Agenda Document Pack - Leadership Board - 22/02/2023
Renfrewshire Council · 22 February 2023
Back to Leadership Board — 22 February 2023 and its agenda
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Notice of Meeting and Agenda Leadership Board Date Time Venue Wednesday, 22 February 2023 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 email democratic-services@renfrewshire.gov.uk Members of the Press and Public Members of the press and public wishing to attend the meeting should report to the customer service centre where they will be met and directed to the meeting.
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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
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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 Chief Executive, Director of Finance & Resources and Chief Finance Officer Renfrewshire Health & Social Care Partnership 1 - 12 Fairer Renfrewshire 2 Fairer Renfrewshire Sub-committee Minute of Meeting of Fairer Renfrewshire Sub-committee held on 1 February 2023 13 - 14 3 Fairer Renfrewshire Update Report by Chief Executive 15 - 36 Community Planning Issues 4 Community Planning in Renfrewshire – Six-monthly Update Report by Chief Executive 37 - 78 5 Alcohol and Drugs Change Programme Update Report by Chief Executive 79 - 86
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6 Ukraine Resettlement and Asylum Dispersal Update Report by Chief Executive 87 - 92 Adult Social Care 7 Adult Social Work Services - Six-monthly Performance Report Report by Chief Officer, Renfrewshire Health & Social Care Partnership 93 - 108 Leisure and Culture 8 OneRen Annual Report Report by Chief Executive 109 - 138
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To: Leadership Board On: 22 February 2023 Report by: Chief Executive, Director of Finance and Resources, and Chief Finance Officer Renfrewshire HSCP Heading: Revenue and Capital Budget Monitoring as at 11 November 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 £0.186m. 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 92,586 1,021 1.1% Chief Executives 20,363 21,198 (835) (4.1%) Total 113,970 113,784 186 0.2% Table 2: Capital Division Revised Annual Budget £000 Projected Annual Outturn £000 Budget Variance (Adv)/Fav £000 Budget Variance % Chief Executives 44,808 44,808 0 0% Leisure Services 2,386 2,386 0 0% Total 47,194 47,194 0 0% Item 1 LB220223 Page 1 of 138
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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 £0.186m (0.2% of total budget) for all services reporting to this Board. Detailed division reports can be found in Appendix 2, along with an explanation of each significant projected variance. 3.2. The projected outturn is based on information currently available, and assumptions made by service budget holders. 3.3. The main reasons for the projected outturn position are indicated in the appendices showing both the subjective analysis (what the budget is spent on) and the objective analysis (which division is spending the budget). 3.4. The most significant areas to bring to member’s attention are outlined below: • OneRen continues 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. In addition the level of pay award agreed for 2022/23 is in excess of the level of budgetary provision made, resulting in an increased forecast overspend. OneRen is also facing steeply increasing utilities costs which are currently being managed within existing resources through close financial management. The Board and management team of OneRen 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 8, the service estimates that costs of £3.12m 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. T Page 2 of 138
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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. The Scottish Government provided the HSCP with additional COVID- 19 funding in the final quarter of 2021/22, any uncommitted 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. The Scottish Government has confirmed additional funding for local government to partly offset the overall financial impact of the pay settlement on local government budgets. This additional funding has been provided to local government as general grant and therefore each individual Council is free to deploy these resources locally to reflect local financial requirements and priorities. In this context, and reflecting the projected year end underspend for Adult Services in 2022/23 as outlined in this report (which takes into account the full year impact of the pay uplift for all Council employees), and the significant in year projected overspend being reported by the Council, the IJB’s financial allocation from the Council is not at this stage expected to be adjusted in 2022/23 and the impact of the settled pay award will be managed within existing resources. 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. For the Chief Executives Service, the approved capital spend for 2022/23 is £44.808m (£44.981m approved Capital Plan). For Leisure Services, the approved capital spend for 2022/23 is £2.386m (£0.754m approved Capital Plan). 5.3. Further detail, including reasons for significant variances, can be found at Appendix 3. Page 3 of 138
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5.4. 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 specific earmarked reserve balances. 6. Capital Budget Adjustments 6.1. Since the 2022/23 budget was approved in March, budget adjustments totalling £1.459m have arisen. Within Chief Executives, £6.015m of these adjustments have occurred since the previous board report as a result of: Budget carried forward into 2023/24 from 2022/23 (£6.015m) as result of updated cash flows: o Clyde Waterfront and Renfrew Riverside: (£5.353m); o AMIDS: South (£0.662m). ___________________________________________________________________ Implications of this report 1. Financial – The projected budget outturn position for the revenue budget reported to the Leadership Board is an underspend of £0.186m. 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. Page 4 of 138
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4. Legal None directly arising from this report. 5. Property/Assets Capital projects will result in new assets (City Deal) and refurbishment and improvement to Cultural Infrastructure and Public Realm assets. 6. Information Technology None directly arising from this report. 7. Equality and Human Rights 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 Page 5 of 138
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Capital - Geoff Borland, Finance Manager Page 6 of 138
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Appendix 1 Objective Summary Approved Annual Budget at Period 6 Budget Adjustments Revised Annual Budget at Period 8 Projected Outturn Previous Projected Outturn Variance Movement £000 £000 £000 £000 £000 % £000 £000 Adult Services 93,607 0 93,607 92,586 1,021 1.1% 971 50 Chief Executive's Service 20,349 14 20,363 21,198 (835) (4.1%) (278) (557) NET EXPENDITURE 113,956 14 113,970 113,784 186 0.2% 693 (507) Subjective Summary Approved Annual Budget at Period 6 Budget Adjustments Revised Annual Budget at Period 8 Projected Outturn Previous Projected Outturn Variance Movement £000 £000 £000 £000 £000 % £000 £000 Employees 42,065 2,046 44,111 43,429 682 1.5% (9,048) 9,730 Premises Related 815 0 815 868 (53) (6.5%) (112) 59 Transport Related 836 1 837 488 349 41.7% 383 (34) Supplies and Services 15,433 89 15,522 16,269 (747) (4.8%) (219) (528) Third Party Payments 76,307 139 76,446 77,173 (727) (1.0%) 472 (1,199) Transfer Payments 8,344 (1,914) 6,430 6,098 332 5.2% 90 242 Support Services 76 15 91 75 16 17.6% 3 13 Depreciation and Impairment Losses 0 0 0 0 0 0.0% 0 0 GROSS EXPENDITURE 143,876 376 144,252 144,400 (148) (0.1%) (8,431) 8,283 Income (29,920) (362) (30,282) (30,616) 334 1.1% 10,220 (9,886) NET EXPENDITURE 113,956 14 113,970 113,784 186 0.2% 1,789 (1,603) RENFREWSHIRE COUNCIL REVENUE BUDGET MONITORING STATEMENT 2022/23 1 April 2022 to 11 November 2022 Budget Variance (Adverse) or Favourable Budget Variance (Adverse) or Favourable POLICY BOARD : LEADERSHIP BOARD Page 7 of 138
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Appendix 2 Objective Summary Approved Annual Budget at Period 6 Budget Adjustments Revised Annual Budget at Period 8 Projected Outturn Previous Projected Outturn Variance Movement £000 £000 £000 £000 £000 % £000 £000 Older People 60,563 (416) 60,147 60,993 (846) (1.4%) (521) (325) Physical or Sensory Difficulties 7,500 36 7,536 7,338 198 2.6% 87 111 Learning Difficulties 20,969 282 21,251 20,011 1,240 5.8% 1,149 91 Mental Health Needs 3,825 45 3,870 3,433 437 11.3% 255 182 Addiction Services 750 53 803 811 (8) (1.0%) 1 (9) NET EXPENDITURE 93,607 0 93,607 92,586 1,021 1.1% 971 50 Objective Heading Older People Physical or Sensory Difficulties Learning Difficulties Mental Health Needs 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. Spend within care at home continues to increase as the service continues to support delayed discharges and demand. Underspends in employee costs reflecting national recruitment issues facing all Health & Social Care offset with the RENFREWSHIRE COUNCIL REVENUE BUDGET MONITORING STATEMENT 2022/23 1 April 2022 to 11 November 2022 Budget Variance (Adverse) or Favourable Page 8 of 138
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Appendix 2 Subjective Summary Approved Annual Budget at Period 6 Budget Adjustments Revised Annual Budget at Period 8 Projected Outturn Previous Projected Outturn Variance Movement £000 £000 £000 £000 £000 % £000 £000 Employees 36,987 1,965 38,952 38,291 661 1.7% (1,016) 1,677 Premises Related 442 0 442 493 (51) (11.5%) (51) 0 Transport Related 835 1 836 487 349 41.7% 371 (22) Supplies and Services 2,131 89 2,220 2,100 120 5.4% 73 47 Third Party Payments 76,181 139 76,320 77,047 (727) (1.0%) (1,082) 355 Transfer Payments 6,112 (1,847) 4,265 3,933 332 7.8% 1,258 (926) Support Services 72 15 87 71 16 18.4% 3 13 Depreciation and Impairment Losses 0 0 0 0 0 0.0% 0 0 GROSS EXPENDITURE 122,760 362 123,122 122,422 700 0.6% (444) 1,144 Income (29,153) (362) (29,515) (29,836) 321 1.1% 1,415 (1,094) NET EXPENDITURE 93,607 0 93,607 92,586 1,021 1.1% 971 50 Budget Variance (Adverse) or Favourable 1 April 2022 to 11 November 2022 RENFREWSHIRE COUNCIL REVENUE BUDGET MONITORING STATEMENT 2022/23 POLICY BOARD : LEADERSHIP BOARD - ADULT SERVICES Page 9 of 138
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Appendix 2 Objective Summary Approved Annual Budget at Period 6 Budget Adjustments Revised Annual Budget at Period 8 Projected Outturn Previous Projected Outturn Variance Movement £000 £000 £000 £000 £000 % £000 £000 Chief Executive and Management 268 31 299 296 3 1.0% 1 2 Policy and Commissioning 4,576 51 4,627 4,616 11 0.2% 42 (31) Marketing and Communications 3,771 (68) 3,703 3,694 9 0.2% 21 (12) City Deal & Infrastructure 0 0 0 0 0 0.0% 0 0 Leisure Services (incl Renfrewshire Leisure) 11,734 0 11,734 12,592 (858) (7.3%) (342) (516) NET EXPENDITURE 20,349 14 20,363 21,198 (835) (4.1%) (278) (557) Objective Heading Chief Executive and Management Policy and Commissioning Marketing and Communications City Deal & Infrastructure Leisure Services (incl Renfrewshire Leisure) Key Reasons for Projected Variance No significant projected year end variances to report. REVENUE BUDGET MONITORING STATEMENT 2022/23 Budget Variance (Adverse) or Favourable 1 April 2022 to 11 November 2022 RENFREWSHIRE COUNCIL POLICY BOARD : LEADERSHIP BOARD - CHIEF EXECUTIVE'S SERVICE No significant projected year end variances to report. The projected overspend position reflects the significant challenges OneRen continues to face following the pandemic and its impact on commercial income, in addition to the higher level of pay award now agreed for 2022/23. No significant projected year end variances to report. No significant projected year end variances to report. Page 10 of 138
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Appendix 2 Subjective Summary Approved Annual Budget at Period 6 Budget Adjustments Revised Annual Budget at Period 8 Projected Outturn Previous Projected Outturn Variance Movement £000 £000 £000 £000 £000 % £000 £000 Employees 5,078 81 5,159 5,138 21 0.4% 72 (51) Premises Related 373 0 373 375 (2) (0.5%) (2) 0 Transport Related 1 0 1 1 0 0.0% 0 0 Supplies and Services 13,302 0 13,302 14,169 (867) (6.5%) (359) (508) Third Party Payments 126 0 126 126 0 0.0% 0 0 Transfer Payments 2,232 (67) 2,165 2,165 0 0.0% (2) 2 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 21,116 14 21,130 21,978 (848) (4.0%) (291) (557) Income (767) 0 (767) (780) 13 1.7% 13 0 NET EXPENDITURE 20,349 14 20,363 21,198 (835) (4.1%) (278) (557) Budget Variance (Adverse) or Favourable 1 April 2022 to 11 November 2022 POLICY BOARD : LEADERSHIP BOARD - CHIEF EXECUTIVE'S SERVICE RENFREWSHIRE COUNCIL REVENUE BUDGET MONITORING STATEMENT 2022/23 Page 11 of 138
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Appendix 3 Prior Years Approved Budget Revised Projected Expenditure Budget Adjustments Budget Outturn Total Approved Projected Include prior Project to 31/03/2022* 2022-23 in 2022-23 2022-23 2022-23 Budget Outurn Project Title Code to 31-Mar-27 to 31-Mar-27 £000 £000 £000 £000 £000 £000 £000 LEISURE SERVICES Leisure Investment Programme y LGL01 52,279 0 321 321 321 0 0% 52,600 52,600 0 0% Grass Pitches & Changing Facilities y LU000GPTHCF 3,872 0 369 369 369 0 0% 4,241 4,241 0 0% Community Halls Refurbishment y LGL02CMMRFB 1,710 754 942 1,696 1,696 0 0% 3,433 3,433 0 0% Lagoon Internal Play Centre y LIPC 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 y DGD01GLARIA 38,662 2,314 1,934 4,248 4,248 0 0% 43,053 43,053 0 0% Clyde Waterfront & Renfrew Riverside y DGD01CWRERV 21,821 37,714 -8,908 28,806 28,806 0 0% 117,748 117,748 0 0% Airport Access y DGD01AIRACC 2,934 0 0 0 0 0 0% 141,991 141,991 0 0% Economic Development GAIA Regeneration y 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 y DGD11AMID01 246 2,726 962 3,688 3,688 0 0% 3,933 3,933 0 0% AMIDS: District Heating Network y DGD11DISTHN 3,882 2,007 1,204 3,211 3,211 0 0% 7,093 7,093 0 0% AMIDS: South y AMIDSSouth 415 220 2,744 2,964 2,964 0 0% 42,328 42,328 0 0% Total Chief Executives 70,069 44,981 (173) 44,808 44,808 0 0% 361,646 361,646 0 0% TOTAL LEADERSHIP BOARD 127,930 45,735 1,459 47,194 47,194 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 11th November 2022 POLICY BOARD: LEADERSHIP Current Year 2022-23 Full Programme - All years Budget Variance (Adverse) or Favourable Budget Variance (Adverse) or Favourable Page 12 of 138
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___________________________________________________________________ To: Leadership Board On: 22 February 2023 ___________________________________________________________________ Report by: Chief Executive ___________________________________________________________________ Heading: Fairer Renfrewshire Update ___________________________________________________________________ 1. Summary 1.1 The Council and its partners continue to work together to progress the Fairer Renfrewshire Programme, with a strong shared focus currently on the local response to the cost-of-living crisis. 1.2 This paper provides an overview of work being undertaken to date, with specific updates provided on the Winter Connections programme and participation and engagement being undertaken as part of the programme. 1.3 Information is also provided in relation to two requests for information received at Leadership Board in relation to the estimated cost of extending breakfast club provision to all primary and secondary schools in Renfrewshire and in relation to active schools provision and educational attainment. 1.4 There is a significant level of ongoing work and activity under the Fairer Renfrewshire banner, with priorities for the Fairer Renfrewshire programme over the coming quarter including the: • Development of the poverty and participation test of change, working alongside the newly established lived experience panel to develop recommendations and the shape of future work • Delivery of the remaining Winter Connections programme, and associated evaluation of the programme Item 3 LB220223 Page 15 of 138
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• Continuing the evaluation of projects within Tackling Poverty Programme and exploring future options with services around required priorities going forward. • Commencing a ‘deep dive’ data exercise around child poverty as a Community Planning Partnership, focussing on the six priority family groups. • Developing the Fair Food Renfrewshire partnership, using the Sustainable Food Places toolkit. 1.5 Future updates will be provided to the Leadership Board on these activities, as well as any emerging developments, within the next report to board. ___________________________________________________________________ 2. Recommendations 2.1 It is recommended that elected members: • Note the content of the report; • Note the funding awarded to 37 activities through the Winter Connection Funding, through delegated authority provided to the Director of Communities and Housing as outlined at Appendix 1; • Approve £34,500 funding to continue to enhance capacity within the Improving the Cancer Journey service as detailed at Section 4. ___________________________________________________________________ 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 continues to meet to provide oversight of all related activities being undertaken, with the latest meeting being held on 1 February 2023. A Fairer Renfrewshire Officer Group has also been established which currently meets on a monthly basis and is chaired by the Head of Policy and Commissioning. 3.3 This paper provides an overview of the activities that have been progressed through the Programme since the last update to board, and also seeks to Page 16 of 138
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provide an update on national and local policy developments which continue to impact the local response. Current context 3.4 On 1 February 2023, the Fairer Renfrewshire Sub-committee considered a cost-of-living update report which provided an overview of recent statistics and research in relation to the cost-of-living crisis. Key points to highlight to the Board include: • UK inflation has risen sharply over the past year from 0.5% in February 2021 to its current rate of 10.7% in November 2022 – a slight decrease from the rate of 11.1% in October 22. Annual food inflation, however, jumped to 13.3% in December, up from 12.4% in November, according to the British Retail Consortium (BRC). This was the highest monthly rate since collection of this data began in 2005. • For families and individuals in work, the effects of rising inflation on household budgets is further reflected in its impact on real earnings. Statistics indicate that whilst nominal median PAYE earnings grew 5.3% over the year to September 2022, they fell 4.4% in real terms once adjusted for inflation; the eighth consecutive month of decline • The decision to uprate benefits by 10.1% next spring should see the average household on Universal Credit £65.49 better off a month. However, around half of all households on Universal Credit are subject to deductions, which Citizens Advice Scotland estimate at around £62 per month on average. An estimated 188,300 households in Scotland are subject to deductions and would likely see only a proportion of the 10.1% uprating as a result due to the deduction system for Universal Credit. • Fuel prices have fallen recently, with average petrol prices in January 23 below £1.50 for the first time since Russia invaded Ukraine last February. This is a reduction from the record high of 191.53 a litre in early July 2022. • Figures from the Bank of England show that in November 2022, credit card debt rose to its highest level since 2004. Individuals borrowed an additional £1.5bn in all forms of consumer credit, of which £1.2bn was on credit cards. This figure coincides with the beginning of the Christmas shopping period and rising energy bills and shows a jump from October’s figure of £700m in unsecured borrowing. • The Bank of England base rate is currently 4%, the rate has been increased multiple times in 2022, and is forecast to rise further in 2023. • According to Citizens Advice, more than a quarter of current mortgage holders wouldn't be able to afford their monthly repayments if they increased by £100 a month and nearly half (45%) would be unable to make their payments if they rose by £250 a month. Page 17 of 138
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3.5 In terms of recent research undertaken, the Fairer Renfrewshire Sub- Committee considered some of the following key findings and the potential impact in Renfrewshire: • On 14 December 2022 the Joseph Rowntree Foundation (JRF) published research around Costs of Living for Winter 2022/23. They found that it is households on the very lowest incomes who are struggling the most, with three quarters of those in the bottom 20% of incomes going without food or other basic essentials like clothing or toiletries. People on Universal Credit, private renters and young adults are all highlighted as seeing rising and worrying levels of hardship. • In November 2022 Citizens Advice Scotland published a report on Complex Debt, ‘An Analysis of Living Standards in Complex Debt Cases’. This found that the cost of living - through rising costs and static or reduced incomes – has increased the number of people with a negative disposable income whereas those with a disposable income are being significantly squeezed and while the overall debt levels have not changed, people are taking longer to pay off their debts. • On 6th December 2022, Public Health Scotland published their report ‘Population health impacts of the rising cost of living in Scotland - A rapid health impact assessment’. This Health Impact Assessment (HIA) identified that falling real incomes could have adverse effects on individuals and households such as stress on family and relationships, impacts on child development, mental distress and many other aspects. Many of these will affect health and health inequalities in the short term, but they are also likely to reduce population resilience and increase health inequalities in the longer term. The report noted longer-term responses to inflation including austerity measures and economic recession would bring further impacts on health, with low-income populations most affected, including homeless people and other populations at high risk of poverty. Disabled people, older people, children and rural populations are more likely to be affected by increased prices and many of the adverse impacts. In the survey, 18% of adults reported that the rising cost of living had a very negative impact on their mental health. • Households on low incomes who are ineligible for means tested benefits are amongst the groups identified by the Poverty and Inequality Commission and their Experts by Experience Panel, as missing out, or receiving limited support under the UK government's Cost of Living Support Package and other local supports. Locally, anecdotal evidence from partners and a range of Council services have also identified this group as facing particular difficulty as they pay full housing costs, Council Tax and do not receive supports linked to these benefits such as Free School Meals or Clothing Grants. • According to the Scottish Government, there could be around 10,000 households in Scotland who are above the threshold to qualify for Universal Page 18 of 138
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Credit, so narrowly miss out on qualifying for the £650 Cost of Living payment for low-income households. This ‘cliff-edge’ for those just above the threshold for Universal Credit means they will have to tackle typical energy bills of £3,000 when the Energy Price Guarantee rises in April 2023, on their own, while families with similar but slightly lower earnings receive £900 additional financial help. Energy Support 3.6 Although UK Government support with energy bills will continue until at least March 2024, this will be scaled back. Currently, a typical dual-fuel household pays £2,500 a year under the Energy Price Guarantee introduced in October 2022, however from April 2023 this increases to £3,000 a year until 31 March 2024. • The UK Government has also announced that the £400 payment paid to all homes in winter 2022/23 will not be extended. Instead, support will be provided only for those in particular circumstances: o A one-off payment of £900 to households in receipt of means tested benefits, such as Universal Credit and Child Tax Credits. This will be paid in three instalments in spring 2023, autumn 2023 and spring 2024. o A one-off payment of £300 for pensioner households in winter 2023/24. o An additional £150 for those on disability benefits, such as Attendance Allowance and Scottish Disability Benefits paid in summer 2023. This can be paid on top of either of the other payments where appropriate. 3.7 This means that those who have low incomes, but are not in any of the categories above will not receive extra support to pay fuel bills on top of the Energy Price Guarantee. There are however some positive emerging signs in energy markets that costs may begin to reduce in the coming months, inline with wholesale costs and as supply conditions improve. 3.8 Evidence shows that a large share of households do not utilise the support provided by the UK government. The Post Office, the UK's biggest voucher processor, said that only 60% of those eligible had redeemed the £400 energy support vouchers, which are valid for 90 days. 3.9 Charities such as Citizens Advice, National Energy Action and StepChange are also calling for more safeguards for consumers in relation to prepayment meters, with increasing numbers of people being switched to prepayment meters by suppliers, if they are struggling to pay bills. Page 19 of 138
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3.10 In Renfrewshire, the Energy Management Unit (EMU) has seen a rise in numbers of people being switched to prepay especially if they have smart meters. EMU has found that although clients are usually lettered first to make them aware that they are about to become prepay customers, this has not always been the case. They also find that although clients are calling their power company in the first instance for help to arrange a payment plan, they may be offered little help. 3.11 Analysis from the Scottish Household Conditions Survey indicated that Renfrewshire has approximately 10,000 households with prepayment meters, and 47.4% of fuel poor households have prepayment meters currently. This is higher than the Scottish average (31.9%), as well as a number of neighbouring authorities. As households with prepayment meters are impacted the most by the rise in energy prices, and have the risk of self- disconnection, work is underway to explore this data in more detail to understand the local context. ___________________________________________________________________ 4. Update on local response to cost-of-living crisis 4.1 In the last update provided to the Leadership Board on 30 November 2022, elected members were provided with an overview of the key activities that had been undertaken in the period. Winter Connections 4.2 The development of the Winter Connections Programme has been a key focus for officers in December and January. As elected members will be aware £70,000 of funding was allocated from the Fairer Renfrewshire Programme to support the delivery of Winter Connections activities, with an additional £10,000 funding allocated to OneRen to deliver activities. A Winter Connections funding process was developed at pace, with approvals being made from October 2022. 4.3 The programme offers an extensive and varied programme of activities across Renfrewshire, hosted by community groups. These are largely running until March 2023. Hosts are asked to sign up to Winter Connections principles, and support has been provided to all host organisations including a Winter Connections toolkit, printed materials, information sharing, access to other services such as advice, period products provided for locations Page 20 of 138
