50,000.00 Paisley / Renfrewshire wide PACE Theatre Company Organisational development that will take place over an intense four- month period to expand knowledge in programming theatre for young people and to develop funding application skills to access Creative Scotland funding and other national funder. A team of fundraising experts, equality trainers and a programming consultant will be engaged for a short-term period to support the PACE core team. This supports PACE in their work to realise the Exchange Theatre, which is strategically significant as Scotland’s first dedicated theatre for children, young people and families. Single £18,500.00 £18,500.00 Paisley / Renfrewshire wide Page 132 of 170
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Erskine Arts Creation of a new Technician Post for Erskine Arts’ external business delivery, including PA hire and film/media commissions. The detailed Business Plan submitted with the application highlighted the need for the post and included projected income targets that the post will be responsible for achieving. This will both increase organisational capacity and build the financial sustainability of the organisation. Single £18,000 £18,000 Erskine / Renfrewshire wide Tannahill Arts and Heritage Core staff costs for roles in creative leadership, governance and evaluation that will support the delivery of the Tannahill Arts Festival in 2023 and the expansion of a programme of arts and cultural events throughout the year. Tannahill Arts and Heritage is a charity established in 2021 that aims to preserve the intangible cultural heritage of Paisley. Through this funded activity, the organisation aims to maintain creative growth; develop connections to other organisations, promoting partnerships locally and nationally; develop new audiences locally and nationally; and build sustainability by developing a strategic approach to fundraising and ticketing and through robust evaluation of projects to secure future investors. Single £14,200.00 £14,200.00 Paisley North, West and Central, Paisley East, Johnstone and Linwood, Renfrew Glasgow Community Circus C.I.C. trading as Community Circus Paisley Community Circus Paisley is a CIC that recently became established in Paisley, having previously been based in Glasgow. It aims to provide a permanent, community-owned home for the Scottish circus community, including a circus school and a development/performance venue as well as space and opportunities for the local community in Ferguslie Park. Funding will extend existing staff hours and tasks, which would allow the Directors to spend more time on business development activities. This benefits the organisation in terms of supporting its longer-term sustainability in Ferguslie Park and the also the local community in terms of accessing its services and cultural offer. The organisation has not received Renfrewshire Council Future Paisley funds in the past. The investment supports our ambition to Single £20,000.00 £15,000.00 Paisley (Ferguslie Park) / Renfrewshire wide Page 133 of 170
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build critical mass of cultural and creative activity in Renfrewshire. Paisley Opera Paisley Opera is a Renfrewshire- based charity founded in 2017, with a mission to prove that opera is for everyone. It presents opportunities for people from different backgrounds to become involved in opera, through a community-based chorus working with professional singers and musicians, performing in unusual spaces in Paisley. The funding will support the salaries of two posts: Administrator and Marketing Administrator. These roles will underpin the organisational structure and allow Paisley Opera to deliver their programme of activities successfully. Single £20,000.00 £18,300.00 Paisley / Renfrewshire wide and other areas ReMode Renfrewshire CIC ReMode Resilience Development. Remode is a company established in Renfrewshire in 2017. Its mission is to raise awareness of the impact of the environmental impact of the fashion and textile industries. It operates a shop of re-designed and reclaimed clothing and delivers a programme of creative educational activities connected to its mission. The funding will support a programme of organisational resilience development, including fundraising, business and board development. The organisation wants to diversify its funding base, reduce its reliance on any single funding stream and increase its long- term viability. The funded activity will help the organisation to achieve its aim to develop a business management model that will allow it to grow. Single £19,850.00 £14,810.00 Renfrewshire wide Sculpture House Collective CIC Sculpture House Collective Pilot Year. Sculpture House Collective (SHC) is a company limited by guarantee / CIC. It is a visual and community arts organisation, comprising three artists: Laura Aldridge, Nick Evans and James Rigler. The collective has recently relocated to Renfrewshire and is now based in a new studio and community space in Ferguslie Park, working in collaboration with Renfrewshire Council. This space is being developed as a community asset, aiming to provide a sustainable base for arts practitioners in Renfrewshire, developing creative services for the Single £17,500.00 £16,821.00 Paisley (Ferguslie Park) Page 134 of 170
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community and a range of artistic activity. The funding will enable the organisation to pilot a new model of sustainable studio practice, including costs associated with governance, community and partnership engagement and fundraising. This will support SHC in transitioning from a CIC to a charitable company, broadening access to funding opportunities. Bungalow Enterprises CIC Bungalow Enterprises CIC operates The Bungalow, an established live music venue in Paisley. The Bungalow are a unique organisation in Scotland as a CIC that brings a wide range of community benefits as well as commercial venue. The Review Panel recognised the Bungalow’s significant heritage and the important role the venue (and organisation) continues to play in developing Renfrewshire’s live music scene and broader cultural ecology. Funding was requested to employ an Audience Development Manager. It is recommended that the Head of Marketing and Communications at Renfrewshire Council leads further fact-finding work with the applicant to explore future development options for the organisation through other Future Paisley routes. Single £20,000.00 Project of interest Renfrewshire wide Loud n Proud Loud n Proud is a youth music charity based in Renfrewshire. It provides opportunities for young people from all backgrounds to learn to play musical instruments, supports band development and delivers outreach activity. The Review Panel recognise the significant role the organisation has in enabling a diverse range of young people to access new opportunities to develop their musical talents and to access industry opportunities that supports skills development and practical work experience. Funding is requested to build capacity within the Charity to effectively marketing the offer and to increase participation. The Panel recommends that the Head of Marketing and Communications identifies business support and alternative funding. Single £20,000.00 Project of interest Renfrewshire wide Soundplay Projects Ltd Soundplay Projects is a company limited by guarantee, established in 2018 and based in Paisley. It combines visual art, music, sound Single £20,000.00 Project of interest Renfrewshire wide Page 135 of 170