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4.4 Examples of Winter Connections activities include (full list is available at www.renfrewshire.gov.uk/Winter-Connections): • Piece n Music club for adults in Erskine • ‘Off the hook’ crochet class in Howwood • Bookbug and lunch in Johnstone Castle • Jam Jar Movies in Johnstone • Saturday night kids club in Paisley • Open Mic and Make – Zine making in Paisley • Eat Share Care Café in Renfrew • Seniors Bingo in Spateston • Move it or lose it exercise class in Langbank • Dads Group in Linwood • Intergenerational Music Café in Paisley • 10 week IT programme in Paisley • Wake Up Warm up exercise class for older adults in Johnstone • Social and digital Café in Renfrew 4.5 As part of the programme, One Ren are also delivering a wide selection of fun and free activities across the library network, with additional activities focussed in areas where there are fewer community led Winter Connections activities. Drop-in activities including jigsaws, board games and craft tables, as well as tutor-led crafting, film nights and additional family activities such as Bookbug sessions. Tea and coffee is also available in all locations. 4.6 Work is also underway to trial targeted advice provision from some library locations as part of the programme and within selected community venues where footfall is likely to be larger. Below is a summary of the current arrangements, with a view to building on this where demand exists. Page 21 of 138
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4.7 Starting the week commencing 30th January, an Advice Works income advisor will be present each week up until the end of March: • Every Monday at Linwood Library in Tweedie Hall from 10.45am-12.45pm • Every Tuesday at Johnstone Library in Johnstone Town Hall from 2pm-4pm • Every Friday at Renfrew Library from 2pm-4pm 4.8 Also starting the week commencing 30th January, an Advice Works income advisor will be present each period for a trial period of 4 weeks at: • Every Thursday at the Tannahill Centre, Ferguslie Park, Paisley from 10am-12noon – this is when the Community Market is open. Continued presence will be reviewed if there is demand, as there is already an established outreach at the GP surgery next door. 4.9 It should be noted there is also a dedicated advice worker from Renfrewshire Citizens Advice Bureau working with ROAR to support older clients and funded by Independent Age, who will be attending the ROAR led Winter Connections activities in Paisley and Johnstone. 4.10 Officer have also been working alongside Winter Connections venues to discuss advice provision and make ad hoc arrangements as required. This has including connecting organisations working with families with young children to Social Security Scotland for information sessions and training events. 4.11 Promotion of the programme and all linked activities has been a core focus, with a partnership Winter Connections identity developed. Information on Winter Connections is available on the Council website, which includes a searchable map function. Activities are widely promoted through social media, and printed materials have been widely distributed across all towns and villages across Renfrewshire. As at end December 2022, social media content has reached 63,936 accounts, and 3,733 people had visited the Winter Connections webpages. 4.12 Elected members will recall that authority was provided to the Director of Communities and Housing to approve Winter Connections grant funding applications, following assessment by an officer panel. 37 funding applications have been recommended to date, totalling a value of £68,850. Full detail of all funding awards and unsuccessful applications made to date is provided at Appendix 1. 4.13 The funding is now almost fully exhausted, with the remainder being used to target gaps within specific communities. Work is also ongoing to evaluate the success of the programme, and to identify opportunities to build on the collaboration with local groups and organisations beyond the Winter period. Page 22 of 138
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Improving the Cancer Journey 4.14 The Improving the Cancer Journey service has been delivered in partnership with Macmillan for over 3 years in Renfrewshire. A core principle of the approach that is used by the service, is to work with each person in a holistic way following a cancer diagnosis, linking the person and their family/carers to advice and support. 4.15 Macmillan have always been keen that the principles of the service be adopted to support as many people in Renfrewshire as possible, including those with long term conditions. As part of the social renewal programme, partners identified the requirement to target those experiencing health inequalities in Renfrewshire which may have been exacerbated by the pandemic. Funding of £38,000, was approved by Leadership Board to support the service meet increased demand and activity during 2021, including supporting people with long term conditions. In 2022, over 500 people were supported by the service, and working with Advice Works, the service has helped people affected by cancer to access additional income of over £1.5m since its inception. 4.16 It is recommended that further funding of £34,500 is allocated to continue to provide this additional capacity within the service to end December 2023. Macmillan have indicated that national funding may be available to support the continued delivery of the service post 2023, with positive recent discussions having been held in relation to this matter. Participation and engagement 4.17 Further to updates provided at both Leadership Board and Fairer Renfrewshire Sub-Committee, progress continues to develop lived experience models locally, particularly the development of a panel of people with lived experience of poverty to inform the Council’s policy and practice. 4.18 A diverse panel of over 12 people has now been recruited, and the work of the Panel is now underway. The Panel have met formally four times, but also meet in-between panel meetings to develop the work. The panel are also working with a community artist to create a record of their experience. 4.19 The Panel will continue to meet throughout early 2023, and it is hoped there will be opportunities to bring the Panel together with the Fairer Renfrewshire Sub-Committee to discuss the Panel’s deliberations and recommendations in March 2023. Work will also be undertaken to 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. Page 23 of 138
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___________________________________________________________________ 5. Tackling Poverty 5.1 The Tackling Poverty Programme is now in the final year of its five year programme, with this portfolio now continuing as part of Fairer Renfrewshire programme as the umbrella successor programme. 5.2 There are eight projects currently running as part of the Tackling Poverty Programme, and most of these now represent ongoing service delivery, or additionality to existing services. All projects within the Tackling Poverty Programme are currently being evaluated in order to inform the future direction of this work. The first phase of this evaluation will focus on Energy Advocacy, Breakfast Clubs, Families First and Street Stuff, followed by Peer Health, Cost of the School Day, Skoobmobile and Healthier Wealthier Children in the second phase. 5.3 A paper will be brought to Leadership Board in April 2023 setting out proposed funding allocation for 2023-24. Any projects continuing as part of Fairer Renfrewshire will need to be reviewed and updated to sharpen focus as a poverty intervention and alignment to wider programme, including impact measurement and reporting. ___________________________________________________________________ 6. Breakfast service 6.1 At a previous meeting of the board, Cllr Ann-Dowling requested that officers provide a cost estimate for breakfast club provision to be extended across all primary and secondaries in Renfrewshire. 6.2 At present breakfast club provision is provided in a number of Renfrewshire’s primaries and is funded and operated through different arrangements. There are currently no supervised services within Secondary Schools, however, breakfast items are available for purchase at this time 6.3 Current breakfast club provision is as follows: • 9 School and Environment & Infrastructure run breakfast services • 9 Tackling Poverty funded breakfast services • 7 school only run services • 10 Out of School Care services • 2 Breakfast Services by PPP provider (Amey) Page 24 of 138
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6.4 The cost of provision directly provided by Renfrewshire Council is is currently £288k (including £138k funding from Tackling Poverty). It should be noted that these services are currently discretionary and are supported by temporary funding. 6.5 In terms of estimating the cost of extending breakfast provision across the full primary and secondary estate, an initial desktop exercise has been undertaken to assess potential costs per establishment based on a standardised model of provision. The outline specification includes factors such staffing, food costs etc, and allows for 75 pupils per school on average to access a service. Given the high level nature of this exercise, consideration has not be given to any potential impact on provision currently operated by out of school providers who run breakfast clubs or within PPP schools where breakfasts are sold. 6.6 Based on the desktop exercise, the estimated cost for introducing and running breakfast services across all Renfrewshire schools is estimated to be in the region of at least £1.7m per year. Some of the costs could be offset by charging a consistent fee across Renfrewshire. 6.7 It should be noted that this a high level estimate only at this stage, and a much more detailed exercise would required to be undertaken to fully cost this model. The estimated cost would be recurring on an annual basis, and to fund this level of provision would therefore require savings of at least £1.7m per annum to be delivered elsewhere within the Council’s core budget. 6.8 As noted in Section 5 above, work is undergoing to evaluate current breakfast club activity supported by the Tackling Poverty programme. There are also a range of cost pressures being experienced in terms of the delivery of existing provision that are currently being managed. 7. Active school provision 7.1 At the Leadership Board on 14 September 2022, members approved proposals for Renfrewshire Council to enter into a new four year partnership agreement with Sportsscotland in relation to the provision of the Active Schools service, with funding also agreed at that time. 7.2 At that time, a request was made by Cllr Gillian Graham for further information to be provided to members of the Board in relation to the links between educational attainment and Active Schools provision. Page 25 of 138
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7.3 The Active Schools service for Renfrewshire, managed by OneRen, provides free activity sessions for young people to take part in a variety of different sports in their local communities. The Active Schools programme provides additional structured physical activity during school hours, at play times and lunch times, as well as before and after school. The number of activity sessions and distinct participants continues to increase year-on-year. 7.4 The Active Schools service plays an important role in all schools across Renfrewshire to increase activity levels and provide a wide and varied sport and physical activity programme to encourage pupils to engage with sport for life. Guidance on physical activity for children recommends at least 7 hours per week. 7.5 It is widely recognised that there are a number of factors which impact upon the educational attainment of children and young people, and in Renfrewshire, partners have built on existing approaches to support children and young people to achieve better outcomes. 7.6 Cambridge University’s research from May 2021 stated: “The attainment gap is a really complex problem, but we know that some of it is linked to less-advantaged children having poor self-regulation skills early in childhood,” Vasilopoulos said. “Physical activities that help them to do things like focus on a task or maintain attention could be part of the way to bridge that gap.” “In general, the findings indicate that activities which influence emotional control – such as games that involve co-operation, or encourage children to take responsibility for their actions – could be particularly important during early childhood, while those which shape behavioural control may be more important later on. The authors also suggest that schools could build links with sports clubs to create targeted programmes for children experiencing early disadvantage.” 7.7 In 2018 Renfrewshire was the first local authority area in Scotland to pioneer a comprehensive annual pupil activity survey which focused on three key areas: pupil activity levels using the Government scale of 1hr per day activity; to gauge pupil interest in different sports and activities to support the design of programmes that maximise activity; and to understand levels of swimming ability. One of the significant success indicators of the survey has been its return rate – c.60% pre-pandemic and c.45% since. 7.8 One Ren work with schools to use the pupil survey to categorise the young people using a traffic light system to enable staff to prioritise interventions and ensure what is offered matches the suggestions from the pupils themselves. The traffic light system is for internal use only with pupils identified as red completing 0-3hrs of activity, amber as 3-7hrs of activity and 7+ hours of Page 26 of 138
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activity as green. This allows the Active Schools team to continue to encourage wider participation across all levels of activity and is complemented by a person-centred approach for those who need more support to access sport at an entry level. 7.9 An example of this can be seen within the high schools where additional external funding has been granted to provide shared sportswear. This allows those who struggle to access because they don’t have the right kit, the ability to borrow and return clothing to allow them to take part in various sporting opportunities and become more active. 7.10 In 22/23, the Active Schools pupil activity survey received a completed return rate of 45.6% with a total of 11,084 forms returned. From this return 3,627 (33%) were Identified as Red, 5,165 (47%) Amber and 2,292 (21%) Green. 7.11 Data from the Active Schools Survey demonstrates that there is a correlation between physical activity levels and attainment. The correlation likely exists through the relationship between deprivation, which impacts both physical activity levels and attainment. This link therefore presents a correlation between physical activity and attainment. Going forward this intervention will aim to improve health and wellbeing which may consequently have an impact on attainment. 7.12 The 22/23 survey returns highlighted that children and young people reported that the following sports were most preferred/popular: • Football - 1423 • Swimming - 753 • Gymnastics - 588 • Basketball - 493 • Dance - 418 7.12 Since the pandemic, Active Schools, in partnership with headteachers, have employed 13 Health & Wellbeing assistants. These roles complement the Active Schools team by adding additional opportunities during the curriculum to target extra support or different ways of learning for inactive pupils or pupils identified by school staff who may need additional time or support to engage in sport or physical activity sessions. They also act as sports promoters across all pupils to further encourage pupils to engage in the Active Schools extracurricular and community club opportunities. These posts have been in place since August 2021. 7.13 Going forward, the Active Schools programme will: • Continue to maximise the operational budget to provide as many opportunities as we can for young people to participate in free sport and physical activities in school after school and in the community. • Identify inactive young people and their families so that targeted work can be offered to support the desire and need for change. • Track and report on the interventions made and the outcomes achieved. Page 27 of 138
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• Collate case studies and reports to be included in the high level aims within the Children’s Services Partnership action Plan. • Report to the Children’s Services Partnership Board and the sportscotland board, with the first report due April 2023. ___________________________________________________________________ 8. Next steps 8.1 Priorities for the Fairer Renfrewshire programme over the coming quarter include: • Development of the poverty and participation test of change, working alongside the newly established lived experience panel to develop recommendations and the shape of future work • Delivery of the remaining Winter Connections programme, and associated evaluation of the programme • Continue evaluation of projects within Tackling Poverty Programme and explore future options with services • Commence ‘deep dive’ data exercise around child poverty, focussing on the six priority family groups • Develop the Fair Food Renfrewshire partnership, using the Sustainable Food Places toolkit ___________________________________________________________________ Implications of the Report 1. Financial – paper provides an update on the allocation of £70,000 of Winter Connections Funding that has been allocated, and request approval of £34,500 to support additional service capacity in the Improving Cancer Journey Service. 2. HR & Organisational Development – none 3. Community/Council Planning – the Fairer Renfrewshire is a key partnership programme, which is very closely aligned to the delivery of the priorities agreed within the recently refreshed Community Plan. 4. Legal - none 5. Property/Assets - none 6. Information Technology - none 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 Page 28 of 138
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9. Procurement – none 10. Risk – none 11. Privacy Impact – none 12. COSLA Policy Position – none 13. Climate Risk – none ___________________________________________________________________ Author: Laura McIntyre, Head of Policy and Commissioning Page 29 of 138
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16 Appendix 1 – Winter Connections Application Summary Applications which have been approved Organisation Area Purpose Funding approved Active Communities Johnstone 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. £2,000 Brick Lane Music Academy Paisley Gallowhill Intergenerational Music Café Gallowhill – Participants will enjoy intergenerational music sessions every Tuesday in Gallowhill Community Centre using djembe drums, percussion, singing and ukeleles. The sessions will be accessible to all ages and will be open to all from parents and carers with preschool children to students and older people. £1,992 Brick Lane Music Academy Central Paisley Intergenerational Music Café – 20 weekly intergenerational music cafe sessions in Paisley and Johnstone. £2,000 Erskine Arts Erskine 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. £2,000 Forever Young Renfrewshire Move It or Lose It Exercise Programme – This project will support older adults through an exercise programme that will build up and strengthen their muscles, reducing trips and falls. The programme will run across 10 Sheltered Housing Complexes. £2,000 Friends of Howwood Park Howwood Howwood Community Winter Gatherings – A programme of 10 small events will be held in Midton Bowling Club in Howwood over the winter period for people of all ages, including intergenerational events. There will be a large variety of events including bingo, afternoon tea, movie nights, quiz nights, live entertainment, line dancing and games nights, providing opportunities for people to try new activities. Up to 80 people can attend each event. £2,000 Home-Start Renfrewshire & Inverclyde Central Paisley & Linwood Winter Warmer – extension of 5 group sessions per week in Paisley and Linwood providing families of young children with peer support locally providing a hot meal. £2,000 Howwood Community Council Howwood Howwood Warm Space – a space for people to meet on Tuesday and Friday afternoons within Howwood Village Hall to chat and participate in various activities, such as board games, dominoes, Scrabble, bingo and card games. Warm drinks, soup and sandwiches will be provided. £1,000 Johnstone Castle Learning Centre Johnstone Castle Winter Connections – the Centre will deliver activities on a Tuesday and Thursday evenings and hope to support between 40-50 young people aged 8 to 15 years old. They will also deliver activities on a Friday morning for adults and older people and hope to support 12-20 people. They will offer healthy eating and opportunities for people of all ages to learn new skills and make healthy meals for themselves and their families. £2,000 Kickin’ On Linwood Over 60’s Peer Support Drop In – 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. £1,900 Page 30 of 138
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17 Kilbarchan Improvement Project Kilbarchan Film afternoons – Kilbarchan Improvement Project will organise musical or film afternoons open to the whole community, and will invite people living with dementia in two local care homes. £1,000 KLAS Care CIC Linwood Films fun and hot chocolate – KLAS, in partnership with Film Hub Scotland and Reel Roots, will be showing films featuring Black Lives one evening per week and on Sunday afternoons. They will provide activities for children and families from ethnically diverse groups with a focus on inclusion, providing opportunities to learn from each other sharing traditional games and stories. Attendees will be provided with homemade soup, hot rolls, teas, coffees and hot chocolate. £2,000 Langbank Village Centre Langbank Langbank Village Centre – restart activities, such as an exercise class, post pandemic to connect people in an area of poor access to other amenities. £2,000 Linwood Community Council Linwood Baptist Church Winter Connection – The Church will offer activities along with hot drinks and food in a welcoming space, encouraging people in the community to come out and meet others and alleviate loneliness and help with mental health and wellbeing. £2,000 Lochwinnoch Community Development Trust Lochwinnoch Lochwinnoch Warm Spaces Network - a Knit and Natter session at the local library over 15 weeks and a crafting session at the Workspace over 17 weeks. £2,000 Our Place Our Families Renfrew Eat Share Care Café –an information sharing café two days per week within Arkleston Community Centre. £2,000 Paisley Methodist Church Central Paisley Saturday Get Together – The Saturday Get Together provides activities, a hot lunch and drinks on a Saturday. Different activities can take place in a suite of halls including games, crafts, Men’s Zone, music and a tea area. There are smaller rooms where people can sit and chat or watch a movie. Participants can access foodbank and clothing donations and volunteering opportunities. £2,000 Paisley St George’s Outreach Centre Glenburn 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. Funding will contribute to laptops, tablets, broadband, tutor, cooking equipment and art materials. £1,875 RAMH Paisley & Renfrew 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. £1,865 Rays of Hope Elderslie Rays of Hope Winter Project – This cancer support group will open their project to the wider community on a Friday, providing an opportunity to join choir practice, a Pilates class, Knit and Natter, craft sessions and table games. Hot homemade soup with crusty bread will be provided at lunch time, with tea and coffee throughout the day. Non-members will also be able to access the psychotherapist and hand and arm massage. £2,000 Renfrewshire Access Panel Ferguslie People Connecting – RAP would like to provide tablet/computer training for disabled individuals to connect with services and with each other and will work with other groups, such as Renfrewshire Head Injuries and the Disability Resource Centre in Paisley. They aim to provide a safe space for people to connect and enjoy a hot lunch. £2,000 Renfrewshire Rainbow Buddies Johnstone Castle Johnstone Castle Toddlers – Funding would support additional free toddler, Bookbug and lunch sessions per week to expand the current programme. £1,701 Renfrewshire Rainbow Buddies Houston Winter Warmer Toddlers Crafts and Bookbug – to deliver activities for 0-5 year olds and their parents / carers in Houston and Killellan Kirk along with a hot lunch. £1,000 Page 31 of 138
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18 Renfrewshire Remode Paisley Gallowhill Stitching for Change – Remode will run after school creative workshops for young people aged 10-12 and 13-17 in Gallowhill Community Centre. Workshops will focus on textile, collage and printing workshops and will deliver practical, hands on and fun activities to create work inspired by climate change. £2,000 Renfrewshire Remode Central Paisley 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. £2,000 Renfrew Trinity Church of Scotland Renfrew Tea & Toast – The Church is seeking a small amount of funding to run a pilot project on Saturday mornings from 8.30am to 10am providing free tea, coffee and toast from 21st January to 25th March. Attendees will have access to books, jigsaws and board games and the project will develop further activities in consultation with the community. £672 Renfrew YMCA Renfrew 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. £2,000 ROAR (Well Connected) Paisley Sherwood Greenlaw Talk over toast & tea – This is a 20-week project run by ROAR, aiming to reduce isolation and loneliness, by offering different activities such as knitting, arts, book groups and digital learning in an intergenerational environment. £2,000 ROAR Johnstone 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. £2,000 Shopmobility Paisley & District Central Paisley Bringing History to Life – Participants can enjoy a presentation of local history from a local historian from Paisley Darkside Historical Walking Tours and their assistant dressed in historical costumes, while enjoying a cup of tea/coffee and cupcake/biscuit. A lunch will also be provided, and attendees can find out about the Shopmobility service and equipment. £1,937 STAR Project Shortroods Paisley STAR’s Winter Connections – Funding will support additional activities two days per week providing attendees, games and crafts along with access to hot food. £1,988 St Mark’s Oldhall Church Paisley East Social Activity Drop In – The Church will provide space on a Wednesday afternoon for people to connect and take part in crafts, music sessions and board games and use the venue’s facilities including pool table and table football. Free tea, coffee, cakes, soup and toasted/ sandwiches will be available as well as the opportunity to learn food/ hospitality skills from volunteer staff. £2,000 St Mirren FC Charitable Foundation Paisley Winter Buddies - Delivering a Winter Response Programme from January until March to invite members of the community to the stadium two nights per week, for two hours per night, to enjoy hot food and drinks, and access warm packs and winter clothing. The project will operate an 'Open Door' policy and welcome self-referrals as well as working with local partners on referrals. There will be a vibrant schedule of events over the course of the 12 weeks with: live music, movie nights, game nights, quiz nights, watching football, walks and talks and guest speakers to keep guests entertained. Partner organisations will be invited to present information on local support services relating to financial advice, hardship payments, local food pantries and food banks and mental health support. £2,000 The Tannahill Centre Paisley (Ferguslie) The Big Cuppa T - A welcoming space within the foyer area of the Tannahill Centre that will provide opportunities for local people to increase their knowledge of support services, reduce their isolation and build a network of friends and other support. A bus will enable volunteers to pick-up and drop off people who are unable to use public transport. Different daily activities will be organised to keep people entertained and will complement existing activities taking place within the Tannahill Centre. This includes a community market run by the Darkwood Crew, a lunch club run by Ferguslie Seniors three days per week, £2,000 Page 32 of 138
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19 providing a free two-course meal for those attending, parent and toddler activities, youth groups, arts and craft activities and advice and information services run by a variety of organisations and agencies. Thorn Athletic Community Trust Johnstone Wake Up, Warm Up – The Trust is based in the Greenend area of Johnstone where there is a lack of facilities and services. The project will provide a 45-minute easy exercise class twice a week for older adults to help them kickstart their day positively and health and wellbeing. The class will be suitable for all levels of fitness and provides an opportunity to meet new people and build relationships and friendships. A hot drink and biscuits will be provided afterwards along with signposting to other groups and support. £1,920 Twist and Hit Cheerleaders Paisley Kids Club - KEEP SAFE IN RENFREWSHIRE – Provision of a Saturday evening Kids Club for young people up to 18 years of age to drop in and participate in a range of activities including physical sports, arts & grafts, games consoles and chill out areas. The project is aimed at young people with nowhere to go outside their home and will offer access to hot drinks and food. The organisation is run by young people with support from coaches and club helpers. £2,000 West End Community Centre Paisley West End Continuing Winter Support and Activities – The Centre provides Health & Wellbeing activities for six days a week, including ROAR’s Lunch Club, craft club, foot care, exercise classes and a men's club. Funding would contribute to hall hire and energy costs to continue these activities over the winter period and to provide a hot drink/snack/meal as part of the programme. The project will also provide support to Ukranian families. £2,000 Applications not successful Organisation Area Funding Requested Purpose Finding Your Feet Paisley £2,000 Cosy Up Thursdays West College Scotland – Ferguslie Learning Centre Paisley £2,000 Ferguslie Learning Connections (FLC) Hillhead Charity Paisley £2,000 Sunshine City Play Session Re:Hope Church Paisley £1,959 Over 60’s Peer Support Drop In Rainbow Turtle and RIG Arts Paisley £3,980.75 Fair Connections Glenvale FC Ferguslie £1,500 Parents’ Connection Inchinnan Development Trust (IDT) Inchinnan £2,000 Teucheen woodland experience St John’s Episcopal Church Johnstone £1,946 Friendly CAF 'n CONNECT at ST Johns Friends of Knockhill Park Renfrew £1,000 Santa Lantern Parade Page 33 of 138
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20 St Mirren FC Charitable Foundation Paisley £2,000 Festive Friends Page 34 of 138
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21 Appendix 2 - Further Information Active Schools survey In 22/23, the Active Schools pupil activity survey received a completed return rate of 45.6% with a total of 11,084 forms returned. From this return 3,627 (33%) were Identified as Red, 5,165 (47%) Amber and 2,292 (21%) Green. As graph 1 demonstrates, activity levels between primary and secondary were similar however a greater proportion of secondary pupils are active for more than 7 hours per week. Additional Support Need schools have a significantly higher proportion of pupils within the red category. In 2019 the Active Schools team were able to link with the Children’s Services Attainment team and build a picture of how pupil activity levels can be considered in relation to attainment levels. The latest attainment data indicates that pupils with low levels of activity (under 3 hours) have lower levels of attainment. As the graph below indicates, this is true across both literacy and numeracy attainment. In both curricular areas, there is a 7-percentage point attainment gap between pupils with low and higher levels of activity. Page 35 of 138
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22 This trend is replicated within the senior phase where pupils with lower activity levels have a lower average total tariff than those with higher activity levels. Over time, we will be able to track the progress within attainment of pupils who have increased their activity levels through the Active Schools programme. Page 36 of 138
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___________________________________________________________________ To: Leadership Board On: 22 February 2023 ___________________________________________________________________ Report by: Chief Executive ___________________________________________________________________ Heading: Community Planning – 6 Monthly Update ___________________________________________________________________ 1. Summary 1.1 This report provides an overview of recent activity undertaken by the Community Planning Partnership in Renfrewshire. Six monthly update reports will now be provided to the Leadership Board, following a decision by Council in September 2022 to introduce minor changes to existing community planning governance and reporting arrangements. 1.2 The paper provides an overview of the work undertaken by Renfrewshire Community Planning Partnership to refresh the existing Community Plan during 2022, with 3 key areas of focus and 12 priority actions identified to guide activity during the remaining 5 years of the Plan. A particular focus going forward is on prioritising activities where collaborative impact can be made, such as in relation to child poverty. 1.3 The report also provides an overview of a recent consultation undertaken by the Local Government, Housing and Planning Committee in late 2022. A partnership response was co-ordinated by Council officers, which reflects the shared position of the Community Planning Partnership Executive Group. ___________________________________________________________________ 2. Recommendations 2.1 It is recommended that members of the Leadership Board: • Note the content of the report, including the submission of a partnership response to the Community Planning Inquiry held by the Local Government, Housing and Planning Committee in late 2022. Item 4 LB220223 Page 37 of 138
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___________________________________________________________________ 3. Background 3.1 During 2022, officers worked with community planning partners to undertake a refresh of the Community Plan. The updated Community Plan was approved by Council on 29 September 2022. 3.2 At that time elected members also agreed to make several changes to community planning governance arrangements, in order to support the delivery of the refreshed Community Plan and to ensure greater transparency in relation to the work of the Community Planning Partnership. Specifically it was agreed that: • In light of the establishment of the Fairer Renfrewshire Programme by Council in March 2022, and the strong focus which will be required to respond to the emerging cost of living crisis, that the existing Improving Life Chances Group be replaced by a Fairer Renfrewshire Partnership Group. • In order to further strengthen opportunities for elected members to have oversight of the work of the community planning partnership, it was proposed that six-monthly updates on community planning be provided to the Leadership Board going forward. This would ensure enhanced scrutiny of activities could be undertaken by all elected members represented on the Board, and would allow the Community Planning Partnership Oversight Board to be discontinued. 3.3 This paper represents the first 6 monthly update submitted to the Leadership Board for consideration, and provides a strategic overview of the work of the Community Planning Partnership over the last 6 months, whilst also highlighting key priorities for 2023. ___________________________________________________________________ 4. Renfrewshire Community Plan 4.1 In line with the provisions of the Community Empowerment Act, local partners are required to produce a Local Outcomes Improvement Plan, which outlines the strategic priorities of all stakeholders within a local authority area, and with a particular focus on tackling inequality. In Renfrewshire this is referred to as our Community Plan, a ten year plan running from 2017-2027 which the following agreed themes: Page 38 of 138
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4.2 Throughout the pandemic and subsequent cost of living crisis, partners came together regularly to review shared priorities and agreed in early 2022 that a refresh of the existing Community Plan should be undertaken, providing an opportunity for partners to refocus and restate priorities at the mid term stage of the Plan 4.3 Partners have agreed 3 key areas of focus for the remainder of the Plan, and have identified 12 priority actions to be progressed in relation to these 3 areas: 4.4 Work will shortly commence with the Community Planning partnership to develop linked actions, outcome measures and performance indicators, which can be used by the Partnership to evidence the impact that collaboration and joint activities are having locally. An update on this work will be provided in the next update to Leadership Board. 4.5 As agreed by Council in September 2022, officers have commenced work to put into place a new Fairer Renfrewshire Partnership Group, which will replace the previous Improving Life Chances Group and support the implementation of the Fairer Renfrewshire programme. It had originally been anticipated that the first meeting of the group would take place prior to Christmas 2022, however this was not possible due to available capacity, as officers worked with partners to progress time limited actions to respond to the cost of living crisis. It is now anticipated that the first meeting will be held by end March 2023. The Community Planning Partnership Executive Group have agreed that a key priority for this group will be to undertake some form of a review of local child poverty approaches. ___________________________________________________________________ Page 39 of 138
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5. Community Plan Annual Report 5.1 In December 2022, the Community Planning Partnership agreed its annual report for 2021/22, in line with the requirements of the Community Empowerment Act. The annual report describes the progress of the Partnership over 2021/22 and provides practical examples of how partners are working together to make a difference locally. Key achievements highlighted for 2021/22 include: • Renfrewshire Local Employability Partnership has delivered on ambitious targets, planning and co-commissioning local employability services to help Renfrewshire residents make a successful transition towards employment and reduce unemployment in the area The Local Employability Partnership Health Conditions and Recovery Group, chaired by the HSCP, focuses on those in recovery from health conditions and brings together and supports services while identifying gaps to people accessing support to work or in-work support. With adults with a disability within a household being an indicator of child poverty, this group also looks at support for those with a disability and those in recovery from addictions and mental health. • Through the Social Renewal Plan, which was agreed by Council in early 2021, work has been undertaken in terms of developing further supports around food and fuel insecurity, and the provision of advice and support for people in need of employment and money advice. Activity includes the allocation of Community Food Funding through the third sector, the establishment of a Fair Work service to provide employment advice, running affordable credit sessions, and agreeing funding for a Digital Champions programme. Our Advice Partnership continues, with advice providers across Council Services, the 3rd sector, Scottish Social Security and most recently NHSGGC coming together to share information and work to reduce gaps and coordinate services. • The Community Safety Hub has continued and enhanced strong partnership working in Renfrewshire. On a daily basis, Police Scotland officers engage in meetings of Renfrewshire Council's Community Safety Partnership Hub. At this meeting, incidents that have occurred over the previous 24 hour period are discussed by several partners to ensure a holistic approach is taken to tackle issues identified such as anti-social behaviour and the support and protection of vulnerable members of the community. • A number of key strategies have been developed and agreed within the period by partners working across community protection. The Renfrewshire Antisocial Behaviour Strategy 2022-2025 was approved in March 2022. This shared plan between Police Scotland and Renfrewshire Council was developed with a range of statutory, voluntary and community partners and has a comprehensive action plan to help tackle antisocial behaviour. The Financial Harm Strategy was developed and approved by board in March 2022. The Strategy sets out ways partner agencies and communities can work together to prevent financial harm; report it and support those affected. • There has been a continued drive towards meeting the aims of The Promise for care experienced young people and their families. The Promise Ambassador has been progressing supporting the implementation of The Promise. A large component of this role has been to raise the profile of the Promise through engaging with a wide range of staff teams and partners. Awareness raising sessions have been held to ensure all partners understand what role they play in ensuring that care experienced children and young people are appropriately supported. To support this work further, a set of values have been Page 40 of 138
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developed for professionals to #KeepthePromise. A promise manager post has been jointly funded by Renfrewshire Council and Renfrewshire Health and Social Care Partnership to take responsibility for leading, coordinating and driving delivery of the Promise in Renfrewshire. • Work has continued within the Health and Social Care Partnership, and Strategic Planning Group, with a number of collaborative third sector projects funded with the goal of community health and wellbeing and reducing health inequalities. The projects include developing a Connectedness Network, creating more opportunities for people to be physically active in their local communities, producing mental health information in various languages, funding a post to focus specifically on improving health in ethnic minority group communities and supporting parents with the transitional experiences in early years to nursery and school. • The Future Paisley Partnership continued to build on the legacy ambitions of the 2021 bid and the investment in cultural assets in Paisley. The Cultural Infrastructure programme is also making good progress, with contractors on site at Paisley Town Hall and the new Paisley Learning and Cultural Hub. 5.2 The full report can be accessed at Appendix 1. ___________________________________________________________________ 6 Locality plans 6.1 The Community Empowerment Act (Scotland) 2015, requires community planning partnerships to produce a local outcomes improvement plan (Community Plan). Tackling inequality must be particular focus, and partnerships must also produce “locality plans” at a more local level for areas experiencing particular advantage. In Renfrewshire our locality approach was initially focused on communities of interest in terms of poverty and deprivation, with the next step to be the development of locality plans through the 7 Local Partnerships, as these became established over time. 6.2 The timeline for this work was impacted by the pandemic, however a work programme is now being developed to take the locality plans forward during 2023. An update will be provided to members of the Board as part of the next report on community planning in September 2023. ___________________________________________________________________ 7. Community Planning Inquiry 7.1 The Local Government, Housing and Planning Committee launched an inquiry in November 2022, to consider the impact of Part 2 of the Community Empowerment Act (2015) (“the Act”) on community planning and how Community Planning Partnerships (CPPs) can respond to significant events such as the Covid-19 pandemic and the current cost-of-living crisis. When launching consultation, the Committee noted that: “By hearing directly from organisations involved in Community Planning Partnerships as well as from communities and individuals about the impact the Partnerships have had we Page 41 of 138
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can understand what further improvements may be required to truly empower communities, tackle inequalities and bring about real change.” 7.2 A response was drafted on behalf of the Community Planning Partnership in December/ early January, co-ordinated by the Partnership and Inequalities Team. The response was agreed in principle and submitted to the Committee by the deadline of 13 January 2023. 7.3 Whilst the response was submitted on a partnership basis, officers from the Council provided commentary as required, and the full response is therefore attached at Appendix 2 for noting by the Board. ___________________________________________________________________ 8 Next steps 8.1 As outlined within the report, the next scheduled update to members will be provided in September 2023 ___________________________________________________________________ Implications of the Report 1. Financial – none 2. HR & Organisational Development – none 3. Community/Council Planning – as outlined within the content of the report. 4. Legal - none 5. Property/Assets - none 6. Information Technology - none 7. Equality and Human Rights – 8. Health and Safety - none 9. Procurement – none 10. Risk – none 11. Privacy Impact – none 12. COSLA Policy Position – none 13. Climate Risk – none Author: Laura McIntyre, Head of Policy and Commissioning Page 42 of 138
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RenfrewshireCommunity Planning Partnership Annual Report 2021/22 Page 43 of 138
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This is the 2021/22 Annual Report of Renfrewshire Community Planning Partnership. It describes the progress of Renfrewshire’s Community Planning Partnership over 2021/22 and gives practical examples of how partners are working together to make a difference locally. What are we? All of our Community Planning Partners (public, private, voluntary organisations and groups) are working to make Renfrewshire a better place to live. We want to work with each other, and with communities, to provide the services that people want and need locally to make them as good as we possibly can. Who are we? Our partnership includes a range of organisations working in Renfrewshire – Renfrewshire Council; Police Scotland; the NHS; Scottish Fire and Rescue, West College Scotland, University of West of Scotland, Scottish Enterprise, One Ren, the Third Sector Interface called Engage Renfrewshire, Skills Development Scotland, Renfrewshire Health and Social Care Partnership and the Department of Work and Pensions. What are we trying to achieve? Our vision is: “Working together to make Renfrewshire a fairer, more inclusive place where all our people, communities and businesses thrive” Our aim is to work with communities to deliver better services locally to people and to reduce the inequalities across Renfrewshire by doing so. Page 44 of 138
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Executive Summary Throughout 2021/22, the work of Community Planning partners continued to be dominated in many ways by the response to the Covid-19 emergency. Community planning partners in Renfrewshire – public, private and third sector - worked together to an unprecedented degree to respond to the crisis. This has included support to shield our most vulnerable people, provide food, medicine and humanitarian support on a large scale as required, and help people whose jobs and incomes have been abruptly affected. Much of this continued throughout 2021/22, as the pandemic continued to develop. In parallel to the work undertaken to restart services during this period, partners have worked together to develop and deliver against local recovery plans for Renfrewshire, our Economic Recovery Plan and Social Renewal Plan, which set out the key actions to be progressed to support communities and businesses to recover from the impact of the pandemic. As restrictions eased and we started to move this next phase of the pandemic, partners have had to respond to a fast-changing political and economic environment and the implications of this, for example, the war in Ukraine, and emerging cost of living crisis. The delivery of services is also being impacted by supply chain and cost inflation issues linked to both the Ukraine conflict and the wider cost of living crisis in relation to food and fuel costs. The impact on services and across local communities is a key focus for the Community Planning Partnership moving forward. Significant work has been undertaken to assess the impacts of both the pandemic and cost of living crisis on low-income households. The Community Impact Assessment undertaken in 2020 was updated to reflect an additional Public Services Panel exercise undertaken in 2021/22 to continue to monitor the impacts on local communities in real time. We have also started work in partnership to understand Renfrewshire’s position in relation to achieving our ambitions around climate and the route to net zero. Work also began during 2021/22 to refresh the Community Plan, recognising these unprecedented shifts that have occurred since its inception in 2017. The initial step of this process has been developing a Strategic Needs Assessment to support the development of the new plan, with the renewed plan due to be completed later in 2022. Overall, this Community Planning Partnership Annual Report shows how Renfrewshire has used its strong partnership arrangements and ethos to work together to forge Renfrewshire’s recovery from the pandemic, while simultaneously continuing to develop and deliver a strong partnership response to the shared priorities within our Community Plan. Page 45 of 138
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Our Renfrewshire is thriving: Maximising economic growth, which is inclusive and sustainable Good progress continues to be made on the development of the Advanced Manufacturing Innovation District Scotland (AMIDS) in Inchinnan. The two anchor facilities, the National Manufacturing Institute Scotland and the UK’s Medicines Manufacturing Innovation Centre are scheduled to open in 2022. Success in attracting £38.7m of Levelling Up funding from the UK Government (the highest amount awarded to any Scottish bidder) will support the AMIDS South project which in turn will support AMIDS generating benefits for more of Renfrewshire, including employment, skills and economic growth. The need for delivery of investment at AMIDS is recognised within the Renfrewshire Economic Strategy 2020-2030 where it is noted as a key component. The site was promoted overseas during the year as one of Scotland’s best investment opportunities and support continued for the construction of National Manufacturing Institute Scotland. Renfrewshire Local Employability Partnership has delivered on ambitious targets, planning and co-commissioning local employability services to help Renfrewshire residents make a successful transition towards employment and reduce unemployment in the area. Following the pandemic, partnership working in Renfrewshire has now helped reduce the unemployment rate to 3.8%, now lower than the Scottish rate of 3.9%. Renfrewshire has the second highest youth employment rate in Scotland, and the Kickstart Gateway placed just over 400 young people into roles across Renfrewshire. The Renfrewshire Gateway was one of the largest in Scotland, again showing the commitment locally to support young people into work. Youth employment is a key priority within the Economic Recovery Plan and figures have been improving monthly. A recent report from ONS and Scottish Government showed that Renfrewshire had the second highest youth employment rate in Scotland in 2021 at 67.4% (54.9% is Scotland average) and (by a considerable margin) the highest youth employment growth over the last 10 years across Scotland at 21.1% (against a Scotland increase of -0.3%). This shows the level of commitment and work on the youth employment agenda over the years, but particularly the last year. This is also evidenced in data about positive destinations from school which shows Renfrewshire as being the 4th top performing Council area in Scotland, with Council services and partners working effectively in partnership together to achieve this positive outcome for our young people. The Young Persons Guarantee programme continues to perform well, and the Local Employability Partnership continue to be held up as best practice across Scotland for partnership working and commitment to improving the opportunities of local unemployed people. Skills Development Scotland are now working with partners to update Renfrewshire Skills Plan – reflecting current labour market conditions and jobs and skills challenges post-pandemic. The approach and success of Renfrewshire Local Employability Partnership has been shared across the Skills Development Scotland Network as an example of good practice. The Local Employability Partnership Health Conditions and Recovery Group, chaired by the HSCP, focuses on those in recovery from health conditions and brings together and supports services while identifying gaps to people accessing support to work or in-work support. With adults with a disability within a household being an indicator of child poverty, this group also looks at support for those with a disability and those in recovery from addictions and mental health. Page 46 of 138