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production and theatre to create accessible interactive installations and events. Funding was requested for business development activity over a 14-month period to increase the organisation’s sustainability and capacity through the creation of a new role of Business Development Manager to develop and manage a trading arm to organisations current activity to support and sustain grant funded work. The Review Panel noted the strength of Soundplay’s artistic work and welcome the organisation’s ambition to move away from project-based work to a sustainable business model. This activity is a potential project of interest for Future Paisley cultural development activity through other routes. Fèis Phàislig Funding was requested to create additional co-ordination hours across core hours of delivery. Single £17,920.00 £0 Renfrewshire wide PaisleyRadio.com PaisleyRadio.com was established in 2020 and has been self-funded to date. The station was started in the applicants’ homes, with studio space since having been secured. The station is an online platform providing radio shows 24 hours a day within the local community of Paisley and beyond. Single £8,572.00 £0 Renfrewshire wide and other areas CREATE Paisley Funding was required to research and develop a strategy to understanding how Create Paisley and Right2Dance can better serve the creative needs of children in school settings. Future Paisley is investing in Cultural Champions to establish a sustainable mechanism for connecting Renfrewshire’s cultural sector with schools and nurseries to deliver children’s cultural entitlement. The ambition of the activity proposed by Create Paisley and Right2Dance could alternatively be delivered through partnership with Cultural Champions. Joint with Right2Dance £35,712.22 £0 Renfrewshire wide Renfrew Development Trust Funding was requested to revitalise and grow the Renfrew Development Trust. This included recruiting new board members; providing training and development for board members and staff; marketing and social media activity to grow the Trust’s online presence; and employing a Development Officer. Single £18,500.00 £0 Renfrew Page 136 of 170
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StudioFV Studio FV is a company limited by guarantee based in Paisley, that offers creative media production services to organisations and businesses in Scotland. It engages with volunteers in Renfrewshire who are looking to get into (or back into) the creative/multimedia industry but face barriers to work. Funding was requested for a fundraising officer and a project development officer. Single £18,000.00 £0 Renfrewshire wide TOTAL £376,640.41 £200,000.00 Page 137 of 170
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1 ___________________________________________________________________ To: Leadership Board On: 30 November 2022 ___________________________________________________________________ Report by: Chief Executive ___________________________________________________________________ Heading: Renfrewshire Gaelic Language Plan 2022-27 ___________________________________________________________________ 1. Summary 1.1 Public authorities have a responsibility under the Gaelic Language (Scotland) act 2005 to produce a Gaelic Language Plan. Gaelic Language Plans allow the public sector to demonstrate how they contribute to creating a sustainable future for Gaelic by raising the status and profile of the language. 1.2 Renfrewshire’s Gaelic Language Plan 2022-27 outlines the steps the Council will take to support Gaelic in our organisation and in our communities. ___________________________________________________________ 2. Recommendations 2.1 It is recommended that the Leadership Board approves Renfrewshire’s Gaelic Language Plan 2022-27 for publication. _________________________________________________________ Item 9 Page 139 of 170
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2 3. Background 3.1 The Gaelic Language (Scotland) Act 2005 was passed by the Scottish Parliament with a view to securing the status of the Gaelic language as an official language of Scotland commanding equal respect to the English language. The Council has prepared a refreshed Gaelic Language Plan in accordance with the requirements of the 2005 Act to outline the activity it will progress over the coming five years to support the development and promotion of Gaelic in Renfrewshire. 3.2 Renfrewshire’s Gaelic Language Plan 2022-27 builds on the achievements of the previous plan, which expired in 2021. The Council has worked with Bòrd na Gàidhlig – the principal public body in Scotland responsible for promoting Gaelic development – to identify high level aims that guide overall direction. Associated actions have been drafted with engagement with key stakeholders across Council services, reflecting the need for a co- ordinated, corporate approach to ensure effective delivery. 3.3 A draft plan was subject to a period of public consultation between 8th August and 25th September 2022. Feedback from online responses and an in-person event have been incorporated into the final plan and will shape ongoing monitoring and performance. 3.4 A copy of Renfrewshire’s Gaelic Language Plan 2022-27 was shared with Bòrd na Gàidhlig in October 2022. The plan will be ratified by Bòrd na Gàidhlig pending the Leadership Board’s approval. 4. Next Steps 4.1 Progress against actions will be closely monitored by a new Gaelic Language Plan Oversight Group comprised of key stakeholders across Council services. The group will review the opportunities and challenges in delivering intended activity, drawing on the skills, capacity and resources from teams and other local groups and organisations where possible to ensure successful outcomes. 4.2 The Gaelic Language Plan Oversight Group will submit all statutory reporting requirements to Bòrd na Gàidhlig within expected timescales. This will be shared publicly to ensure our communities have the opportunity to review our achievements and opportunities. ___________________________________________________________________ Page 140 of 170