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In partnership with Renfrewshire Council, Renfrewshire HSCP developed a programme to support mental health and wellbeing in workplaces across Renfrewshire as part of the Renfrewshire Economic Recovery Plan. As the country emerged from the initial Covid first response, Scottish Enterprise shifted to create better jobs that nurture shared wealth and collective wellbeing, focusing on new, good jobs our transition to a net zero economy and place led economic development in 2021/22. Scottish Enterprise continued to support business in Renfrewshire working closely on a one-to-one basis with over 70 of Renfrewshire’s largest employers and supported 21 companies to access international markets, innovate and improve their business processes. This work attracted investment that created and/or safeguarded over 560 real living wage jobs in the area. In February 2022, the Scottish Government provided £80m to Local Authorities to provide support to businesses and low-income households through their Covid-19 Economic Recovery Fund. The purpose of this funding is to support business recovery and cost of living impacts on low-income households. Renfrewshire has received £2.654m to support a number of initiatives and deliver interventions that best meet that local need. A significant portion of this was allocated to supporting low-income household boost their household income through employment by supporting work placements, direct financial support to households and support for in-work progression. The Future Paisley Partnership continued to build on the legacy ambitions of the 2021 bid and the investment in cultural assets in Paisley. The Cultural Infrastructure programme is also making good progress, with contractors on site at Paisley Town Hall and the new Paisley Learning and Cultural Hub. Work has started on a £100 million housing regeneration programme aimed at delivering modern, high quality, energy-efficient and affordable council housing throughout Renfrewshire. The first phase of the programme will focus on eight areas across Paisley, Renfrew and Johnstone. Renfrewshire Council will be making investment to improve existing buildings, as well as the common areas and outdoor environment around them. In some of the areas, some buildings will be demolished, with new-build housing being built. In 2021/2022, in-depth engagement has been carried out with residents in the eight areas to establish their views on the initial proposals for their area, and on what they think of your area as a place to live. New homes are also being completed in Johnstone and Bishopton and works commencing in Ferguslie Park and at another site in Johnstone. Work on the new Paisley Grammar campus is also underway, with the design team and main contractor now appointed. Page 47 of 138
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Our Renfrewshire is well: Supporting the wellness and resilience of our citizens and communities Supporting the mental and physical health of Renfrewshire’s population has been a key challenge during the pandemic period. Work has continued within the Health and Social Care Partnership, and Strategic Planning Group, with a number of collaborative third sector projects funded with the goal of community health and wellbeing and reducing health inequalities The projects include developing a Connectedness Network, creating more opportunities for people to be physically active in their local communities, producing mental health information in various languages, funding a post to focus specifically on improving health in ethnic minority group communities and supporting parents with the transitional experiences in early years to nursery and school. As a way of promoting good mental health, partners have enhanced and developed befriending services which give people who may be lonely or socially isolated the opportunity to talk to someone in person or by phone. Third sector partners such as ROAR – Connections for Life and Active Communities, have developed volunteering services that have been carrying out this vital role during the pandemic. Recovery Across Mental Health have also launched the “Hear For You” free phone service, which was established to provide support for anyone who wants to talk about their feelings around the practical, emotional and financial impact that Covid-19 has had on their lives. Accord Hospice has led collaborative work funded by Renfrewshire Health and Social Care Partnership to establish a Bereavement Network. This provides support to people experiencing loss or grief by offering the most appropriate advice, guidance and counselling from a single point of access. In November 2021, Scottish Government announced a national fund supporting Community Mental Health and Wellbeing. Third Sector Interfaces were recognised as the best means of distributing and overseeing this fund at a local level. Engage Renfrewshire initially received £509,542.91 to allocate to third sector organisations and community groups in 2021/2022. Engage received 72 applications in total which corresponded to over £1.2 million in requested funding. The decision-making panel was made up by cross-sector partners from Renfrewshire Council, the HSCP Health Improvement Team and Engage Renfrewshire. The panel met five times and used their expertise, as well as the information gathered during November’s sessions, to allocate all funding across 47 projects. Renfrewshire Integrated Joint Board’s Adult Carers’ Strategy was approved in June 2020. Carers were involved in the development of the Strategy to ensure it reflects the support they need to continue to care. The Strategy’s key priority is the identification of unpaid carers. Work is underway to refresh the Strategy, with the intention to publish the new Unpaid Adult Carers Strategy in October 2022. The Neighbourhood Hub model which was put into place as part of the initial pandemic response continued to develop. The hubs operated on a partnership basis with Renfrewshire Leisure, the HSCP, Engage Renfrewshire, local groups and organisations across communities, and were Page 48 of 138
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supported by local volunteers. Support provided has included signposting to food services, delivering prescriptions, befriending calls to people who feel isolated or vulnerable, and delivery of books and toys through the Libraries Direct Service. During 2021/22 the demand on the Hubs fell, with the Hubs then quickly scaled up to respond to demand arising from the rapidly developing Omicron variant in the winter period. Continuing from the Covid pandemic, pressures remain across the whole health and social care system and continue to severely impact acute hospitals. It is important that people who are no longer in need of medical care are supported to move on to a more appropriate setting, therefore, preventing unnecessary delays in discharge from hospital remains a priority. Extensive steps have been taken to ensure discharges are timely and safe, as a result, Renfrewshire Health and Social Care Partnership is performing exceptionally well and ranked second lowest rate in Scotland and the lowest across Greater Glasgow and Clyde. Renfrewshire Health and Social Care Partnership’s response has included addressing care at home capacity and includes short-term placements in care homes whilst patients are waiting for home care services to become available. Early discussions are undertaken with patients and families, and all decisions are made on solid clinical grounds in order to ensure the most appropriate care for people. The Culture, Arts, Health and Social Care (CAHSC) Group that was established during the City of Culture bid process, recognises the positive impact that arts and culture can have on health and wellbeing. Part of the Future Paisley programme, the group co-ordinates a range of activities, from the Renfrewshire strand of the Scottish Mental Health Arts Festival to arts in hospitals initiatives. Since the first lockdown in March 2020, One Ren has worked with schools to encourage young people to maintain physical activity through the Active Schools, as well as to grow the evidence base about the beneficial impacts on educational attainment. OneRen has also 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. Other highlights during 2021/22 were development of a local diabetes interface group to improve care for people with diabetes and the development with Renfrewshire Leisure of a Carers Passport to provide access to leisure centres that can benefit carers greatly. Lead by Engage Renfrewshire, the Renfrewshire Forum For Empowering Communities have looked together at their contribution to issues such as best practice for the third sector returning to offices, recruitment challenges in the sector, the climate emergency and the implementation of the findings of the Alcohol and Drugs Commission. Page 49 of 138
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Our Renfrewshire is fair: Addressing the inequalities which limit life chances Through the Social Renewal Plan, which was agreed by Council in early 2021, work has been undertaken in terms of developing further supports around food and fuel insecurity, and the provision of advice and support for people in need of employment and money advice. Activity includes the allocation of Community Food Funding through the third sector, the establishment of a Fair Work service to provide employment advice, running affordable credit sessions, and agreeing funding for a Digital Champions programme. Our Advice Partnership continues, with advice providers across Council Services, the 3rd sector, Scottish Social Security and most recently NHSGGC coming together to share information and work to reduce gaps and coordinate services. The key focus of the Council’s Tackling Poverty Programme continues to be targeting support to families that need it the most and removing the barriers to participation for children and young people, with key projects delivering through the course of 2021/22 such as the cost of the school day fund, breakfast clubs, Street Stuff, Skoobmobile and the peer health programme. Although the pandemic has been shown to have affected attainment across the whole country, Renfrewshire continues to perform well in comparison with the national average and areas with a similar demographic profile and continued to deliver successful outcomes in literacy, numeracy and health and wellbeing. A new multi-agency service called Ren10 has been launched to improve families’ access to health and wellbeing support. Ren10 provides appropriate and proportionate help at the right time and focuses on bridging the gap between universal services that deal broadly with wellbeing and the highly special support for more severe mental health conditions. Key activity has included the development of Non-violence Resistance Approaches, Child Psychology Parent Drop Ins, inter- agency training and extensive digital supports have also been established. Interventions are framed within a context of open access to ensure families who believe they will benefit can seek support timeously. Over 1000 children and young people have been directly supported by a Ren10 resource, 125 of whom were care experienced. A participatory budgeting process ran in autumn 2021 and awarded funding to groups for activities for 12-25 year olds. This has been followed by the #youdecide programme, which generated almost 3,000 ideas from local residents, and a pilot in schools. Launched in August 2021 and hosted by Engage Renfrewshire, Renfrewshire’s first ever Integration Network (IN-Ren) is a monthly forum that supports our ethnically diverse communities to overcome barriers accessing health, employability and other services. It has a growing membership of people from ethnically diverse community organisations and backgrounds. The forum invites practitioners to present on their service, discuss barriers and challenges faced, and find ways to improve how people from ethnically diverse backgrounds can access and navigate what’s available to them. To date, the Network has engaged with Skills Development Scotland, the National Lottery, Renfrewshire HSCP Strategic Planning Group and Renfrewshire Health Improvement on a range of issues, both local and Scotland wide. In June 2022 the network launched the IN-Ren Race Equality Toolkit that supports employers and practitioners in Renfrewshire to better understand the barriers faced by ethnically diverse communities when accessing services and employment. Preparation for the toolkit has been ongoing, particularly in the 6 months prior to the launch. Sponsored by Skills Development Scotland, the toolkit also seeks to inspire action and inform learning to promote race equality. The Page 50 of 138
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HSCP have also provided funding to IN-Ren to enable the co-ordinator to focus on health inequalities. The Alcohol and Drugs Change Programme is making good progress and current activity is focused on recognising and responding to trauma, and on tackling stigma. The projects within the Alcohol and Drugs Change Programme are continuing to progress, including the Trauma Informed and Responsive Renfrewshire Programme, a partnership programme of work to ensure that recognising and responding to trauma is part of every service we deliver. A steering group has been established, and engagement with the Improvement Service and other local authorities has taken place. An initial high-level action plan is currently being developed. Work has also progressed on the Stigma/Language Matters project with a marketing and communications activity plan being developed. There has been a continued drive towards meeting the aims of The Promise for care experienced young people and their families. The Promise Ambassador has been progressing supporting the implementation of The Promise. A large component of this role has been to raise the profile of the Promise through engaging with a wide range of staff teams and partners. Awareness raising sessions have been held to ensure all partners understand what role they play in ensuring that care experienced children and young people are appropriately supported. To support this work further, a set of values have been developed for professionals to #KeepthePromise. Promise Keepers are formally recruited and are responsible for acting as a champion for The Promise, ensuring that the recommendations and priorities remain at the forefront of discussions around service delivery and design. Good progress has been made to establish The Promise Self- Evaluation tool, which will be used to identify areas of best practice that can be shared to encourage partnership learning between staff teams and identify where services require further support to fully implement The Promise. A promise manager post has been jointly funded by Renfrewshire Council and Renfrewshire Health and Social Care Partnership to take responsibility for leading, coordinating and driving delivery of the Promise in Renfrewshire, this post will be hosted by Renfrewshire Council but will operate across the wider Community Planning Partnership to ensure we #KeepthePromise. Renfrewshire Council has continued to support the Connecting Scotland programme, with services across the council applying on behalf of individuals and organisations resulting in 999 devices secured for service users and 1,602 devices for public sector and community-based organisations, to help them access the benefits of getting online. Page 51 of 138
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Our Renfrewshire is safe: Protecting vulnerable people, and working together to manage the risk of harm Community safety partnerships continued to work together to make Renfrewshire a safer place, particularly for its most vulnerable residents. Particular outcomes relate to reductions in youth disorder and antisocial behaviour during the course of the year, continuing the downward trend over a number of years. The Community Safety Hub has continued and enhanced strong partnership working in Renfrewshire. On a daily basis, Police Scotland officers engage in meetings of Renfrewshire Council's Community Safety Partnership Hub. At this meeting, incidents that have occurred over the previous 24 hour period are discussed by several partners to ensure a holistic approach is taken to tackle issues identified such as anti-social behaviour and the support and protection of vulnerable members of the community. Since commencing in March 2021, the Community Safety Service, comprising of Mental Health Nurses has established links with GPs and Link Workers, and worked collaboratively with the Police, Fire and Rescue Service, Social Work, and the CCTV Community Safety Hub. The service collates relevant information and shares this with the relevant Mental Health Services, including Learning Disabilities and Alcohol and Drug Recovery Services to ensure vulnerable adults are identified and offered support as quickly as possible. It also assists at the Drop-in Clinic for Women and Children First to support people by offering low intensity psychological intervention and anxiety management. The service has established working links with Women’s Aid offering a drop-in clinic for staff where referrals are discussed, and support and advice given to staff. Staff from the service provide mental health representation on the Multi Agency Risk Assessment Conference group, sharing information and receiving referrals for individuals who may require support for their mental health. In July 2021 the service began working alongside Housing, Homelessness and Housing Support Services, offering staff the opportunity to refer directly when there are concerns for an individual’s mental health. This provides Housing Services with easier access to Mental Health Services and the ability to access support and advice when required for staff within their teams. The service is also involved as a mental health representative on the HSCP Panel to support housing priority for individuals and has a role in agreeing priority status for housing need. A newly established Renfrewshire Water Safety Group has been developed. A £10,000 donation has been made from Police Scotland’s Partnership Initiative Fund to help procure life-saving equipment for various bodies of water. Officers are also pro-actively engaging with schools and youth groups to provide water safety inputs alongside partners. A number of key strategies have been developed and agreed within the period by partners working across community protection. The Renfrewshire Antisocial Behaviour Strategy 2022-2025 was approved in March 2022. This shared plan between Police Scotland and Renfrewshire Council was developed with a range of statutory, voluntary and community partners and has a comprehensive action plan to help tackle antisocial behaviour. The Financial Harm Strategy was developed and approved by board in March 2022. The Strategy sets out ways partner agencies and communities can work together to prevent financial harm; report it and support those affected. Page 52 of 138
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Scottish Fire and Rescue Service were standing contributors to all partnership forums for COVID governance and oversight such as the weekly Renfrewshire Emergency Management Team Meetings and the Renfrewshire Emergency Management Boards established to update elected members. SFRS were also able to assist in the distribution of vital supplies to the most vulnerable within Renfrewshire through the Community Resilience Action Group (CRAG). Sustainable and connected The climate emergency remains a key priority for the Community Planning Partnership and work is continuing on the Plan for Net Zero, with Phase 1 of the Plan for Net Zero on schedule for completion by Summer 2022. While carrying out the engagement and emissions baselining building blocks to give us a solid evidence base to design and deliver the Plan for Net Zero, Council services and partners have continued to progress broader projects and approaches to reduce emissions and increase efficiencies across a wide range of critical areas in order to progress towards the 2030 target. Particular areas of progress include: • The Climate Change Action Fund has been progressing at pace. To date, £978,000 has been allocated to support 14 projects including expanding the Council’s electric fleet; exploring the feasibility of a large-scale solar farm on the former landfill site in Linwood; developing a local response to ensure resilient town centres; net zero business support; community food growing; and a Community Climate Fund to provide awards to community organisations to develop localised green community projects and initiatives. • Following our residents Climate Survey, a representative sample of respondents formed Renfrewshire’s Climate Panel, which is part of the evidence base for the Plan for Net Zero, with 4 sessions to date (paused for the pre-election period). Engagement has also been undertaken across stakeholders, including traditionally under-represented groups, local organisations, public, private and third sector and community planning partners. • A baseline emissions inventory and trajectory to 2030 has been initially developed for Renfrewshire Council as an organisation as well as Renfrewshire area as a whole. This will help to develop focus areas and prioritise actions in order to reach net zero. • Further stakeholder, business and partner engagement is programmed throughout the remainder of the financial year to support the development of Renfrewshire’s Plan for Net Zero. Renfrewshire’s Net Zero Network, has been established as an informal group of community planning partners and representatives from the business community to offer peer support around climate issues and identify shared areas of focus and potential opportunities for partnership working. • Initiatives in place to assist achieving of carbon reduction targets include the construction of a low carbon district heating network at the AMIDS site, due for completion in summer 2022; linking with regional and national initiatives such as Climate Ready Clyde to progress the Adaptation Strategy for Glasgow City Region; and embedding sustainable procurement in our contracts to improve the social, environmental and economic wellbeing of our own area with a particular focus on reducing inequality whilst actively contributing to the Council’s net zero goal. Page 53 of 138
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• Increased publicly available EV chargers is being rolled out across Renfrewshire with 72 public charging bays currently in Renfrewshire and a further 54 charging bays planned in 2022. Charging points have been added at Castle Semple Visitor Centre Lochwinnoch, Johnstone Town Hall, Montrose Care Home in Foxbar and various Council owned car parks across Renfrewshire and additional charging infrastructure has been installed at the Underwood Road and Robertson Park depots. Locality Plans The Our Renfrewshire Locality Plan identified as its focus the 9,000 people in Renfrewshire who live in areas that are within the 5% most deprived in Scotland, as defined by the Scottish Index of Multiple Deprivation (SIMD). This population is located in small areas within the larger communities of Paisley Ferguslie Park, Gallowhill, Seedhill, Foxbar, Johnstone South West and Linwood South areas. The latest version of the Scottish Index Of Multiple Deprivation (SIMD) was published in January 2020. Fewer of Renfrewshire’s data sones were in the 20% most deprived in Scotland in 2020 compared to 2016; 54 in 2020, 61 in 2016. Out of Renfrewshire’s 225 datazones (the small areas that Scotland is divided into for SIMD ranking purposes), 138 (61%) improved their ranking in 2020 compared to 2016. The number of people in Renfrewshire identified as being employment deprived, income deprived or health deprived fell, although housing deprivation and access deprivation stayed the same. Seven Local Partnerships have established across Renfrewshire, with each Local Partnership including in its membership local councillors, community councillors and leading local groups. The seven Local Partnership areas are: Erskine, Inchinnan, Bishopton and Langbank; Gleniffer; Johnstone and Linwood; Paisley East; Paisley North, West and Central; Renfrew; and The Villages. The Local Partnerships have all identified a set of Local Priorities for the area, and work is underway to develop these into Local Action Plans alongside other emerging locality plans and priorities. Governance Renfrewshire Community Planning Partnership revised its governance arrangements in 2016 in order to reflect the requirements of the Community Empowerment Act (Scotland) 2015 and changes that have emerged over years to partnership working structures in Renfrewshire. The main partnership groups that drive forward the delivery of the Community Plan are: Economic Leadership Panel – This group informs Renfrewshire’s Economic Framework, with members across the private and public sector, with a strong focus on Renfrewshire’s business community. Health and Social Care Strategic Planning Group – This group is part of the Health and Social Care Partnership’s governance arrangements, and reports directly to the Health and Social Care Integrated Joint Board. Page 54 of 138
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Community Protection Chief Officers Group – This group brings together the Chief Officers of organisations across Renfrewshire with public protection role. Connected to this, there is also a Member Officer Group’ which brings together elected members and key officers, and has a scrutiny role. Improving Life Chances Board – This is a new group which will be established to take forward partnership work around life chances and inequalities. Forum for Empowering Communities – This group provides a key link between the Community Planning Partnership, the third sector in Renfrewshire, and our communities. Community Planning Partnership Executive Group, chaired by the Chief Executive of Renfrewshire Council and comprised of Chief Executive level officers across the Partnership. Community Planning Partnership Oversight Group chaired by the Leader of Renfrewshire Council, and comprising conveners of the Council’s policy boards and a member of the Opposition Group Page 55 of 138