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3 Implications of the Report 1. Financial - None 2. HR & Organisational Development – None. 3. Community/Council Planning – The report outlines activities which complement local council and community planning themes. 4. Legal - None. 5. Property/Assets – None 6. Information Technology - Service developments relating to information technology are key enablers of service improvement and modernisation and support service-level and corporate objectives. 7. Equality & Human Rights - The recommendations contained within this report have been assessed in relation to their impact on equalities and human rights. No negative impacts on equality groups or potential for infringement of individuals’ human rights have been identified arising from the recommendations contained in the report. If required following implementation, the actual impact of the recommendations and the mitigating actions will be reviewed and monitored, and the results of the assessment will be published on the Council’s website. 8. Health & Safety – None. 9. Procurement – None 10. Risk – Risks related to the delivery and management of services are regularly monitored and included in Renfrewshire Council’s Corporate and Strategic Risk Registers. 11. Privacy Impact – None 12. Cosla Policy Position – None. 13. Climate change – None ___________________________________________________________________ Author: Contact Officer within the department is Linda Butler, Service Planning & Policy Development Manager. linda.butler@renfrewshire.gov.uk Page 141 of 170
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1 Renfrewshire Council Gaelic Language Plan 2022 - 2027 Page 142 of 170
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Renfrewshire Council Gaelic Language Plan 2022 - 2027 2 FOREWARD Renfrewshire Council is committed to supporting the development of Gaelic in our organisation and in our communities. Our Gaelic Language Plan 2022-2027 highlights our aims for Gaelic over the next five years. We have learned from previous work, listened to our stakeholders, and considered opportunities to help us identify actions that we think will nurture and cultivate Gaelic in line with local need. Gaelic is an integral part of our shared heritage and national identity, and we are proud of its rich cultural tradition. We will support our communities to celebrate this and realise the benefits that embracing Gaelic presents. Doing so will help us safeguard the future of Gaelic in Renfrewshire as a language that is visible, utilised, and respected. Steven Quinn Director of Children’s Services Page 143 of 170
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Renfrewshire Council Gaelic Language Plan 2022 - 2027 3 TABLE OF CONTENTS 1. Introduction………………………………………………………….…………….….…Page 4 2. Key Principles…………………………………………………………….……….……...Page 8 3. Plan Commitments a. High Level Aims………………..…………………………………….…………..Page 10 b. Corporate Service Aims…………………………………………….……….…..Page 13 4. Publication…………………………………………………………….……………...….Page 20 5. Resourcing the Plan……………………………………………….……………...……..Page 21 6. Monitoring the Pan……………………………………....………………………………Page 22 7. The Gaelic Language Plan in the Public Authority……………....……………………Page 23 Page 144 of 170
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Renfrewshire Council Gaelic Language Plan 2022 - 2027 4 1. INTRODUCTION Description of Renfrewshire Council Renfrewshire Council is a medium sized local authority based in the west of Scotland serving a population of around 179,000. The Council is responsible for providing a range of public services including education, social care, housing, roads and recycling. The Council covers an area of 270 square kilometres, with a mixture of thriving towns, vibrant villages, and rural settlements. The area boasts healthy business and commercial activity, with ongoing enhancements to local infrastructure to support advanced manufacturing. The area also benefits from rich built and cultural heritage, with an attractive offer of notable landmarks and open spaces that support a strong tourism industry. Renfrewshire Council Headquarters is based in Paisley, Renfrewshire’s largest town. The Council has approximately 8500 employees and is one of the biggest employers in the area. Renfrewshire Council has 43 councillors across 12 multi-member wards, with each ward containing either 3 or 4 elected members. Renfrewshire Council carries out its functions by dividing the responsibility for the administration of services among a group of Policy Boards. More information on Renfrewshire Council and the area is services can be found on www.renfrewshire.gov.uk Council priorities Renfrewshire Council’s priorities are published in its Council Plan. The current Plan covers the period 2022-2027, and identifies the following five strategic outcomes: • We will encourage kind and connected communities where citizens take pride in the place they live • We will support a strong and flexible local economy • We want Renfrewshire to be a fair place, where people feel safe, supported and empowered • We will work towards a greener future • As an organisation, we will be driven by our values, to be fair, helpful, collaborative and value learning. Page 145 of 170
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Renfrewshire Council Gaelic Language Plan 2022 - 2027 5 Cutting across all of this is our wish for all of Renfrewshire’s children to have loving, happy lives where everyone can enjoy the same opportunities and where wellbeing is nurtured. Gaelic within Renfrewshire Council The most up to date insight regarding Gaelic language skills in Renfrewshire’s communities remains the 2011 Census. The Census reveals Renfrewshire has a small number of residents with Gaelic skills, with the number of people who understand, speak, read, or write Gaelic decreasing in recent years, from 1837 in 2001 to 1586 in 2011. There are two exceptions to this trend, relating to those who “speak, read and write Gaelic” and “speak but do not read or write Gaelic”, rising by two and sixteen people respectively. Renfrewshire has a small Gaelic community, but we are committed to providing sustainable support and learning opportunities matched to their needs and aspirations. The results from the 2022 Census will provide an opportunity to review these figures and understand the impact of recent work to enhance Gaelic provision. The Council and our partners are successful in delivering cultural events programmes, collaborating with groups and organisations to raise the profile of Renfrewshire and our visitor offer. Where possible, we have sought to include Gaelic provision, such as the inclusion of Gaelic music in our regular Spree music festival. We also support groups who seek to further Gaelic language locally, using their expertise and knowledge to provide authentic learning and development experiences. Renfrewshire Council is committed to providing Gaelic education opportunities for our residents and those who wish to undertake this in future. Gaelic Medium Primary Education will be delivered from August 2022, allowing pupils starting primary 1 to access local provision within a dedicated establishment. Additionally, a number of Renfrewshire pupils undertake Gaelic Medium Education (GME) at schools in neighbouring authorities. Demand for provision in neighbouring authorities will likely decrease over time as Renfrewshire’s provision becomes established. GME follows the same "Curriculum for Excellence" as other Scottish schools, with the difference being that teaching is undertaken in the Gaelic language. GME is a form of immersion education, with Gaelic the sole language of learning, teaching and assessment in the first three years of primary school. From P4 to P7, immersion education continues with the introduction of English. From P4 onwards, following the introduction of English, Gaelic remains the predominant language of the classroom. Page 146 of 170
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Renfrewshire Council Gaelic Language Plan 2022 - 2027 6 Gaelic is used for all learning and teaching in the first 2 years of primary school (Bunsgoil), with English being introduced for reading and writing from primary 3 onwards. In the secondary school (Àrd sgoil), Gaelic is used for the teaching and learning of as many subjects as possible. The Gaelic Language (Scotland) Act 2005 The Gaelic Language (Scotland) Act 2005 was passed by the Scottish Parliament with a view to securing the status of the Gaelic language as an official language of Scotland commanding equal respect to the English language. One of the key features of the 2005 Act is the provision enabling Bòrd na Gàidhlig to require a public authority to prepare a Gaelic Language Plan. This provision was designed to ensure that the public sector in Scotland plays its part in creating a sustainable future for Gaelic by raising the status and profile of the language and creating practical opportunities for its use. This document is Renfrewshire Council’s Gaelic Language Plan prepared within the framework of the Gaelic Language (Scotland) Act 2005. It sets out how we will use Gaelic in the operation of our functions, how we will enable the use of Gaelic when communicating with the public and key partners, and how we will promote and develop Gaelic. Renfrewshire Council’s Gaelic Language Plan has been prepared in accordance with statutory criteria set out in the 2005 Act and having regard to the National Gaelic Language Plan and the Guidance on the Development of Gaelic Language Plans. The National Gaelic Language Plan Renfrewshire Council supports the aim of the National Gaelic Language Plan 2018-23 that “Gaelic is used more often, by more people and in a wider range of situations.” We are committed to the achieving this aim by focussing our work on these three priorities: • Increasing the use of Gaelic within our organisation and encouraging more people to use Gaelic more often when they interact with us • Increasing the opportunity for people to learn Gaelic as part of our day-to-day operations • Promoting a positive image of Gaelic whenever we can as part of our day-to-day operations as an organisation Page 147 of 170
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Renfrewshire Council Gaelic Language Plan 2022 - 2027 7 Internal Gaelic capacity audit Renfrewshire Council will continue to review available data to understand the Gaelic skills that exist within the authority. Where appropriate we will supplement this with our own capacity audits to identify local need and refine our proposed activity. This information will supplement this Plan and be publicly available. Consultation on the draft Gaelic Language Plan In accordance with the Gaelic Language (Scotland) Act 2005 the Council conducted a seven-week consultation of the draft Gaelic Language Plan between August and September 2022. Key activity included: • Notification of consultation on Council’s website • Gaelic and English versions of draft Plan provided to all Renfrewshire’s libraries • Awareness raising through Council’s social media channels and local partners • Public engagement event, and • Local press releases A total of 121 responses were received during the consultation period. Consultation feedback highlighted the potential to enhance communication and awareness of the Council’s statutory responsibilities stemming from the 2005 Act. The aims and actions outlined in the Plan demonstrate our efforts to raise the local status, profile and use of Gaelic to meet these responsibilities. Respondents also highlighted the need to demonstrate the pursuit of the Plan’s aims will not detract from other service provision. This is an important consideration, and attention will be focused on using resources effectively and timeously to ensure planned activity adds value to a broad range of outcomes. There is also scope for the Council to enhance monitoring and performance reporting over the Plan’s life, and this will be progressed through the establishment of a new monitoring oversight group. A key deliverable will be increased progress reporting to ensure our communities have more opportunities to review our achievements. Page 148 of 170
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Renfrewshire Council Gaelic Language Plan 2022 - 2027 8 2. KEY PRINCIPLES Renfrewshire Council’s Gaelic Language Plan is underpinned by five key principles of equal respect, active offer, mainstreaming, third parties and corporate parenting. The following section identifies our commitment to these principles and how they are applied throughout the Plan and our associated activities. Equal respect Under the terms of the 2005 Act, Bòrd na Gàidhlig works with a view to securing the status of the Gaelic language as an official language of Scotland commanding equal respect to the English language and the Bòrd in turn expects that public authorities will demonstrate in their plans how the principle will be achieved and maintained in practice. Renfrewshire Council will ensure that where Gaelic is included as part of our operations and services, we will ensure they are of an equal standard and quality as those that we provide in English. Active offer Renfrewshire Council will make an active offer of our Gaelic services to our employees and the public. By this we mean that the Council’s Gaelic services are prominent and accessible to Gaelic users who in turn are actively encouraged to use them. This approach will take the responsibility away from the individual to ask for the service and will give Gaelic users the confidence to know that their needs will be met if that is their choice. We will ensure that our Gaelic language services are as accessible as our English language services. Mainstreaming Renfrewshire Council will ensure that opportunities for the public and our staff to use Gaelic are normalised, in support of the National Gaelic Language Plan 2018-23 aim that Gaelic is used more often, by more people and in a wider range of situations. Page 149 of 170