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Appendix 1. Our Renfrewshire Performance 2021/2022 Outcome 1: Our Renfrewshire is thriving Maximising economic growth, which is inclusive and sustainable Performance Indicator 18/19 19/20 20/21 21/22 Target Direction of travel Status Comment Value Value Value Value 1.1 Percentage of Renfrewshire population (16-64) 64.3% 65.20% 64.2% Data not available Data only The source data from NOMIS will not be available until the end of December 2022, however NRS mid- year population estimates for 2021 state that 64.2% of the Renfrewshire population is of working age, therefore suggesting that this is likely to remain static. Source: Nomis 1.2 Local spend at events £3,197,677.00 £2,433,292 £0 £450,000 £2,250,000.00 A hybrid programme was designed and delivered for events in the latter half of 2021 with a combination of in-person and online events celebrating our traditional events of Sma’ Shot Day, The Spree, Paisley Halloween Festival, Christmas celebrations and Remembrance services. The in-person events delivered in the winter season of 2021 attracted over 30,000 visitors and gave a combined economic impact and local spend boost of over £450k to the Renfrewshire economy. Source: Renfrewshire Council 1.3 Affordable housing completions 127 195 124 170 127 The affordable new build housing programme involves both Council and Housing Association developments across a range of sites in Renfrewshire. Due to the impact of the COVID-19 pandemic some developments were delayed. The Council along with the Housing Associations active in Target achieved Warning Data only Improvement Deterioration No change Page 56 of 138
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Performance Indicator 18/19 19/20 20/21 21/22 Target Direction of travel Status Comment Value Value Value Value Renfrewshire and the Scottish Government continue to work in partnership to deliver affordable housing across Renfrewshire and to ensure that delivery exceeds the target next year. Over 450 new affordable homes are now expected to be completed in 2022/23. Source: Renfrewshire Council 1.4a Opportunities to see or hear something positive about Paisley and Renfrewshire as part of Paisley is destination brand. 314,000,000 (Indicators 1.4a and 1.4b were combined until 2020/21) 335,000,000 (Indicators 1.4a and 1.4b were combined until 2020/21) 160,185,805 314,041,621 240,000,000 Overall OTSH something positive has increased in 2021/22 from the previous year and has exceeded the target. This is due to the easing of restrictions and the re-opening of Renfrewshire to tourism. Source: Renfrewshire Council 1.4b Opportunities to see or hear something positive about Renfrewshire Council activity 77,513,670 371,061,673 125,000,000 Overall OTSH something positive about Renfrewshire Council has increased compared to previous year, this is due to coverage returning to normal during covid recovery and a change to the measurement of circulation figures for online media reach. Source: Renfrewshire Council 1.5 Private housing completions 784 612 751 Data not available 500 Private housing completions are monitored in an annual Housing Land Audit. The 2022 audit will be complete by the end of December 2022 which will record completions for the period 2021/22. Source: Renfrewshire Council 1.6 Number of vacant retail units in Paisley Town Centre 62 Data not available Data not available Data not available 66 It was not possible to undertake the annual town centre audit due to COVID-19 restrictions. In addition, a number of businesses are currently closed or are operating at reduced hours, so any survey of the town centre would not provide an accurate measure of vacancy rates. A full survey is planned for 2023/24. Source: Survey of Paisley Town Centre Page 57 of 138
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Performance Indicator 18/19 19/20 20/21 21/22 Target Direction of travel Status Comment Value Value Value Value 1.7 % participation for 16-19 years old per 100 in education training and employment. 91.7% 92.4% 93% Data not available Data only The figure for this indicator is derived from the Local Government Benchmarking Framework indicator CHN21 '% participation for 16–19-year-olds'. The percentage of 16–19-year-olds in Renfrewshire participating in education or training in 2020/21 was 93%, compared to the Scotland average of 92.2%. This represents an increasing trend in participation rates from previous years. The data for 2021/22 will be released in 2023. Source: Local Government Benchmarking Framework 1.8 Median weekly earnings for full- time employees: Living in Renfrewshire £587.00 £626.90 £627.10 £663.20 Data only The median weekly earnings for those living in Renfrewshire continues to increase year on year. Source: Nomis 1.9 Median weekly earnings for full- time employees: Working in Renfrewshire £523.50 £536.10 £534.90 £613.00 Data only The median weekly earnings for those working in Renfrewshire has increased for the second year, however in 2021/22 this is £50.20 per week less than for those living in Renfrewshire. Source ONS: Employee Earnings in the UK 1.10 Employment in cultural and creative sectors 2,675 2,660 2,615 Data not available Data only The data for 2021/22 will be available in December 2022. Source: Scottish Government 1.11 Employment in the manufacturing sector 9,000 8,000 8,000 Data not available Data only Latest available data was in 2020, the root source of this comes from the ONS annual business register and employment survey. Source: Nomis 1.12 Overall Employment Rate 75.4% 76% 76.3% 76.2% Data only The percentage of people in employment has slightly reduced for the second year, however the most recent figures between July 2021 and June 2022 highlight the percentage increased to 77.4%. Page 58 of 138
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Performance Indicator 18/19 19/20 20/21 21/22 Target Direction of travel Status Comment Value Value Value Value Source: Nomis 1.13 Employment rate 50+ 41.1% 44.80% 41.3% 41.6% Data only There is a slight increase in the rate of employment for those who are 50+ years of age. Source: Nomis 1.14 Employment rate of disabled people 45.0% 57.4% 45.1% 47.40% Data only Note: Reweighting of mid-year population estimates in March 2019 may have impacted the figures for that year. Source: Nomis 1.15 Gross Value Added (£millions) 3,505.9 3,652.8 Data not available Data not available Data only Two year time lag for data to be released. Source: Scottish Annual Business Statistics 1.16 Number of VAT / PAYE registered businesses in Renfrewshire 4,575 4,645 4,675 4,720 Data only The number of VAT/PAYE registered businesses in Renfrewshire continues to rise year on year. Source: Nomis Supporting the wellness and resilience of our citizens and communities Target achieved Warning Data only Improvement Deterioration No change Outcome 2: Our Renfrewshire is well Page 59 of 138
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Performance Indicator 18/19 19/20 20/21 21/22 Target Direction of travel Status Comment Value Value Value Value 2.1 Percentage of long-term care clients receiving intensive home care 28% 27% 29% 29% 30% The percentage has remained static at 29% over the past two years. Source: RHSCP Scorecard 2.2 Number of acute bed days lost to delayed discharges 6,085 9,221 8,759 9,117 Data only Renfrewshire continues to perform extremely well both nationally and across NHS GGC Health Board area with the monthly bed days lost rate per 100,000 of the population. For the financial year 2022/23 to date showing an improvement on the average rate for the previous 4 years (excluding 2020/21). Within a national context for the 2022/23 financial year as at September 2022, Renfrewshire is the highest performing HSCP for bed days to standard delays with a rate of 706 days lost per 100,000 compared to a Scotland rate of 5,265.9 days lost per 100,000. However, due to the health and social care system pressures, when required, the HSCP will take steps to address care at home capacity issues which, includes the usage of short-term placements in care homes and extra care housing units while supported people wait for home care services to become available. Early discussions are undertaken with patients and families, and all decisions are made on solid clinical grounds in order to ensure the most appropriate care for people. Source: Public Health Scotland 2.3 Percentage of adults supported at home who agree that they are supported to live as Data not available 67% Data not available 62% Data only The results are extracted from the Scottish Health and Care Experience Survey which is a postal survey which was sent to a random sample of people registered with a GP and is undertaken every 2 years. Page 60 of 138
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Performance Indicator 18/19 19/20 20/21 21/22 Target Direction of travel Status Comment Value Value Value Value independently as possible. Source: The National Health and Care Experience Survey 2.4 Percentage of homecare clients aged 65+ receiving personal care 99% 99% 99% 99% Data only This indicator has remained static for a number of years at 99%. Source: Renfrewshire HSCP 2.5 Child and adolescent mental health - % of patients seen within 18 weeks 82.5% 66.7% 70.1% 58.8% 80% For initial assessment, there has been a decline in the % of patients seen within the 18-week target for the Child and Adolescent Mental Health Service (CAMHS) (Outcome 3) from 70.1% at March 2021 to 58.8% at March 2022. The service has not recovered to the level of performance reported in March 2021 due to a number of factors: • The demand for emergency and urgent care is at an unprecedented high and must be prioritised • There are considerable staffing pressures within the service, due to a combination of vacancies and long term sickness. • The continued impact of social distancing has reduced the number of face to face appointments available. The nature of this work requires good acoustics and visuals, and current digital solutions/remote working do not always meet the needs of service users. In addition, some families do not have access to the technology required to access remote assessments. More recently, a CAMHS Service Improvement Plan has been developed and is monitored on a Page 61 of 138
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Performance Indicator 18/19 19/20 20/21 21/22 Target Direction of travel Status Comment Value Value Value Value weekly basis, the most recent data reflects that 95% of patients are seen within 18 weeks. Source: Renfrewshire HSCP 2.6 Percentage of patients who started treatment within 18 weeks of referral to Psychological Therapy 94% 93.3% 86.8% 90.9% 90% The % of patients who started treatment within 18 weeks of referral to Psychological Therapies has seen an increase in performance from 86.8% in March 2021 to 90.9% at March 2022. This performance measure has moved from Amber to Green status despite a slight increase in referrals (2.2%) for 2021/22 compared to 2020/21. This could potentially be attributed to a reduction in staffing turnover in the Community Mental Health Team combined with the recruitment of a Consultant Psychologist covering maternity leave. Source: Renfrewshire HSCP 2.7 Percentage of people participating in 150 minutes of moderate physical activity per week No data available No date available No data available No data available Data only The survey usually takes place every three years, however due to the pandemic it was postponed to 2022. The fieldwork has concluded, and it is envisaged that the results will be published in April 2023. Source: NHS GGC Health and Wellbeing Survey 2.8 The gap between minimum and maximum male life expectancy in the communities of Renfrewshire 14.97 14.28 17.41 18.97 Data only The latest figure reflects the period for 2016-20 and is described using the mid-point date which is 2018. The latest figure is a gap of 18.97 years. A drop in male life expectancy in Paisley North West to 65.79 has resulted in the increased gap in life expectancy. Source: ScotPHO 2.9 Child Healthy 78.12% Data not 68.60% Data not Data only The data for 2020/21 also highlights that 15% of Page 62 of 138
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Performance Indicator 18/19 19/20 20/21 21/22 Target Direction of travel Status Comment Value Value Value Value Weight in P1 available available P1 children are at risk of being overweight and 15.8% at risk of obesity. Source: Public Health Scotland 2.10 % of adults who smoke 18.7% (2018) 18.5% (2019) Data not available Data not available Data only The data is drawn from the Scottish Health Survey (SHeS) and the Scottish Surveys Core Questions (SSCQ) and are based on adults aged 16 years and over. Renfrewshire is ranked 20th of the 32 local authorities. Source: ScotPHO 2.11 Suicide rate (per 100,000) 11.3 10.4 9.9 11.2 Data only Figures released on 2 August note Renfrewshire’s age-sex standardised suicide rate per 100,000 between 2017 and 2021 as 11.2 (Scottish average is 14.4). It was anticipated that deaths by suicide would increase due to the pandemic. Data issued recently has shown that there has been a slight increase in suicides within Renfrewshire. In 2020 / 2021 there were 22 suicides and in 2021 / 2022 there were sadly 25, an increase of three. Renfrewshire HSCP Choose Life Service Co- ordinator developed a suite of ‘A Conversation about’ sessions, which includes topics such as mental health, anxiety, depression, psychosis, suicide and staying safe, self-harm and Applied Suicide Intervention Skills Training. A new Suicide Prevention Strategy Group will be established early in 2023 which will implement local actions to meet the recommendations of the Scottish Government's suicide prevention strategy ‘Creating Hope Together’ Page 63 of 138
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Performance Indicator 18/19 19/20 20/21 21/22 Target Direction of travel Status Comment Value Value Value Value Source: ScotPHO 2.12 Emergency hospital admissions as a result of an unintentional injury, adults aged 15 and over 1746 1929 1818 No data available Data only Data will be available in 2023 Source: ISD, NHS Scotland 2.13 New % of people who describe their general health as good or very good over the last year Data not available Data not available Data not available Data not available Date only The survey usually takes place every three years, however due to the pandemic it was postponed to 2022. The fieldwork has concluded, and it is envisaged that the results will be published in April 2023. Source: NHS GGC Health and Wellbeing Survey 2.14 New % of people from the 15% most deprived communities who describe their general health as good or very good over the last year Data not available Data not available Data not available Data not available Data only Page 64 of 138
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Outcome 3: Our Renfrewshire is fair Addressing the inequalities which limit life chances Performance Indicator 18/19 19/20 20/21 21/22 Target Direction of travel Status Comment Value Value Value Value 3.1 % of adults who agree with the statement “I am satisfied with my neighbourhood as a place to live”. 84.6% Data not available 75% 82% 85% The percentage of adults who agree with the statement has increased by 7%, however this remains below target. Source: Public Services Panel (Dec 2021) 3.2 Average time from household presenting themselves as homeless to completion of duty (number of weeks) 23.97 23.27 25 22.25 23 Despite the challenges of providing accommodation during COVID-19 restrictions, this indicator only saw a marginal increase, and it is anticipated that performance will have continued to be better than the national average. It is likely that 2021/22 will present further challenges in meeting the needs of those who are homeless during the COVID-19 recovery, and the target is being reviewed. Source: Renfrewshire Council’s HL returns 3.3 Reduce the estimated prevalence of problem drug use amongst 15-64 year olds (percentage of Data not available Data not available Data not available Data not available Data only This data is provided every three years – the 2015/16 data was published in March 2019.The estimates are based on a long-standing case definition, and no previous attempt has been made to systematically estimate the prevalence of drug use in a way that captures the use of Target achieved Warning Data only Improvement Deterioration No change Page 65 of 138
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Performance Indicator 18/19 19/20 20/21 21/22 Target Direction of travel Status Comment Value Value Value Value total population age 15-64) other substances such as cocaine, amphetamines and cannabis. Therefore, a review was undertaken which demonstrating the feasibility and limitations of estimating prevalence for a wider definition of drug types and makes recommendations for future prevalence studies based on the experience of this work using 2015/16 data. Source: Scottish Government 3.4 % of School leavers in a positive destination 95% 94% 97% Data not available 95% The percentage of 2020/21 leavers entering a positive destination has increased from previous years. Renfrewshire is ahead of both the national figure and the virtual comparator in this measure - both comparators have also increased since the previous year. The majority of our school leavers went into higher education. The figure this year was 49%, above the national average of 44%. A further 23% of leavers went to further education, with 22% went into employment, after a drop to 17% in the previous year; indicating an economic recovery. The 2021/22 data will become available in early-2023. Source: SQA Insight website. 3.5 Average total tariff score of all school leavers in Renfrewshire 923 990 1,115 Data not available 931.5 The average total tariff score increased considerably between 2019/20 and 2020/21 cohorts, representing an increasing 5-year trend in the attainment of school leavers. The 2021/22 data will become available in early-2023. Source: SQA Insight website. 3.6 Percentage Point Gap in % Pupils Achieving Expected 12% Data not available Data not available Data not available 10% The 2021 data collection did not include secondary attainment therefore there isn't a comparable figure available. The 2021/22 data Page 66 of 138
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Performance Indicator 18/19 19/20 20/21 21/22 Target Direction of travel Status Comment Value Value Value Value Level for their stage in Literacy between pupils living in 30% Most Deprived areas and those living in 70% Least Deprived Areas (SIMD) will become available in early-2023. Source: SQA Insight website. 3.7 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) 10% Data not available Data not available Data not available 9% The 2021 data collection did not include secondary attainment therefore there isn't a comparable figure available. The 2021/22 data will become available in early-2023. Source: SQA Insight website. 3.8 Percentage of people rating their neighbourhood as a place to live (Renfrewshire): Very good 64% 53% Data not available at a local level Data not available Data only Although not directly comparable, in Renfrewshire’s Public Services Panel (Winter 2020/21) respondents were asked if they were satisfied with their neighbourhood as a place to live – 32% ‘agreed strongly’. In March 2020, fieldwork in relation to the Scottish Household Survey was suspended in response to the Covid-19 pandemic. Only a small proportion of the 2020 survey had been completed. The approach was adapted, and the remainder of the 2020 survey fieldwork was carried out using telephone interviewing. Due to the small sample size the results were not broken down to a local level. Source: Scottish Household Survey Page 67 of 138
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Performance Indicator 18/19 19/20 20/21 21/22 Target Direction of travel Status Comment Value Value Value Value 3.9 Percentage of people rating their neighbourhood as a place to live (Renfrewshire): Fairly good 30% 42% Data not available at a local level Data not available Data only Although not directly comparable, in Renfrewshire’s Public Services Panel (Winter 2020/21) respondents were asked if they were satisfied with their neighbourhood as a place to live – 49.5% ‘tended to agree’. In March 2020, fieldwork in relation to the Scottish Household Survey was suspended in response to the Covid-19 pandemic. Only a small proportion of the 2020 survey had been completed. The approach was adapted, and the remainder of the 2020 survey fieldwork was carried out using telephone interviewing. Due to the small sample size the results were not broken down to a local level. Source: Scottish Household Survey 3.10 Cultural participation rate for people in the most deprived 20% of Communities 59% 71% Data not available at a local level Data not available Data only In March 2020, fieldwork in relation to the Scottish Household Survey was suspended in response to the Covid-19 pandemic. Only a small proportion of the 2020 survey had been completed. The approach was adapted, and the remainder of the 2020 survey fieldwork was carried out using telephone interviewing. Due to the small sample size the results were not broken down to a local level. Source: Scottish Household Survey 3.11 Number of people living in 5% most deprived areas Data not available Data not available 9505 (5.4%) Data not available Data only For context, for SIMD 2016 this was 8911 (5.1%). Scottish Index of Multiple Deprivation 2020 (SIMD) 3.12 Breastfeeding at 6-8 weeks in most 17.7% 16.7% 23.3% Data not available 19.9% Although the target has been exceeded, the percentage has taken a slight dip according to Page 68 of 138
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Performance Indicator 18/19 19/20 20/21 21/22 Target Direction of travel Status Comment Value Value Value Value deprived areas (Dec 21-21.7%) the most recent figures available in December 2021. Source: IJB Scorecard 2020/21 3.13 Drug related hospital stays per 100,000 population 219.8 303.35 246.79 Data not available 170 The 2021/22 data will become available in October 2023. Source: Public Health Scotland 3.14 Rate of alcohol- related hospital stays per 1,000 population 8.7 7.2 6.3 Data not available 8.9 Although the data for 2021/22 is not yet available, the rate of hospital stays in the previous three years highlights year on year reductions which are below the target. Source: IJB Scorecard 2021/22 3.15 Qualifications NVQ4 and above % of Population 16-64 years 40.5% (2018) 45.1% (2019) 50.3% (2020) 50.4% (2021) Data only There has been year on year increases in the population who have an NVQ 4 equivalent or above - HND, Degree and Higher Degree level qualifications or equivalent. Source: Nomis 3.16 Number of people registering to volunteer 1,148 1,062 842 602 Data only There was a decrease in number of volunteering registrations due to COVID. Source: Engage Renfrewshire 3.17 Number of people placed in volunteering positions 988 798 Data not available 498 Data only The digital volunteer management system Engage Renfrewshire (implemented in March 2020) allows for organisations to advertise and manage their roles themselves. This following figure reflects the ‘Number of People Who have Applied to Volunteering Roles’ during this period: 143 A secondary system is utilised to record the number of young people who have received a Saltire Award for volunteering within this period. The following figure reflects this: 355 Source: Engage Renfrewshire Page 69 of 138
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Outcome 4: Our Renfrewshire is safe Protecting vulnerable people, and working together to manage the risk of harm Performance Indicator 18/19 19/20 20/21 21/22 Target Direction of travel Status Comment Value Value Value Value 4.1 Number of incidents of anti- social behaviour reported to Renfrewshire Council Community Safety Service 1,711 1,667 1,662 1,586 1,800 The 2021/22 total of 1586 incidents represent a 4.6% reduction overall in comparison to the 2020/21 total and continues the annual trend of reducing numbers of these types of incidents being reported. This is the fourth consecutive year that these reductions have been witnessed and is particularly encouraging this year as the recent lifting of the majority of Covid restrictions has not resulted in an increase in incidents which may otherwise have been anticipated. Source: Renfrewshire Council Community Safety Partnership Hub 4.2 Percentage of adults who agree that Renfrewshire is a safe place to live. 84.6% Data not available 75% Data not available 85% It should be noted that the Public Services Panel in 2020/21 was carried out within the second Covid- 19 lockdown, and it is possible this has influenced how safe people felt at this time. Source: Public Service Panel 4.3 Number of complaints regarding youth disorder 284 499 307 248 740 The number of complaints regarding youth disorder has significantly reduced to the lowest level since 2018/19. Source: Renfrewshire Council Community Safety Target achieved Warning Data only Improvement Deterioration No change Page 70 of 138
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Performance Indicator 18/19 19/20 20/21 21/22 Target Direction of travel Status Comment Value Value Value Value Partnership Hub 4.4 % of new unpaid work orders / requirement complete by the required date 76% 74% 91% 90% 72% Although the number of work orders/requirements being completed has significantly increasing during 2020/21 and 2021/2, this could be due to the reduced number of cases being heard by the Court Services as a result of the pandemic. Work is underway by the Court services to address their significant backlog. The number of new orders imposed has increased throughout the year and the service has continued to prioritise workloads and deliver unpaid work activity in accordance with safe working guidelines. 4.5 Rate of Home Fire Safety Visits per 1,000 dwellings 20 Data not available Data not available Data no longer being collated Data only The indicator is no longer being collected by Fire and Rescue Scotland Source: Fire and Rescue Scotland 4.6 Total number of reported incidents of domestic abuse 2,147 2,260 2,081 2,011 2,300 The number of reported incidents of domestic violence reduced during 2021/22. Source: Police Scotland 4.7 Number of reported hate crimes 159 152 223 218 Data only The number of reported hate crimes peaked in 2020/21 with a reduction in 2021/22. Source: Police Scotland Page 71 of 138
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Outcome 5: Community Planning Partnership which is sustainable and connected Performance Indicator 18/19 19/20 20/21 21/22 Target Direction of travel Status Comment Value Value Value Value 5.1 Total CO2 emissions (tonnes) from public buildings 14,711 13,763 13,549 12,985 24,885 The 2021/22 total CO2 emissions for public buildings was 12,985 tonnes. The breakdown is: Electricity 4,623 / Gas 8,274.3 / Water 87.3 Source: Renfrewshire Council 5.2 Percentage of people who agree with the statement “I can influence decisions” 18% 11% 2019 latest data Data only In March 2020, fieldwork in relation to the Scottish Household Survey was suspended in response to the Covid-19 pandemic. Only a small proportion of the 2020 survey had been completed. The approach was adapted, and the remainder of the 2020 survey fieldwork was carried out using telephone interviewing. Due to the small sample size the results were not broken down to a local level. Q5.2 was asked as part of the Public Services Panel questionnaire in Winter 2020/21 and the response was 23%, although this cannot be directly compared to the Scottish Household Survey. Similarly, Q5.3 was asked as part of the Public Services Panel in Winter 2020/21 and again in Spring 2022, the responses were 93% and 90% respectively. Source: Scottish Household Survey 5.3 Percentage of people with home internet access (Renfrewshire) 2018 – 89% 2019 – 81% 2019 latest data Data only Target achieved Warning Data only Improvement Deterioration No change Page 72 of 138
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1. What action has been taken at a local level to improve community participation and collaboration between partners since the requirements of the 2015 Act came into force? Can you provide examples of success? Partnership working in Renfrewshire has been a key strength for a number of years, as partners have worked collectively to tackle the inequalities across Renfrewshire’s communities. In 2017, partners agreed new community planning governance arrangements in order to strengthen opportunities for collaboration across sectors, principally by streamlining existing thematic groups. This included the Strategic Planning Group which engages community and voluntary groups in the development and deliver of services related to health improvement. An example of success has been the funding by Renfrewshire HSCP of third sector groups to develop activities to address priorities identified by the Strategic Planning Group. This has resulted in a coordinated programme of very local projects being established that directly meet need in specific areas. A Forum for Empowering Communities has also been established which puts the contribution of the community and voluntary sector in Renfrewshire on an equal footing with other community planning groups. The Forum is chaired by the Chief Executive of Engage Renfrewshire (Renfrewshire’s Third Sector Interface) and has successfully increased the role and influence of the third sector in developing solutions to community issues in Renfrewshire. In addition, Local Partnerships were also introduce in 2019 to provide the community with the opportunity to have their say on local issues and make a difference to their local area. Seven Local Partnerships involving both councillors and local community members have responsibility for allocating a budget of around £600,000 (£627,810 in 2022/23 due to carry forward) to local community groups, including through a youth-led Participatory Budgeting process. There is a direct link between Renfrewshire-wide community planning priorities, Local Partnership priorities and awards made to local groups provide activity. The principle of community empowerment is at the heart of this process. During and following the pandemic, relationships and partnerships have continued to develop and strengthen also at a locality level around specific initiatives, building on the neighbourhood hub and locality working that took place during the pandemic. There is a strong and well developed network of community and third sector organisations in Renfrewshire. A specific recent example, around encouraging community participation has been in relation to the Net Zero agenda. Renfrewshire Council agreed a 2030 net zero target for the authority area in 2019, with the Council contributing around 2-3% of carbon emissions. A collaborative approach is therefore essential to working towards the net zero target and we have taken a Page 73 of 138
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grassroots approach to our local Plan for Net Zero including the formation of Renfrewshire’s Climate Panel, made up of a representative sample of residents in order to assist the design and delivery of Renfrewshire’s Plan for Net Zero, including the development of the key themes and priority areas. 2.What progress has your CPP made in tackling inequalities since the 2015 Act? To what extent has your CPP adopted a preventative approach in seeking to tackle inequalities? Can you provide examples of success? How are you responding to the current cost-of-living crisis? As highlighted in the response to Question 1, strong partnership working arrangements have been in place for many years in Renfrewshire, with a clear focus on working together to tackle poverty and inequality in Renfrewshire. Partners supported Renfrewshire’s Tackling Poverty Commission over the past decade, and have worked together to deliver a range of initiatives and programmes linked to for example attainment, money advice, health and wellbeing and employability, many of which are now part of core mainstream service delivery through subsequent changes to national policy arrangements and funding. There are a range of specific examples which can also be provided in terms of partnership working which is focused on early intervention and prevention: - Renfrewshire Alcohol and Drugs Commission and Change Programme which is delivering a £2m+ programme with community planning partners to support people and communities impacted by alcohol and drugs across Renfrewshire. A particular focus of the programme is to reduce levels of harm through early intervention and prevention. - Local partners have worked successfully to improve community safety, implementing a daily tasking model, working to reduce anti-social behaviour and to reduce levels of financial harm - Diversity Equality Alliance Renfrewshire (DEAR) is a sub group of the Forum for Empowering Communities which builds awareness of community planning partners of the needs of different groups within the Renfrewshire community and their contribution to developing an inclusive community with equality at its heart. Currently, Engage Renfrewshire, working in collaboration with Renfrewshire Health and Social Care Partnership and the Council, hosts a National Lottery-funded post to establish an Integration Network for newer communities in Renfrewshire to have their needs identified and effectively addressed. The pandemic and the subsequent cost of living crisis have further strengthened these arrangements. During the pandemic partners undertook a community impact assessment to understand the impact of COVID on communities and groups across Renfrewshire. Partners Page 74 of 138
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developed an immediate social renewal plan in response, with a key focus on supporting people experiencing increased financial insecurity and poverty. Partners have continued to build on this approach through the cost of living crisis and are working to bring together all of the existing thinking, activity and funding together around poverty and inequality into one Fairer Renfrewshire programme. We have introduced a number of supports and activities with partners to increase support to local people and families, including targeted advice, new hardship payments and grants for low income households and families and a new Winter Connections programme of activities with community groups and organisations. With a strong focus on collective impact, partners have been working to refresh our 10 year Community Plan (Local Outcomes Improvement Plan) and have identified on three key priority areas for the remainder of the plan: - Supporting low income families - Tackling health inequalities and - Addressing the climate emergency 3.How have Local Outcomes Improvement Plans and locality plans reduced inequalities? Can you provide examples? Local Outcomes Improvement Plan provide an opportunity for partners to commit to shared priorities and set out how bodies will work together to address these. There is always a risk in terms of interpreting the guidance, that partners should seek to describe all of the activity being undertaken, however in Renfrewshire we have shifted our focus to really drive collective impact by identifying three key areas of focus and 12 actions which will be progressed jointly. These have been agreed and published in our refreshed Community Plan (Local Outcomes Improvement Plan). In the initial phases of our Community Plan which was approved in 2017, a number of specific priorities were identified which were progressed and which provided strong foundations for being able to work together to support local people and communities through the pandemic, and subsequently through the cost of living crisis. An example of an early intervention approach which has been progressing successfully, is the Renfrewshire Alcohol and Drugs Commission. This was an independent commission sponsored by community planning partners, who through a strategic needs assessment, had identified the requirement to fully assess the impact of alcohol and drugs across Renfrewshire. This was a listening Commission which involved over 200 local people, staff and stakeholders, culminating in a report which was published in 2020. A Change Programme has been established in response in partnership with the HSCP, and we are progressing an extensive programme of development supported through a range of partnership resources, including £2m of funding allocated by Renfrewshire Council. Our local approach in terms of the development of locality plans has been impacted by the pandemic and our capacity as partners to progress this area of activity, and we are aiming to put into place additional resources to support our Local Partnerships to develop locality plans during 2023. A much stronger focus on locality working and relationships developed during the pandemic, and will provide solid foundations upon which to build our approach to engaging at locality level in Renfrewshire going forward. Page 75 of 138
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4. What are the. challenges faced by CPPs to the effective planning and delivery of their outcomes? How has the Act changed how community planning partners deliver their services? A key challenge for all local community planning partners in recent years has been the capacity to progress key strategic priorities given the significant focus on responding to the “here and now” that has been required as a result of the pandemic and the subsequent cost of living crisis. There has undoubtedly been an impact on some of the gains that may have been achieved over the past 5-10 years. However, what has been delivered has embodied community planning in action. Over the last few years, partners in Renfrewshire have been able to build on and strengthen existing partnership working and relationships, have renewed focus on key local priorities and have developed in-depth knowledge of local communities and needs throughout and following the pandemic through local community impact assessments. Going forward financial constraints are likely to be much more prevalent in local discussions, as all partners work to manage the cost and demand pressures which are continuing to escalate. Partnerships may therefore continue to experience challenges in terms of finding the capacity and resources to focus efforts on early intervention and reducing inequalities across communities, whilst responding to immediate needs of local people, families and businesses. There are also emerging issues in terms of workforce development and the sustainability of the third sector. It is important that national policy and funding is aligned in order that partners can continue to focus on shared priorities, rather than being required to deliver on different priorities and objectives that will not deliver the most value or impact at a local level. 5. What role did your CPP have in the response to the Covid-19 pandemic? What has the legacy of the pandemic been to approaches to community planning? As outlined elsewhere in response, partners worked very closely during the pandemic to understand and respond flexibly to the needs of local people, businesses and communities. A range of immediate responses were put into place to support those most vulnerable, including the development of neighbourhood hubs which allowed the collective resources of partners to be used in a targeted way. Local third and community sector organisations played a key role in delivering this support at a locality level, and much stronger working relationships have been developed as a result across sectors. Partners undertook a community impact assessment to better understand the need of local communities and to ensure that partners were focused on delivering support where it was needed most. This was used to develop a partnership Social Renewal Plan which confirmed the partnership’s key initial priorities to support recovery from the pandemic. Page 76 of 138
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Over the past 12 months and in light of the cost of living crisis, partners have been building on this approach and have been working on a new Fairer Renfrewshire Programme which will aim to tackle poverty and inequality across Renfrewshire. A refreshed Community Plan with refined priorities has also been developed. A key legacy of the pandemic has been the sharpening of focus on local priorities and the strengthening of partnership relationships across all sectors. 6. Does the existing guidance for Community Planning Partnerships need to be updated? Community Planning Partnership guidance remains relevant as it stands. Reinforcing messages about the commitment and accountability required of all community planning partners would help to reaffirm commitment. Conversations about how this can be achieved at national and local level could help re-energise individual partners’ commitment to Community Planning Partnerships 7.How does community planning align with other strategies and planning requirements? There is strong local alignment between the Community Plan and the key strategic plans of partners. This includes the Council Plan, Local Policing Plan, Integrated Joint Board Strategic Plan, our Local Net Zero Plan and a range of other plans, strategies and processes. Partnership colleagues from national agencies are involved in the development of these plans and ensure that these reflect national priorities also. There can be issues where the timeframes adopted for each of these plans do not necessarily align. For example, many of the partners within the CPP have their organisational and sectoral climate change plans, and the target date for reducing emissions may all be slightly different. Partners work through this pragmatically and remain focused on the overall collective impact that can be achieved regardless of having different administrative processes and deadlines. 8 Do partners in your CPP contribute resources to enable the delivery of outcomes? Partners engage in all meetings and development sessions, and in separate workstreams and discussions as required to discuss the deployment of resource. Partners have submitted joint funding bids as and when is appropriate, and have aligned activities and resources to support delivery of key projects and initiatives. There has been limited pooling of financial resources at this time, other than contributions in kind. An exception to this would be Renfrewshire’s Alcohol and Drug Change Programme where national and local funding has been used across partners to develop new local approaches to alcohol and drug issues in Renfrewshire. Page 77 of 138
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9. Whether inclusion as a planning partner has changed the way your organisation works, spends its budget and makes decisions? Partners in Renfrewshire are committed to the community planning process and are engaged at every level of the governance arrangements in place. There are examples of partners developing new approaches and working innovatively with partners to implement the provision of the Act. The Council has for example allocated resources to support organisations to proceed with asset transfers, developed local approaches to participatory budgeting and also local decision making through Local Partnerships. There is evidence from partners that community planning process supports greater engagement and more informed decision making within each organisation also. The Community Empowerment (Scotland) Act 2015 has been a key milestone in developing and deepening community planning. 10 Does the statutory membership of Community Planning Partnerships need revisiting? The statutory membership of Community Planning Partnerships could include Public Health Scotland. While not statutory bodies that can be compelled to be community planning partnership members, consideration should be given to inclusion of Third Sector Interfaces in community planning partnerships. It may also be valuable to consider how the voices of people with lived and living experience inform the work of partnerships. Page 78 of 138
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___________________________________________________________________ To: Leadership Board On: 22 February 2023 ___________________________________________________________________ Report by: Chief Executive ___________________________________________________________________ Heading: Alcohol and Drugs Change Programme Update ___________________________________________________________________ 1. Summary 1.1 This report provides the Leadership Board with an update on the progress of the Alcohol and Drugs Change Programme which was established following the publication of the Renfrewshire Alcohol and Drugs Commission final report in December 2020. 1.2 The report set out 27 recommendations to be progressed by partners, and the Council allocated £2m of funding to support the local response to these recommendations. 1.3 The report and its recommendations were endorsed by Renfrewshire Council, Renfrewshire Integration Joint Board and Renfrewshire Community Planning Partnership Executive Group, with full support gained to respond to these recommendations on a collective basis. 1.4 A Programme Board, chaired by the Council’s Chief Executive, was established to oversee the local partnership response to the Commission, meeting regularly. 1.5 The delivery of this Programme remains a key priority for all partners and it is important that it continues to be delivered at pace, given the significant harm that local people are currently experiencing in relation to alcohol and drug use. Moving forward work will be undertaken to further develop this programme of work, to ensure activities are closely linked to the wider Fairer Renfrewshire programme, and activities being progressed by the Alcohol and Drugs Partnership. 1.6 This paper provides an update on the progress that has been achieved to date, with specific focus on the applications to be considered for Recovery Change Fund support, as well as the proposed approach to evaluation support for the Programme. ___________________________________________________________________ 2. Recommendations 2.1 It is recommended that members of the Leadership Board: Item 5 LB220223 Page 79 of 138
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a) Note the progress of the Alcohol and Drugs Change Programme since the last update provided to the Leadership Board on 22 June 2022; b) Allocate £40,000 funding to support the evaluation of the Change Programme projects, detailed at 4.7; and c) Approve the allocation of £12,500 from the Recovery Change Fund to support the initiatives detailed in section 5 of this report. ___________________________________________________________________ 3. Background 3.1 In late 2018, Renfrewshire Community Planning Partnership Executive Group agreed to establish an independent Commission to consider the true impact of alcohol and drug use across Renfrewshire’s communities. The emergence of the COVID-19 pandemic in early 2020 caused the Commission to pause its work, however this resumed in September 2020, with the Commission’s final report being published in December 2020. 3.2 The report sets out the Commission’s main findings and provides 27 recommendations to guide the local response. Priority actions identified included: urgently addressing issues in relation to mental health service provision, including provision for young people; considering trauma as part of everything that partners do in Renfrewshire; and introducing a whole system approach to supporting people with their alcohol and drug use. 3.3 The report and its recommendations were endorsed by Council, Renfrewshire Integration Joint Board and Renfrewshire Community Planning Partnership Executive Group, with full support gained to respond to these recommendations on a collective basis. 3.4 Prior to the report’s publication, Council allocated £2m of funding in March 2020 to support the emerging recommendations of the Renfrewshire Alcohol and Drugs Commission. Given both the impact that the pandemic has had on local people and communities and the urgent nature of some of recommendations identified within the Commission’s report, officers worked with partners to bring forward an initial tranche of funding proposals which would target the priorities identified as being most urgent by the Commission. 3.5 In December 2020, Council agreed to allocate £1.34m of the £2m allocated funding to support a range of projects which will aim to pilot new ways of working across the community planning partnership, with the opportunity to use this learning to transform the way in which people receive support across Renfrewshire. Following further allocations to projects agreed at December 2021, and June 2022 Leadership Board meetings, £1,629,500 of the funding has been allocated to a range of projects. 3.6 A Programme Board was established to oversee the local partnership response to the Commission, and this is chaired by the Council’s Chief Executive. Partners are working very closely to ensure that all of the activities being progressed are joined up and make maximum use of the funding and resources available. ___________________________________________________________________ 4. Progress of the Change Programme 4.1 Following the Alcohol and Drugs Commission’s final report in December 2020, partners have prioritised a range of actions in response to the key recommendations, as well as establishing a Programme Board to drive the local response, ensuring that all partners work together, join up service developments, and maximise the resources available. Key developments which have been progressed include the following projects, under the themes of the Commission’s final report: Page 80 of 138
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4.2 Risk of Harm Harm Reduction Response Team (HaRRT) - Outreach programmes enable services to be more responsive to the needs of individuals who use drugs, and those who may be less likely to engage with services. The Harm Reduction Response Team (HaRRT) has been developed in Renfrewshire, aiming to deliver harm reduction services to individuals on an outreach, flexible, and accessible manner, to reduce the risk of overdose and other drug related harms, and to proactively link individuals into treatment and support services. The Service is provided outwith traditional core hours, on a dynamic and responsive basis across local communities in Renfrewshire – this is informed by the review of drug related deaths data, together with ongoing feedback from service users. The Service is delivered through a mobile unit, which has recently been situated in specific areas in relation to near fatal overdoses and suspected drug deaths postcode data. The Team have been engaging with patients through a number of mechanisms, including Accident and Emergency, Daily Tasking meetings, Community Safety information, and Alcohol and Drug Recovery Services. Referrals are received and responded to from a number of services, including Scottish Ambulance Service, Emergency department, Self- referral, Turning Point Scotland, Core Service, and Access Service. Launching in early summer 2022, around 153 clients were supported by the service throughout 2022. MYLA (MyLifeAhead) – This housing-led project provides holistic wraparound support, using many of the elements of Housing First approach. The project can offer supports to households in Renfrewshire, regardless of tenure, whose life is being affected by alcohol/drugs, and builds on the concept that in order to have good health, you need to have a good, settled home. A specialist support provider has been appointed to provide this bespoke support intervention via experienced staff, deploying a therapeutic and trauma informed approach, with support being centred and tailored around the individual, to help sustain their settled housing and stabilise their lives. A coordinator in Communities and Housing Services has been appointed, with the project launching in May 2022. A steering group has been established, involving partners such as Renfrewshire HSCP, and third sector support providers. The project is already supporting 25 service users, with referrals coming from a broad range of services/agencies. FIRST Crisis - This project involves extending the current out of hours crisis support service provided by RAMH to include support in relation to alcohol and drugs. The Service operates between 9am-8pm Monday-Friday and 9-5pm Saturday/Sunday and public holidays, predominantly through telephone support. A number of referrer agencies link into the service, with onward referring and signposting taking place. The Service engages on an ongoing basis with a number of stakeholders and partners, including Police Scotland, British Transport Police, Social Work teams, Emergency Department, Women’s Aid, and Migrant Help. Launching in April 2022, 171 clients were supported by the service throughout 2022. Building Based Services - The Alcohol and Drugs Commission and the HSCP Whole Systems Review of Alcohol and Drugs Services, identified issues with stigma and the environment at the Back Sneddon Street service. As a result, the HSCP are reviewing accommodation requirements and the findings will used to inform a Property Strategy. Currently services are utilising space at Back Sneddon Street, Torley Unit (Dykebar Hospital) and New Sneddon Street. The HSCP are also considering expanding the use of space in other buildings across Renfrewshire to support a shift to a more community-based model, for example more clinical space has been agreed for ADRS use in areas such as Johnstone and Renfrew. Page 81 of 138