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Renfrewshire Council Gaelic Language Plan 2022 - 2027 9 Third parties Where appropriate, Renfrewshire Council will seek support from Arm’s Length Executive Organisations and other contractors help with the delivery of the public authority Gaelic Language Plan. Corporate parenting Renfrewshire Council fulfils its duties as a Corporate Parent and will continue to ensure that care experienced children and young people and care leavers receive support and guidance aligned to their language and communication needs, including Gaelic users. Page 150 of 170
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Renfrewshire Council Gaelic Language Plan 2022 - 2027 10 3. PLAN COMMITMENTS High-level aims Renfrewshire Council’s high-level aims were co-produced with the support of Bòrd na Gàidhlig. The high-level aims identify strategic actions, closely linked to the National Gaelic Language Plan 2018-23. They are framed around the three National Gaelic Language Plan headings of: • Increasing the use of Gaelic • Increasing the learning of Gaelic • Promoting a positive image of Gaelic The commitments outlined below form a key part of formal assessment and are used as a basis to measure performance and impact. Increasing the use of Gaelic High-level Aim Actively promote the use of Gaelic in communicationbetween the public and the Council and within the community where appropriate. Proposed Outcome Our Gaelic community are aware of the scope of the Council’s Gaelic provision and understand how to access/engage in this. Current Practice Provision is in place for interpretation and translation services for non-English speaking clients. Actions Required Take a proactive approach to promoting relevant Gaelic content in a way that is easily accessible to our communities. Target Date March 2027 Increasing the learning of Gaelic High-level aim We will continue to encourage participation in Gaelic learning at all levels, from early years through to adult education. Proposed Outcome Gaelic learning opportunities are actively promoted to our communities and information made available to assist those who wish to participate. Current Practice Individual stakeholders are responsible for promoting discrete activities. Actions Required Enhance reach and awareness of learning opportunities through enhanced collaboration, signposting, and information sharing. Target Date March 2027 High-level aim Undertake the duty under the Education (Scotland) Act 2016 to promote and support, as appropriate, the potential for Gaelic Page 151 of 170
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Renfrewshire Council Gaelic Language Plan 2022 - 2027 11 medium and Gaelic learner education to Renfrewshire Council residents. Proposed Outcome Families are fully informed of their choices and opportunities in respect of Gaelic medium and Gaelic learner education. Current Practice Gaelic Medium Education is communicated to parents and carers via the P1 registration process and Council website. Actions Required Engage with families and evaluate the accessibility and usefulness of GME communications, incorporating feedback where appropriate to enhance this process. Target Date March 2024 High-level aim We will continue to make all parents aware of their right to request Gaelic Medium Education for their child. Proposed Outcome All parents/carers are fully informed of their right to request Gaelic Medium Education, the options available to them and the process for doing so. Current Practice (Process for registering for provision outwith authority) Families can request that the Council review the need for Gaelic Medium Primary Education provision. Actions Required Engage with parents/carers to measure the extent of their awareness and identify actions to enhance this. Target Date March 2024 High-level aim Continue to work with partners to provide Gaelic Learners Education at primary and secondary level. Proposed Outcome Demand for Gaelic Learners Education is measured, and proportionate opportunities are identified, relative to available capacity and resources. Current Practice No Gaelic Learners Education currently offered. Actions Required Engage with schools and early learning establishments to assess demand and work with partners to identify all relevant opportunities. Target Date March 2024 High-level aim Promote Paisley’s hosting of the National Mòd 2023. Proposed Outcome The Royal National Mòd will be promoted to new and existing audiences. Visitors will be attracted to Mòd celebrations from across Scotland. Local awareness of Gaelic culture, language and heritage will be increased. Current Practice Gaelic programming is included in parts of the council’s annual event programme, which is marketed locally and nationally. Page 152 of 170
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Renfrewshire Council Gaelic Language Plan 2022 - 2027 12 This includes support and promotion of the annual Gaelic festival in Paisley –Fèis Phàislig. Actions Required Develop and deliver the Mòd 2023 integrated marketing and media campaign, in partnership with An Comunn; Launch Paisley Mòd website; Manage Mòd ticket and programme sales; Implement town dressing and branding and guest welcome; Production of Iomall a’ Mhòid and Iomall a’ Mhoid Programme. Target Date October 2022 to October 2023 Promoting a positive image of Gaelic High-level aim Work closely with the local National Mòd committee to promote opportunities to learn and use Gaelic in the run up to the National Mòd in 2023 and as a legacy. Proposed Outcome Increased awareness of Gaelic language and culture. Current Practice Paisley LOC established in 2017 to support development of bid. LOC continued to meet through to onset of COVID-19 pandemic. The LOC will be reconvened in the Autumn. Actions Required Role and remit of LOC’s are changing, Events Team meeting with An Comumn to understand these changes prior to reconvening the group and refreshing membership. Target Date December 2022 Page 153 of 170
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Renfrewshire Council Gaelic Language Plan 2022 - 2027 13 Corporate service aims The following Corporate Service Aims are determined by Bòrd na Gàidhlig and must form part of Renfrewshire’s Gaelic Language Plan. These aims also form a key role in monitoring and review, with the Council required to demonstrate incremental progress over time with a view to achieving the desired outcomes. Status Desired Outcome Logo and brand Aim to render the corporate logo and branding in both Gaelic and English at the first opportunity and as part of any renewal process. Current Practice Renfrewshire Council does not currently have a Gaelic logo and/or branding. Actions Required Consider the benefits of developing a Gaelic logo and branding as part of any renewal process. Target Date Ongoing, with review in advance of statutory monitoring reporting. Desired Outcome Signage Prominent signage will include Gaelic and English as part of any renewal process. Current Practice Renfrewshire Council does not routinely consider the benefits of Gaelic signage. Actions Required Gaelic signage will be actively considered where there is evidence of benefit. Target Date Ongoing, with review in advance of statutory monitoring reporting. Page 154 of 170
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Renfrewshire Council Gaelic Language Plan 2022 - 2027 14 Communicating with the public Desired Outcome Promotion Positive message that communication from the public in Gaelic is always welcome. Current Practice Current practice meets above outcome. Actions Required Maintain approach. Target Date Ongoing, with review in advance of statutory monitoring reporting. Desired Outcome Written Communication Written communication in Gaelic is always accepted (post, email, and social media) and replies will be provided in Gaelic in accordance with the general policy. Current Practice Current practice meets above outcome. Actions Required Maintain approach. Target Date Ongoing, with review in advance of statutory monitoring reporting. Desired Outcome Reception and phone Where Gaelic speaking staff can provide this service, they are supported to do so, and the service is promoted to the public. Current Practice Gaelic speaking staff are supported to provide this service to the public. Actions Required Maintain approach. Target Date Ongoing, with review in advance of statutory monitoring reporting. Desired Outcome Public meetings Opportunities to hold public meetings bilingually or in Gaelic are regularly explored and promoted. Page 155 of 170
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Renfrewshire Council Gaelic Language Plan 2022 - 2027 15 Current Practice Equality and diversity principles adopted and representations relating to bilingual meetings appraised on a case-by-case basis. Actions Required Actively promote the option to hold public meetings bilingually or in Gaelic where they are likely to be particularly relevant to the Gaelic community. Target Date Ongoing, with review in advance of statutory monitoring reporting. Information Desired Outcome News releases High profile news releases and all news releases related to Gaelic are circulated in both Gaelic and English. Current Practice Previous content about Gaelic in schools has gone out in English. Actions Required Going forward, all content about Gaelic in schools will be in Gaelic and English. Target Date June 2022 Desired Outcome Social Media Gaelic content distributed regularly through social media, guided by the level of actual and potential users. Current Practice Previous content about Gaelic in schools has gone out in English. Actions Required Going forward, all content about Gaelic in schools will be in Gaelic and English. Target Date June 2022 Desired Outcome Website Gaelic content should be available on the public authority's website, with emphasis given to the pages with the highest potential reach. Current Practice Current webpage about Gaelic in schools is available in English. Page 156 of 170
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Renfrewshire Council Gaelic Language Plan 2022 - 2027 16 Actions Required Refresh the information on the Gaelic in schools page and make it available in both Gaelic and English. Target Date July 2022 Desired Outcome Corporate Publications Produced in Gaelic and English, with priority given to those with the highest potential reach. Current Practice Documents are made available in alternative languages when requested. Actions Required Maintain approach. Target Date Ongoing, with review in advance of statutory monitoring reporting. Desired Outcome Exhibitions Opportunities to deliver public exhibitions bilingually or in Gaelic should be explored on a regular basis, with priority given to those with the highest potential impact. Current Practice Current practice meets above outcome. Actions Required Maintain approach. Target Date Ongoing, with review in advance of statutory monitoring reporting. Staff Desired Outcome Internal audit Conduct an internal audit of Gaelic skills and training needs through the life of each plan. Current Practice Organisational development managed corporately. Staff training needs coordinated at a team/service level, which includes Gaelic skills training where relevant to role. Actions Required Seek to refresh internal audit information at organisational and team/staff level where relevant to role. Utilise other available insight where it relates to Renfrewshire’s staff. Target Date March 2024 Page 157 of 170
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Renfrewshire Council Gaelic Language Plan 2022 - 2027 17 Desired Outcome Induction Knowledge of the public authority’s Gaelic Language Plan included in new staff inductions Current Practice Staff induction materials made available through digital learning platforms. Actions Required Ensure materials point to the Gaelic Language Plan. Target Date March 2023 Desired Outcome Language training Gaelic language skills training and development offered to staff, particularly in relation to implementing the public authority's Gaelic Language Plan. Current Practice No training and development currently offered to staff. Actions Required Training and development opportunities will be offered to staff in accordance with the outcome of skills audit. Ad hoc requests will be supported where this is relevant to role. Target Date December 2024 Desired Outcome Awareness training Gaelic awareness training offered to staff, with priority given to directors, board members, councillors and staff dealing directly with the public. Current Practice No current offer of awareness training. Actions Required Awareness training will be offered to staff in accordance with the outcome of skills audit. Ad hoc requests will be supported where this is relevant to role. Target Date December 2024 Desired Outcome Recruitment Recognising and respecting Gaelic skills within the recruitment process throughout the public authority Current Practice Current practice meets above outcome. Actions Required Maintain approach. Page 158 of 170