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Hidden Harm - It is important that partners across Renfrewshire better understand the level of hidden harm in Renfrewshire, recognising that local drug and alcohol services will not engage with all people experiencing issues with alcohol and drugs locally. This is important to understanding how services can better reach out to support people at an early stage. Independent research was commissioned and completed by We are With You and the findings from this research have been shared and discussed with partners. 4.3 Mental Health Trauma Informed and Responsive Renfrewshire Programme - Recognising the fundamental issue of trauma that local people and families told Commission members they had experienced, work has commenced on a partnership programme of work to ensure that recognising and responding to trauma is part of every service we deliver. A coordinator has been recruited to lead this programme of work, taking up post end of October 2022. Further engagement with the Improvement Service and other local authorities has taken place through national networks for trauma champions and trauma leads, and the steering group will reconvene in early 2023 to further explore the draft plan for the Programme. Leadership training for the Corporate Management Team will be undertaken in March 2023. Mental Health Support for Children and Young People - The Commission identified that children and young people need to be able to access the right type of support for any mental health issue, including lower levels of anxiety and stress. The Youth Health and Wellbeing Service began in mid-September 2022, and provides drop-in facilities for young people who require access to both health and wellbeing support direct from health professionals, including mental health support, there is also a circuit class incorporated into the session. It is available one evening a week (Thursday evening) with in the Lagoon Mirin Centre, for 12–17-year-olds or S1- S6 where they can seek and learn support mechanisms as well as referral to other services. The Service complements the wider health and wellbeing work taking place across Renfrewshire, including REN10’s work to improve families’ access to health and wellbeing support. A second phase of the approach to further supporting children and young people’s mental health will involve undertaking more targeted work in specific schools experiencing very complex needs. Proposals are currently being developed for a multiagency pilot project for young people experiencing significant mental health difficulties and are at risk of missing out on education. The proposal will involve partners from various agencies working with the young people within the school setting and within their communities to provide a targeted approach to supporting pupils to attend school and remain in classes. 4.4 Prevention and Early Intervention Alcohol Policy - A partnership officer has been recruited to drive policy change across Renfrewshire, focusing on issues such as alcohol availability, supply and promotion and also how employers across Renfrewshire can identify and respond to support people and their families who are affected by alcohol use. Actions over the last six months include: continuing to support the Licensing Forum, as well as community councils around their role in the licensing process and for the Licensing Statement Review; and, supporting Council HR colleagues in developing a Workplace Alcohol and Substance Policy, as well as supporting a review of similar policies in West College Scotland. 4.5 Young People and Families Enhanced Education and Training Across Educational Establishments - Children’s Services in partnership with I Am Me Scotland have developed a digital, Page 82 of 138
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interactive and progressive curricular programme in substance use for early years to senior phase, aligned to the principles of Curriculum for Excellence, and reflecting the context of alcohol and drug use within Renfrewshire. The ‘Alcohol and Substance Awareness Education’ pack, including nursery, primary, and secondary resources, has been produced with Renfrewshire Children’s Services, Teachers, Police Scotland, NHS, Renfrewshire HSCP and, most importantly, children, young people, and those who have lived experience of drug and alcohol use. The resources are complete and have been made available to schools. Training has been provided for teachers, and an event to promote the programme and evaluate the initial impact, is planned for 1 March 2023. Family Support Review - Families told Commission members that they often felt they had nowhere to turn when their loved one was in crisis and that support was needed to help them to manage the issues that were being experienced. An independent review of existing family support provision Renfrewshire has been carried out, engaging with local families and frontline staff to assess where possible gaps in provision exist, and making recommendations on how to address these. The report has been produced, with a mapping exercise against the recommendations currently being carried out across core partners. 4.6 Recovery, Relationships and Connections Peer Worker Model - The Commission heard that often people who use drugs and alcohol would benefit from peer support as they worked towards their recovery. A Peer Coordinator and two peer workers have been recruited, and are actively promoting recovery within Continuing in Recovery Changes Lives Entirely (CIRCLE) and within wider communities. CIRCLE is a Recovery Hub in Renfrewshire for individuals affected by mental health and/or alcohol and drugs, based on a peer-led model that involves people with lived and living experience in all aspects of service planning. The model delivers a core programme of activities and is developing links for future implementation. Current service provision includes activities such as a book group, gardening group, focus group, football, drama etc. The Coordinator and workers have been hugely involved in the Connected and Caring Renfrewshire programme and its development and delivery, including the Listening Event detailed further at 4.8. Link working has been established with Recovery Workers liaising with designated areas within Renfrewshire in order to promote the service and increase referrals. The Recovery Workers have been proactive in establishing and maintaining links with a number of agencies, including ADRS, Family Support, Homeless Services, One Ren, and Community Mental Health Teams. Recovery Change Fund - The aim of the Recovery Change Fund is to support the development of local groups and organisations which provide social connection and support recovery in Renfrewshire. The Fund is also intended to provide opportunities to support piloting new ideas and projects in relation to mental health, recovery, stigma, and social isolation - gaps in provision identified through the extensive engagement during the work of the Commission. To date £43,938.54 has been allocated to groups and organisations, supporting initiatives such as Renfrew Smart Connections, additional addiction support for Kilnside Road, Our Mind Our Space, Peer Recovery in FIRST Crisis, and YI Love Me. As agreed at November Leadership Board, the Fund will remain open until end of February 2023, after which 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. Applications recommended by the Assessment Panel for award in this current round, which closed 20 January 2023, are detailed at section 5. Connected and Caring Renfrewshire – The Scottish Recovery Consortium (SRC), working in partnership with colleagues in CIRCLE, developed a proposal for a programme of events and activities throughout 2022, with the ambition of building a Page 83 of 138
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strong recovery community in Renfrewshire, building links with the wider community through positively promoting recovery. A Host Group involving SRC, CIRCLE, and a number of local partners, coproduced and delivered a series of local events and activities that took place throughout 2022, such as Barshaw Park Gala Day, Blend Event, Live it Up in Linwood, Connected and Caring Carnival, the Art of Recovery Festival, and the Recovery Walk Scotland, which took place in Paisley on 24 September 2022 during Scotland’s celebration of International Recovery. The Programme is joint funded by the ADP and the Alcohol and Drugs Change Programme. Stigma/Language Matters – The work of the Commission identified the need for partners to act robustly to eradicate stigma and promote positive conversations around recovery. Although the initial focus for this initiative was focused on alcohol and drug stigma, there is the opportunity to widen its scope to include other existing and emerging priorities, such as The Promise, Tackling Poverty, Trauma Informed and Responsive Renfrewshire and Our Values for example. High level themes and initial actions have been identified, including supporting staff to understand the power of language, be confident in their use of language, and to challenge stigma by speaking up when people make negative or wrong comments; and supporting national campaigns to help people in Renfrewshire understand the power and impact of language. 4.7 An outcomes-based approach to evaluating the Programme has been developed, aligning to themes identified in the Commission’s final report. Work on the evaluation approach for the Programme continues to be developed, with the Programme Board considering options for engaging an external evaluator to support specific elements of the evaluation. Given the significance of the Change Programme investment, resourcing external evaluation support for the Programme will be of benefit in terms of being able to better understand the impact of the projects within the Programme, providing support and capacity to gather and analyse relevant data and information, as well as providing a level of independence to the findings. Particularly in relation to the Test of Change service development projects; the opportunity to strengthen the evidence of impact available will be crucial in helping to inform any future service and funding decisions going forward after the Change Programme is complete. It is proposed to allocate £40,000 of the remaining Change Programme funding to supporting the evaluation, with work currently being undertaken to commission a partner. 4.8 Continuing the listening aspect of the Alcohol and Drugs Commission, two years on from the publication of its final report, a conversation café engagement event will take place in early March. The aim of the event is to have a further conversation with individuals and families who are impacted by alcohol and drugs in Renfrewshire, and provide an opportunity for services, strategic leaders etc. to hear directly from local people about what it is currently like in Renfrewshire, since the publication of the Commission’s findings, and discuss areas of focus going forward. This engagement will help to inform the work of the next stages of the Connected and Caring Renfrewshire Programme, as well as Renfrewshire’s approach to alcohol and drugs going forward. A group including the Scottish Recovery Consortium, Renfrewshire HSCP, and Renfrewshire ADP has been set up to design and deliver the event. 4.9 The delivery of this programme of work remains a key priority for all partners and it is important that it continues to be delivered at pace given the significant harm that local people are currently experiencing in relation to alcohol and drug use. ___________________________________________________________________ Page 84 of 138
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5 Recovery Change Fund 5.1 As agreed by the Leadership Board on 30 November 2022, another round of the Recovery Change Fund application process was launched, with applications being accepted until 20 January 2023. In total two applications were received. 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 the two projects detailed in the table below are awarded funding, with a total combined commitment of £12,500. Organisation Funding Requested Name and Purpose of Project Decision Glenvale AFC £2,500 Senior Club Wellness – mental health first aid training course for age groups 16-33 to help educate around mental health, alcohol and drugs etc. Recommend for Award Families Outside Ltd £10,000 Supporting children and families affected by Imprisonment – variety of support for families of those affected by imprisonment 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. At previous Board it was agreed 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. ___________________________________________________________________ Implications of the Report 1. Financial – The paper proposes that £40,000 funding from the Alcohol and Drugs Change Programme be allocated to support the evaluation of the Change Programme. The paper also recommends the allocation of £12,500 for Recovery Change Fund initiatives 2. HR & Organisational Development – none Page 85 of 138
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3. Community/Council Planning – The Commission was established by Renfrewshire Community Planning Partnership and the report has been endorsed by the Community Planning Partnership Executive Group. 4. Legal - subject to the approval of new funding proposals, officers will work with colleagues in Legal Services to incorporate any compliance arrangements 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 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 – subject to the approval of the Evaluation Support proposal, officers will work with colleagues in Corporate Procurement 10. Risk – none 11. Privacy Impact – none 12. COSLA Policy Position – none 13. Climate Risk – none Author: Laura McIntyre, Head of Policy and Commissioning, Chief Executive’s Service Page 86 of 138
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___________________________________________________________________ To: Leadership Board On: 22 February 2023 ___________________________________________________________________ Report by: Chief Executive ___________________________________________________________________ Heading: Update on Ukrainian Resettlement and Asylum Dispersal ___________________________________________________________________ 1. Summary 1.1 In September 2022, a report to the Leadership Board outlined the response within Renfrewshire to the Ukraine crisis. 1.2 This paper provides a further update on the local response to the humanitarian crisis in Ukraine, with a focus on the work undertaken to welcome and support the resettlement of Ukrainian nationals across Renfrewshire communities. The report also outlines the work carried out to provide accommodation within Council’s Housing Stock and RSL partners to support the resettlement of refugees. 1.3 The report also highlights the UK Governments widening the asylum programme. This is the process by which the Home Office moves asylum seekers to specified local authority areas across the UK. In Renfrewshire two hotels have been procured by the Home Office for this purpose, and this report provides an update on this process. 2. Recommendations 2.1 It is recommended that the Leadership Board: (i) notes the contents of this report; and (ii) approve the extension of delegated authority to the Chief Executive as detailed in paragraphs 9.1 and 9.2 3 Ukrainian resettlement – Welcome Hub arrangements 3.1 For Ukrainian displaced people who arrive under the Scottish Super Sponsor arrangement, the Welcome Hub provides temporary hotel accommodation and support. An initial assessment of need and requirements is made and the details are then passed to the COSLA Migration team to allow matching of the family or individual to offers of accommodation within local authority areas across Scotland. Item 6 LB220223 Page 87 of 138
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3.2 Currently there are 98 rooms occupied in hotels in Renfrewshire, made up of 137 individuals. This is significantly lower than the peak time, when around 400 individuals were occupying welcome hub accommodation across 4 local hotels. 3.3 To date, over 1100 individuals have been supported by our team based at the Welcome Hub, and as of February 2023, more than 150 households (300 individuals) have been resettled in the Renfrewshire area and a further 59 households have secured accommodation in other local authority areas. 3.4 Many of the residents within the Welcome Hub have made local connections, for example being employed locally or have children within local schools and so wish to remain within Renfrewshire when they leave the hotel. Schools have been exceptionally welcoming ensuring that resources such as uniform and materials were supplied to support inclusion. As outlined in section 7 below, there are now two Ukrainian refugees on trainee programmes located within schools to augment the support for learning team to assist pupils and staff with barriers to learning such as language. 3.5 There are also demands on health, with those settling in Renfrewshire registering at GP practices. A health presence is in place at the Glasgow Airport hub providing support for presenting health issues, and assisting with signposting to health services, and with access to medication/ prescriptions. 3.6 Costs relating to the Welcome Hub activities are closely monitored, and it is expected that all costs incurred by local authorities hosting Welcome Hubs will be fully met by the Scottish Government, and agreement on the detail of this financial arrangement is currently being progressed by officers through COSLA and the Scottish Government. 4 Decommissioning of MS Ambition 4.1 The ship MS ambition, located at the King George V docks in Glasgow has housed refugees from Ukraine since September 2022. MS Ambition is being decommissioned at the end of March, and as a result all current residents require to have left the ship by 31 March 2023. There are 439 households ( a total of 1,100 people) on board at present, which gives an average of 122 people requiring to leave each week in the nine weeks leading up to 31 March. 4.2 The Scottish Government has written to all local authorities asking them to provide information on how they can assist in accommodating the 1,100 people currently on the ship. 4.3 Renfrewshire council has offered the use of up to 30 rooms within the existing hotel provision for Ukrainian refugees, which would provide accommodation for up to 60 people in either double or twin rooms, this reflects the current position and potential future requirements within the hotels within Renfrewshire. 5 Provision of housing 5.1 All Local Authorities have been requested to assist in providing accommodation for those who have fled the crisis in Ukraine. To date, in Renfrewshire, a total of 70 social rented properties have been provided to Ukrainian households. 51 of these from the Council housing stock and 19 from local Registered Social Landlords (RSL’s) with a further 11 RSL properties currently being processed. Page 88 of 138
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6. Private sponsors 6.1 There are currently 88 private sponsors across Renfrewshire, who are housing a total of 162 Ukrainian guests. 6.2 It is likely that some of these hosting arrangements will come to an end in February and March 2023 and where this occurs, and the sponsor does not wish to continue with the arrangement, the Ukrainian guests will be accommodated at the welcome hub. 6.3 As the Council administers the payment for private sponsors, we will communicate to the sponsors that payments for providing accommodation will continue to be available to apply for and indeed the level for those continuing the hosting arrangement is being increased from £350 to £500 per month. 7. Economic Development 7.1 Through the Economic Development team, Renfrewshire Council are providing an opportunity for up to11 unemployed people from Ukraine (with established English language skills) to join the Council as trainees for a 6 month period to assist the Council to support Ukrainian refugees. 7.2 The payment is at Scottish living wage rate and Economic Development pay the trainee with the relevant Services within the Council where trainees are located covering any ICT/ equipment costs and providing the supervision and management in the role. 7.3 Trainees will receive support from Employability Services to secure further work at the end of the 6 month period. Trainees can apply for internal council vacancies, and they get access to the range of other employability supports (such as the training fund of up to £3,500 for certificated training for work, which could for example be used to support the individual to become formal translator). 7.4 There are currently 4 individuals in post across Renfrewshire Council, including two within schools to assist Ukrainian children to settle within their new school environment. 7.5 Additionally, Glasgow Airport hosted its biggest-ever jobs fair on Thursday 19 January offering a wide range of job opportunities. Over 35 employers based across the airport’s campus and beyond took part in the event, which was attended by over 200 Ukrainian refugees. 8. Asylum Dispersal programme 8.1 In April 2022 the UK Government notified all UK local authorities of their intention to expand asylum dispersal arrangements nationally and since then, Mears, the Home Office’s contractor has been working to secure the use of hotel accommodation and other dispersal properties to house asylum seekers until their asylum decision is decided. 8.2 The Watermill Hotel in Paisley has been in use by the Home Office for this purpose since July 2022 and this arrangement has since inception continued to remain a successful operation supporting and integrating the temporary residents into life within Paisley town centre. More recently the Muthu hotel at Erskine Bridge has been procured as contingency accommodation for asylum seekers. Page 89 of 138
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8.3 The decision making in connection with the procurement of hotels to accommodate asylum seekers as contingency accommodation rests with the Home Office and their contracting partner MEARS. Within this process the Chief Executive of the Council and the Member of Parliament are initially notified by the Home Office that they have identified a property that they intend to utilise for contingency accommodation. Following this notification, arrangements are made to engage with local authority officials, Police and Health Partners. 8.4 MEARs on behalf of the Home Office procured the Erskine Muthu Hotel for the purpose of the asylum dispersal programme with the first service users moving into the property during the week of 23th January. The property has 174 room capacity, and the initial proposal from the Home Office was that this hotel would be used as contingency accommodation for single males. Following feedback from both elected members and the local community a revised population mix has now been put forward by the Home Office. This property will now house a mixed population comprising families, couples and single people. Regular partnership meetings have been established at a senior level to provide oversight to the establishment of this facility with membership including the Council, Police Scotland, HSCP, MEARs and the Home Office. 8.5 All supports that are required by the asylum population are provided directly by MEARs as part of their contract with the Home Office. This includes engagement with the community, and ensuring that those resident in the asylum properties are provided with a healthy and wide and regular range of activities, supports and opportunities during their stay. 8.6 At the point of writing this report, the planned phased occupancy of the Muthu Erskine Bridge Hotel has been put on hold temporarily by the Home office whilst feedback from the Council and the community is given further consideration. In particular this includes exploring the potential for supporting a mixed population of family groups and individuals within the hotel, slowing the pace of phasing in the population to assist in managing demands on services and supporting ongoing engagement with the community reflecting the community response over recent weeks. 9. Next Steps 9.1 Given the requirement of the local authority to respond at pace to any requests for support, it is recommended that the Chief Executive continues to be authorised to put in place such arrangements and resources as may be required to support both the operation of the Welcome Hub and the resettlement and support of refugees from Ukraine within Renfrewshire. This was previously agreed by Leadership Board in September 2022 to be in force until the end of 2022. 9.2 Further that, the Chief Executive is authorised to put in place the necessary arrangements to ensure a coordinated partnership response to any implications that may arise from the asylum dispersal programme. 9.3 It is intended that regular updates will be provided to all elected members as this emerging situation develops further. ___________________________________________________________________ Page 90 of 138
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Implications of the Report 1. Financial - The paper notes the funding that will be allocated to local authorities by the UK Government for each arrival through the Homes for Ukraine scheme. Funding arrangements for the Welcome Hubs remain subject to further agreement with the Scottish Government. 2. HR & Organisational Development – none 3. Community/Council Planning – the recommendation in this report supports ‘Our Renfrewshire is fair’ and ‘Our Renfrewshire is safe’ given the potential for addressing inequalities and protecting the vulnerable. 4. Legal – none 5. Property/Assets – 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. If required following implementation, the actual impact of the recommendations and the mitigating actions will be reviewed and monitored, and the results of the assessment will be published on the Council’s website. 8. Health & Safety –.none 9. Procurement – none 10. Risk – none 11. Privacy Impact - none 12. COSLA Policy Position – COSLA Leaders agreed that local authorities would support those seeking refuge in Scotland through the UK Government schemes, and would work with Scottish Government to ensure support was in place to any Ukrainian arriving through the Super Sponsor arrangements in place as part of the wider Homes for Ukraine scheme 13. Climate Risk – none ________________________________________________________________ List of Background Papers: Leadership Board, 14 September 2022 - Update on Ukrainian Resettlement and Asylum Dispersal (Agenda item 5) Leadership Board, 22 June 2022 - Update on Humanitarian Crisis in Ukraine (Agenda item 5) Leadership Board, 20 April 2022 - Update on Humanitarian Crisis in Ukraine (Agenda item 8) ___________________________________________________________________ Page 91 of 138
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1 ___________________________________________________________________ To: Leadership Board On: 22 February 2023 ___________________________________________________________________ Report by: Chief Officer, Renfrewshire Health and Social Care Partnership ___________________________________________________________________ Heading: Adult Social Care: Six-monthly Update Report 2022/23 ___________________________________________________________________ 1. Summary 1.1 Adult Social Work Services were delegated to Renfrewshire Integration Joint Board (IJB) on 1 April 2016. These services are managed through the Health and Social Care Partnership (HSCP). 1.2 This report, together with the scorecard, provides an overview of activity and performance using the most up to date information available. ___________________________________________________________________ 2. Recommendations 2.1 It is recommended that members note: • the contents of this report updating activity and performance of adult social work services delegated to the IJB; and • that the annual report will be presented to the Leadership Board in September 2023. _________________________________________________________ 3. Background 3.1 The list of functions that must be delegated by the Local Authority to the IJB is set out in the Public Bodies (Joint Working) (Prescribed Local Authority Functions, etc) (Scotland) Regulations 2014, and is noted in Annex 2, part 1 of Renfrewshire’s Integration Scheme. These include: • Social work services for adults and older people; • Services and support for adults with physical disabilities and learning disabilities; • Mental health services; Item 7 LB220223 Page 93 of 138