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Renfrewshire Council Gaelic Language Plan 2022 - 2027 18 Target Date Ongoing, with review in advance of statutory monitoring reporting. Desired Outcome Recruitment Gaelic named as an essential and / or desirable skill in job descriptions to deliver the Gaelic Language Plan and in accordance with the Bòrd na Gàidhlig recruitment advice. Current Practice Responsibility to deliver Gaelic Language Plan sits with staff across the Council Actions Required Any new post created to specifically deliver the actions associated with the Gaelic Language Plan will name Gaelic as an essential and/or desirable skill. Target Date Ongoing, with review in advance of statutory monitoring reporting. Desired Outcome Recruitment Bilingual or Gaelic only job adverts for all posts where Gaelic is an essential skill. Current Practice Current practice meets above outcome. Actions Required Maintain approach. Target Date Ongoing, with review in advance of statutory monitoring reporting. Gaelic Language corpus Desired Outcome Gaelic Orthographic Conventions The most recent Gaelic Orthographic Conventions will be followed in relation to all written materials produced by the public authority. Current Practice Gaelic materials produced by Renfrewshire Council utilise the most recent Gaelic Orthographic Conventions. Actions Required Maintain approach. Target Date Ongoing, with review in advance of statutory monitoring reporting. Page 159 of 170
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Renfrewshire Council Gaelic Language Plan 2022 - 2027 19 Desired Outcome Placenames Gaelic place name advice from Ainmean-Àite na h-Alba is sought and used. Current Practice Ainmean-Àite na h-Alba consulted as appropriate. Actions Required Maintain approach. Target Date Ongoing, with review in advance of statutory monitoring reporting. Page 160 of 170
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Renfrewshire Council Gaelic Language Plan 2022 - 2027 20 4. PUBLICATION Publishing and publicising the plan This section outlines the steps Renfrewshire Council will take to publish and publicise the Plan to internal and external stakeholders. This will increase awareness of the Plan and the commitments found within it. Internal The Plan will be published on Renfrewshire Council’s website. It will complement a collection of other key strategic documents, reinforcing the Plan’s profile and importance. Internal communication channels will be used to highlight the availability of the Plan and raise the profile of key priorities and planned activity. External Renfrewshire Council’s Gaelic Language Plan will be published in Gaelic and in English on our website. In addition, we will: • publicise the plan through a variety of social media platforms • distribute copies to partner organisations, explaining their role in the delivery of the plan • distribute copies of the plan to key stakeholders in the public, private and third sectors • distribute copies of the plan to relevant Gaelic organisations and other interested bodies • make hard copies available on request Page 161 of 170
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Renfrewshire Council Gaelic Language Plan 2022 - 2027 21 5. RESOURCING THE PLAN The costs associated with resourcing this plan will be mainstreamed within existing Council budgets. Funding opportunities will be explored where they align to the key activity outlined in the Plan. Stakeholders will be invited to add value through collaborative activity. Page 162 of 170
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Renfrewshire Council Gaelic Language Plan 2022 - 2027 22 6. MONITORING THE PLAN The Council has established Gaelic Language Plan Oversight Group to support the delivery, monitoring and evaluation of this Plan. The group will meet twice yearly to review progress against actions and produce an annual progress report to Bòrd na Gàidhlig. The first report will be issued 12 months after the Plan’s approval. The group will make annual progress reports available online to ensure our communities can review our progress. Page 163 of 170
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Renfrewshire Council Gaelic Language Plan 2022 - 2027 23 7. THE GAELIC LANGUAGE PLAN IN THE PUBLIC AUTHORITY Overall responsibility for the plan Head of Policy and Commissioning Day-to-day responsibility for the plan Strategy, Policy and Insight Manager Arm’s length organisations and third parties Renfrewshire Council will share the Plan with OneRen and utilise expertise in relation to cultural and leisure-based activity, and where this may complement the Plan’s commitments. The Council will be mindful of the potential benefits that may be secured via its commissioning processes and explore these where relevant. Page 164 of 170
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24 Chief Executive’s Service Renfrewshire Council Renfrewshire House Cotton Street Paisley PA1 1BR This plan has been prepared under Section 3 of the Gaelic Language (Scotland) Act 2005 and was approved by Bòrd na Gàidhlig on [approval date] Page 165 of 170
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___________________________________________________________________ To: Leadership Board On: November 30, 2022 ___________________________________________________________________ Report by: Chief Executive ___________________________________________________________________ Heading: The Royal National Mòd 2023: Mòd Phàislig ___________________________________________________________________ 1. Summary 1.1 This report provides members with an update on arrangements underway to prepare for Paisley to host The Royal National Mòd in October 2023. The official handover of the event from the 2022 host city Perth, took place at the culmination of the Perth Mòd on Saturday 22nd October, and was attended by Renfrewshire’s Provost. ___________________________________________________________________ 2. Recommendation 2.1 Members are asked to note the report. ___________________________________________________________________ 3. Background 3.1 The Royal National Mòd is run by An Comunn Gàidhealach (ACG), whose remit is to support the teaching, learning and use of the Gaelic language, and to develop all aspects of the Gaelic language, culture, history and heritage at local, national and international levels. 3.2 At its meeting on 17th December 2015, Renfrewshire Council agreed a motion to support a bid to bring the Royal National Mòd back to Paisley as part of the town’s UK City of Culture bid. This was followed by agreement at Leadership Board on 30th November 2016, of a Mòd event budget with £185,000 investment ringfenced and protected for ACG. The Board also agreed an additional budget to develop a Gaelic cultural events programme in Renfrewshire in the period up until the event. Item 10 Page 167 of 170
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3.3 Following the conclusion of the UK City of Culture process, ACG awarded the Royal National Mòd to Paisley for 2022, subsequently delayed to 2023 due to the Covid19 pandemic. The Paisley Mòd - Mòd Phàislig - will now take place from 13th to 21st October 2023. The official handover took place on 22nd October in Perth and signalled the official start of preparations in Paisley to host the event which provides opportunities for people of all ages to perform and compete across a range of disciplines including Gaelic music and song, Highland dance, instrumental, drama, sport and literature. 3.4 This will be the second time Paisley has hosted the Mòd, building on the success of the 2013 festival, which at the time was one of the best attended in the event's history, attracting over 8000 visitors over the nine days. An independent evaluation found that 38% of visitors travelled from other areas and spent an average of £239.00 per head. Overall visitor spending was more than £700,000, generating an economic impact of £2.5 million. The evaluation also found that 33 full time equivalent jobs were created in Renfrewshire because of the event and the economic activity it generated. 4. Preparations 4.1 This year the Mòd was hosted in Perth which saw around 2100 participants from across the world take part in a total of 200 competitions. This included 34 choirs and 900 soloists, with 200 trophies awarded over the course of the event. In total, around 7500 people are estimated to have visited Perth for the festival. Paisley Is exhibited throughout the Perth Mòd, to promote the town to Mòd participants and officers attended Perth’s Civic Reception and Opening Concert on the 14th of October. This was followed by the handing over of the Mòd flag to Provost Cameron at the Closing Ceremony. 4.2 Preparations to host the Mòd in Paisley are already underway, and the Local Organising Group is well established, having previously formed during the bidding process. The Local Organising Group will operate as a branch of ACG and will be chaired by Angus Ferguson who brings considerable Mòd experience. The group, which includes individuals across academia, politics, media, commerce, and the arts and who share a commitment to Gaelic language and culture, will be formally activated at the end of November. The Group will be attended by the council’s Director of Finance and Resources, Head of Marketing and Communications and Major Events Manager, Paisley First Bid Manager and by ACG Chief Executive. 4.3 The revised role of the Group will be to programme and arrange the Mòd Fringe - Iomall a’ Mhòid - and provide volunteers, stewards and runners to help manage the event in 2023, Page 168 of 170
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with the previous burden of fundraising removed from the Group’s remit. Future Paisley has committed £30,000 to support Fringe programming, town dressing and branding. 4.4 The council will establish an internal Mòd Delivery Group, chaired by the Director of Finance and Resources, Alastair McArthur to ensure the infrastructure and cross-service support required to help deliver the event is in place, bringing together relevant senior officers from across the Council and OneRen. 4.5 In addition, the council and OneRen will support An Comunn Gàidhealach with the following: • Provision of venues including Paisley Town Hall, local schools, The Lagoon arena and outdoor locations including football and shinty facilities. • A dedicated Mòd support officer, appointed by the council, for a period of 9 months to support the Local Group and provide the day-to-day link with the council. • Provision of marketing expertise to the local organising group as required, and support with PR, press and media liaison, including the provision of dedicated press facilities throughout the Mòd week. • Creation of the Mòd Phàislig logo, website and social media. • Event programming support for the Mòd Fringe. • Town dressing, signage and arrival branding to promote the event. • A shuttle bus service between venues and hotels for competitors and visitors. 4.6 Commitment to Gaelic language and culture will continue to be promoted throughout 2022 and 2023; through ongoing cultural programming and events such as STRAMASH (Family Ceilidh & Gaelic Fun Day) which took place as part of Wee Spree, promoting implementation of Renfrewshire’s Gaelic Language Plan, promoting the council’s new Gaelic school at West Primary, and showcasing the activity of Renfrewshire’s annual Gaelic festival in Paisley - Fèis Phàislig - which is one of Renfrewshire's strongest vehicles promoting Gaelic Culture with young people. 4.7 The event is currently promoted through the council website, What’s On network and at Royal National Mòd - Paisley.is, providing visitor information on hotels and accommodation, things to do and how to get here, with plans to launch the official Mòd Phàislig website at the end of 2022. Implications of the Report 1. Financial – Renfrewshire Council previously agreed the budget to support the hosting of the national event. Additional funding from the Future Paisley programme has been agreed by the Future Paisley Partnership Board to support the Local Organising Group. 2. HR & Organisational Development – none Page 169 of 170
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3. Community/Council Planning – Council Plan, PLACE (Demonstrating that Renfrewshire is a great place to live, work and visit) - Positioning Renfrewshire as a destination of choice, through visitor and investor marketing and major events, building on our cultural infrastructure investment and the opportunities this will bring to Renfrewshire. 4. Legal – none 5. Property/Assets – none 6. Information Technology – none 7. Equality & Human Rights - 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. 8. Health & Safety – none 9. Procurement – none 10. Risk – none 11. Privacy Impact – none 12. Cosla Policy Position –not applicable Author: Louisa Mahon, Head of Marketing and Communications, T: 0141 618 7546 E: louisa.mahon@renfrewshire.gov.uk Page 170 of 170