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2 • Drug and alcohol services; • Adult protection and domestic abuse; • Carers’ support services; • Community care assessment teams; • Support services; • Care home services; • Adult placement services; • Health improvement services; • Aspects of housing support; • Day services; • Respite provision; • Occupational therapy services; and • Reablement services, equipment, and telecare. 4. Key Activities The key activities undertaken during 2022/23 related to some of the delegated services are detailed in the section below. Winter Pressures 4.1 Each year, Renfrewshire HSCP develops plans to ensure the resilience of critical services over the winter period. The planning process for winter 2022/23 has been undertaken across all HSCP’s internal and hosted services, taking into account learning from the pandemic and also reflects any current risks. 4.2 Throughout the process the HSCP continued to engage with partners through existing resilience arrangements both locally and regionally. As part of these arrangements, consultation was undertaken on the Winter Plan with colleagues within NHS Greater Glasgow and Clyde and Renfrewshire Council, while HSCP staff also contribute to the development and review of the IJB’s partner organisations’ respective Winter Plans. 4.3 The Winter Plan 2022/23 was approved by Renfrewshire’s Integration Joint Board on 25 November 2022, a summary of the action plan is attached in Appendix 1. However, it is worth noting that the following, key aspects were considered within this year’s planning cycle: • The volatility of the Ukraine situation and the potential disruption this may cause to supply chains, public finances and cyber security; • The continued potential for, and likelihood of, waves of COVID infection and increase levels of influenza this winter; • The importance of continuing to prioritise the health and wellbeing of our staff, recognising the continued pressures facing health and social care services locally, regionally and nationally; • The potential for disruption to power supplies. This could be unplanned incidents due to local or national electricity system faults or severe weather Page 94 of 138
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3 such as the impacts observed following Storm Arwen last winter. It also includes potential planned rolling outages in the reasonable worst-case scenario set out by National Grid in the event of possible gas and power shortages during the winter months; • The potential for cyber-attacks or technology incidents, which could arise from severe weather or as mentioned previously, the security situation arising from the war in Ukraine. A recent example of this includes the loss of internet and telephone communications in Shetland due to underwater cable damage, with significant impacts on service delivery; and • The financial climate, the cost-of-living crisis and the impact that this will have on the HSCP, local communities and service users and patients across the partnership’s services. • The wellbeing of staff and challenges in recruiting to social care positions. Delayed Discharge from Hospital 4.4 Pressures across the whole health and social care system severely impacted acute hospitals. It is important that people who are no longer in need of medical care are supported to move on to a more appropriate setting. 4.5 The most recent figures available for Renfrewshire highlight that the number of Acute delayed discharge bed days lost for April to November 2022 was 4,733 which was approximately a 38.2% decrease on the numbers recorded for the same period in 2021/22. 4.6 Of the 4,733 Acute delayed discharge bed days lost, 1,418 were classified as standard delays and 3,315 as Code 9s. Some examples of delays recorded as Code 9s include; Adults with Incapacity (AWI) going through a Guardianship process; patients delayed awaiting availability of a place in a specialist facility, where no facilities exist and an interim move would not be appropriate; patients delayed due to infection control measures; and patients for whom an interim move is not possible or reasonable. 4.7 While timescales for AWI/Guardianships are not within our control, a pro-active approach with families and solicitors is in place on a case-by-case basis. A number of patients recorded as Code 9 delays have very specific care needs requiring highly specialised individual care. There is a limited number of service providers at both a local and national level which, at current available capacity, is insufficient to meet the present demand for care packages. 4.8 Within a national context, at November 2022 Renfrewshire was the highest performing Local Authority area in Scotland for the financial year 2022/23 for Acute standard delays with 1,418 bed days lost, equating to a rate of 969.1 per 100,000 population 18+. The national average rate at November 2022 for the financial year to date was 7,202.0 and the NHS Greater Glasgow and Clyde average was 4,912.1 per 100,000 population 18+. 4.9 On 9 January 2023, the Scottish Government announced that £8 million was being made available to HSCPs to procure around 300 additional care home beds to help alleviate pressures caused by delayed discharge. The funding allows boards to pay 25% over and above the National Care Home rate for beds. Interim and intermediate care placements were already established in Page 95 of 138
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4 Renfrewshire and additional beds will be secured through this funding where required. 4.10 Interim care is an option for patients who are ready to be discharged from hospital, and are offered an interim placement in a care home. Interim care placements are offered where chosen care homes have no current vacancies or where patients require a care at home package that cannot be sourced at this time 4.11 The aims of delivering an interim care service include: • Discharge from acute hospital on planned discharge date, without delay. • Provision of a time limited placement for people who do not require on going medical input within an acute hospital. • Time limited placement up to 6 weeks but on average anticipated to be 2- 10 days whilst awaiting arrangements to return home or to their chosen care home. • Facilitating a return to independent living for the patient, therefore appropriate level of care and support to be provided replicating care at home service visits. • Planning by social work staff to ensure arrangements are progressing and patient is able to return to their own home as soon as possible. 4.12 Intermediate care and rehabilitative services have a vital role to play in delivering services for frail older adults which will reduce pressure on acute services. In particular, intermediate care will help shift the balance of care away from hospital and reduce the need for alternative, longer-term care services, such as home care, or permanent admission to a care home. Such services and interventions help maximise individuals’ rehabilitation potential and slow decline and increased frailty. 4.13 The aim of delivering an intermediate care service include: • Provision of a short period (up to 4 weeks) of intensive reablement and rehabilitation for people who do not require ongoing medical input within an acute environment; • Provision of a short period of intensive reablement and rehabilitation for people who do not require acute care but the level of rehabilitation requirement is more than can be provided at home; • Promote first and foremost a ‘home first’ ethos; • To facilitate a return to independent living for the individual; • To facilitate a safe and timely discharge from hospital; and • To work to prevent admission/readmission to hospital. 4.14 There are a variety of community pathways to accessing intermediate care service including GPs, Rapid Response Team, Home First Response Team and District Nursing Service. 4.15 Both interim and intermediate care arrangements will be provided by HSCP operated care homes - Renfrew and Montrose care homes have capacity within existing vacant units (known as houses) to accommodate 12 people in each. Page 96 of 138
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5 Care Homes 4.16 As members are aware, in May 2020, enhanced support for care homes and care at home services was established to ensure that clinical and care professionals from across the HSCP, Renfrewshire Council, NHS Greater Glasgow and Clyde (NHS GGC) and the Care Inspectorate could come together to have oversight across Renfrewshire. 4.17 This resulted in the establishment of the Clinical and Care Governance Oversight Huddle and Multi-disciplinary Team which meets on a fortnightly basis. However, following national guidance issued by the Chief Social Work Advisor and the Chief Nurse on 19 December 2022, the following recommendations have been implemented in Renfrewshire: • Assurance and support arrangements continue with a focus on adult and older people’s care homes; • The Clinical and Care Governance Oversight Group has been renamed as Renfrewshire’s Collaborative Care Home Support Team (CCHST) to reflect the emphasis on building on existing good practice, collaborative improvement and assurance, wider considerations around the pressures of financial viability/ sustainability in the face of rising costs and to avoid confusion with the statutory duties of the Care Inspectorate; • The CCHST Terms of reference and membership have subsequently been reviewed in line with this shift, recognising that the need for flexibility to respond to current challenges; • Ongoing engagement with care homes continues and includes dialogue with representatives for example through Scottish Care; • The joint nursing and social work assurance visits continues with care homes being made aware of the clear distinction between these supportive visits and inspections and regulations which are carried out by the Care Inspectorate - which they have clear statutory responsibility for; • The CCHST has an ongoing duty to respond to serious concerns by taking immediate steps to mitigate risks and reporting concerns to the regulator, who will consider what, if any, action may be appropriate at an individual or regional service level; • The Executive Nurse Director and Chief Social Work Officer continue to work in close partnership with the Care Inspectorate to act on findings from inspection and when intelligence is shared to guide the support to services. A collaborative approach to the development of improvement plans with care homes, HSCP operational/professional leads and the Care Inspectorate; • The CCHST continues to monitor opportunities for people living in care homes to connect with their loved ones both in and out of the home in the context of the ongoing delivery of Anne’s Law; and • The CCHST, under the leadership of a member of the HSCP Senior Management Team, who will be supported by the HSCP’S Contracts and Commissioning Team, will monitor the viability of care homes as far as is practicable, taking a whole system overview capacity. Page 97 of 138
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6 Care at Home 4.18 Although our Care at Home services faced significant challenges, they continue to support existing vulnerable service users whilst remaining responsive to the safe and timely discharge of patients from hospital. The following measures were put in place to increase service resilience: • An increase in operational management cover • Enhanced overtime rate for front-line staff during the festive period • Use of external agencies to support the existing workforce • Wider support from HSCP and Council volunteers This has resulted in an increase in capacity to deliver vital services and provides a model for future winter planning processes. 4.19 On 14 September 2022, the Care Inspectorate concluded an unannounced inspection of the Care at Home Service. In evaluating quality, the Care Inspectorate use a six-point scale where 1 is unsatisfactory and 6 is excellent. The Inspection Team evaluated the service as follows: • How well do we support people's wellbeing? 2 - Weak o People experience compassion, dignity and respect 3 - Adequate o People's health and wellbeing benefits from their care and support 2 - Weak o People's health and wellbeing benefits from safe infection prevention and control practice and procedure 2 - Weak • How good is our leadership? 3 – Adequate o Quality assurance and improvement is led well 3 - Adequate 4.20 The HSCP immediately established a working group to expedite implementing the necessary requirements and improvements identified within the report. On conclusion of an unannounced follow-up visit undertaken by the Care Inspectorate during 28 November 2022 and 1 December 2022 all grades were re-evaluated to 4 – good. Inspectors highlighted the following: • People told us they were treated with kindness, compassion and dignity; • The provider had implemented personal plans for people using the service. • The provider had completed medication assessments and created medication plans for people using the service; and • Infection Prevention and Control policy and practice had improved since the last inspection Disability Resource Centre 4.21 On 24 October 2022, the Disability Resource Centre (DRC) reopened following significant refurbishment works. Members will recall that the DRC was forced to close due to a fire shortly after reopening in late 2021. Access to the building allows a broader range of activities and support is provided alongside community outreach activities which remain very popular. Page 98 of 138
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7 Adult Support and Protection 4.22 The convener of the Adult Protection Committee is required to prepare a general report every 2 years on the exercise of the Committee's functions. Following the Committee's approval on 28 October 2022, the 2020-2022 report was sent to Scottish Government. The report summarises the work of the APC, analyses achievements, identifies current issues with services, practice and performance, and sets out the required improvements for the next two-year period which are summarised below: Engagement • Improve use of advocacy by increasing understanding and awareness of advocacy support among staff and service users/carers within Renfrewshire; • Improve engagement with adults at risk and family members/unpaid carers (as appropriate) through the ASP process; • Improve lived and living experience feedback mechanisms for individuals subject to ASP and their representatives/ carers by embedding service user feedback within ASP process in Renfrewshire; • Improve engagement and participation of agencies in the APC and sub groups and in ASP processes Robust Policies and Procedures • Renfrewshire’s suite of ASP protocols and procedures is accessible to all partners, providing clear and consistent guidance on pathways, roles, and responsibilities; and is reviewed and upgraded regularly Effective Use of Data in Measuring Outcomes • Outcomes for adults at risk of harm and their unpaid carers are systematically measured against consistent indicators of harm in order to inform decision making and service planning Effective Decision-making • Decision making is robust, consistent, adheres to the principles of the Act Learning and Development • Identify and support learning and development needs across all ASP partner agencies including those who chair ASP Case Conferences and supervise ASP work. • Ensure programme of continuous improvement is in place in relation to ASP training across all partners Alcohol and Drugs Recovery 4.23 On 26 October 2022, Angela Constance, Minister for Drugs Policy, formally opened the CIRCLE (Continuing in Recovery Changes Lives Entirely) Recovery Hub. The Hub provides a unique mental health and alcohol and drug recovery service for people looking for a recovery focus, by providing a varied programme of activities aimed at encouraging, involving, and supporting people in recovery – a system of open and self-referrals is in place. Page 99 of 138
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8 The event was very well attended, including the Chair of the NHSGGC Board and Chair and Vice Chair of Renfrewshire IJB. As part of the event, attendees heard powerful testimonies from people with lived and living experience underlings the importance of the hub and the support available through it. 4.24 As members are aware, in March 2020 £2m of funding was allocated by Renfrewshire Council to support the emerging recommendations of the Renfrewshire Alcohol and Drugs Commission. Officers worked with partners to bring forward an initial tranche of funding proposals which would target the priorities identified as being most urgent by the Commission. The Alcohol and Drugs Change Programme Board continues to oversee the local partnership response to the Commission, and this is chaired by the Council’s Chief Executive. Partners are working very closely to ensure that all of the activities being progressed are joined up and make maximum use of the funding and resources available. Further details are provided in the Alcohol and Drugs Programme update provided to this meeting of the Leadership Board. 5. National Care Service 5.1 As part of the ongoing parliamentary scrutiny process, oral evidence sessions heard by Financial and Public Administration Committee on the Bills Financial Memorandum concluded on 1 December 2022. The Committee reported a series of findings and concerns in relation to costings, the timing of collaboration with those most affected, major policies being implemented via secondary legislation and business cases etc. therefore the Financial Memorandum does not provide enough detail on costs. 5.2 The Committee has therefore requested that the Scottish Government provides a revised Financial Memorandum, including full details of the underlying assumptions, updated estimates for the gaps identified in the report, as well as updates to the existing cost estimates. This updated Financial Memorandum should be provided at least two weeks prior to the completion of Stage 1 – scheduled for March 2023 - to inform Members’ approach to the debate on the general principles of the Bill and consideration of the Financial Resolution. 5.3 Should the Bill be enacted, implementation costs, savings and forecast expenditure should be monitored and reported on to the Finance and Public Administration Committee twice a year. The Committee further recommends that updates are provided in a similar format to the Financial Memorandum, rather than simply as part of a Programme Business Case, to allow proper comparative scrutiny. 5.4 The Health, Social Care and Sports Committee (Lead Committee) will continue to hear oral evidence sessions and a final report is expected in the coming days. 6 Next Steps for Adult Social Care 6.1 In December 2022 a Joint Statement of Intent and Next Steps for Adult Social Care 2022-23 was published. The document sets out joint commitments by the Scottish Government and COSLA to bring about improvements to the social care system over the next 12 to 18 months. It states that over the next year, the Scottish Government and COSLA will: Page 100 of 138
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9 • Continue to drive forward the Discharge without Delay Improvement Programme, and ensure that multi-agency discharge planning starts as soon as possible in the person's journey, involving all parties from health, social care, housing and third sector, as well as the individual and their family; • Continue to embed human rights in the provision of social care support; • Ensure that people have a voice in how social care is delivered; • Take a preventative approach, including through the development of the Getting It Right For Everyone (GIRFE) practice model; • Establish a Social Care Workforce Programme to continue to deliver the type of improvement the social care workforce requires • Continue to deliver our Fair Work agenda, ensuring those who work in care are offered fulfilment, security, opportunity, respect and effective voice • Support learning and development through a working group jointly led by NES and SSSC • Publish a Carers Strategy under a Scottish Government banner and work with a range of partners to implement the actions it recommends • Establish a National Improvement Steering Group, jointly chaired by COSLA, SOLACE and the Scottish Government, to lead on the development of an overarching National Improvement Programme for Social Care and Community Health • Publish revised Self-Directed Support (SDS) guidance and establish an improvement programme to implement it consistently 7 Adult Social Work Performance Overview from 1 April 2022 7.1 Adult Social Work services are managed and monitored via regular internal HSCP professional governance and operational management arrangements, including meetings, case management, and regular service and case reviews. These meetings involving Heads of Service and Service Managers covering a variety of local and national strategic and operational indicators. They allow Managers to scrutinise and discuss performance data, agree remedial action, timescales for improvement, and consider future challenges which may affect services to allow planned actions and mitigation where appropriate. 7.2 In addition to internal scrutiny, performance is reported regularly to the IJB meeting, with the scorecard presented twice-yearly. The report charts data for the last three years and, where possible, associated targets, the ‘performance direction of travel’ and whether the indicator is currently on track to meet target. The reports provide a detailed picture of what is working well, current challenges and intended remedial action where necessary. The Renfrewshire IJB Scorecard reports on Adult Social Work indicators alongside a variety of both local and national health service indicators. All indicators are reported under the nine national health and wellbeing outcomes. Page 101 of 138
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10 7.3 The most recently available performance data from 1 April 2022 to either 30 September 2022 (Quarter 2) or 31 December 2022 (Quarter 3) for the 19 adult social care services’ indicators is as follows: Performance Indicator Status No. Target achieved 2 Warning 1 Alert 1 Data only 15 7.4 Areas of Strength - The following three indicators are rated green and are achieving target. Status Performance Indicator 19/20 Value 20/21 Value 21/22 Value 22/23 Value Target Direction of Travel National Indicator 2: People are able to live, as far as reasonably practicable, independently and at home or in a homely setting in their community Percentage of clients accessing out of hours home care services (65+) 90% 90% 90% 91% Quarter 2 85% Average number of clients on the Occupational Therapy waiting list 315 159 143 170 Quarter 2 350 7.5 The following indicator is an amber warning given that it is 1% below target. Status Performance Indicator 19/20 Value 20/21 Value 21/22 Value 22/23 Value Target Direction of Travel National Indicator 2: People are able to live, as far as reasonably practicable, independently and at home or in a homely setting in their community Percentage of long-term care clients receiving intensive home care 27% 29% 29% 28% Quarter 3 30% 7.6 The following indicator remains a red alert, however addressing absence management and supporting employees to return to work is a key priority for the HSCP Senior Management Team. In collaboration with the Council’s HR and Organisational Development, a streamlined process for absence management is being rolled out using the Business World system and additional supporting attendance training will be provided to managers. Direction of Travel Improvement Deterioration Same as previous reporting period Page 102 of 138
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11 Status Performance Indicator 19/20 Value 20/21 Value 21/22 Value 22/23 Value Target Direction of Travel National Outcome 8: People who work in health and social care services are supported to continuously improve the information, support, care and treatment they provide and feel engaged in the work they do Sickness absence rate for HSCP Adult Social Work staff (work days lost per FTE) 18.08 13.50 17.79 11.54 Quarter 2 Annual 15.3 days 7.7 In addition, the following 15 performance indicators are for data purposes only: Performance Indicator 19/20 Value 20/21 Value 21/22 Value 22/23 Value National Outcome 2: People are able to live, as far as reasonably practicable, independently and at home or in a homely setting in their community Homecare hours provided - rate per 1,000 population aged 65+ 414 390 411 432 Quarter 2 Percentage of homecare clients aged 65+ receiving personal care 99% 99% 99% 99% Quarter 2 Population of clients receiving telecare (75+) - Rate per 1,000 (2022/23 includes all telecare, previous years included enhanced alarms only) 50 46 58 117 Quarter 2 Percentage of routine OT referrals allocated within 9 weeks 42% 41% 68% 91% Quarter 2 National Outcome 6: People who provide unpaid care are supported to reduce the potential impact of their caring role on their own health and wellbeing Number of adult carer support plans completed for carers (age 18+) 162 86 148 89 Quarter 3 Number of adult carer support plans declined by carers (age 18+) 34 51 36 78 Quarter 3 Number of young carers' statements completed 68 49 27 18 Quarter 3 National Outcome 7: People using Health & Social Care services are safe from harm Number of Adult Protection contacts (including AWC) received 3,106 3,487 4,263 2,854 Quarter 3 Total Mental Health Officer service activity 683 627 905 962 Quarter 3 Number of Chief Social Worker Guardianships (as at position) 110 115 125 125 Quarter 3 Percentage of children registered in this period who have previously been on the Child Protection Register 11% 29% 30.4% 0% Quarter 3 National Outcome 8: People who work in health and social care services are supported to continuously improve the information, support, care and treatment they provide and feel engaged in the work they do Page 103 of 138
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12 Performance Indicator 19/20 Value 20/21 Value 21/22 Value 22/23 Value No. of SW employees, in the MTIPD process, with a completed IDP 909 1,000 People, Performance and Talent Policy is currently being reviewed and a new indicator will be developed. National Outcome 9: Resources are used effectively in the provision of health and social care services, without waste Care at Home costs per hour (65 and over) £26.40 £23.05 £25.71 Information from LGBF - available April 2023 Direct payment spend on adults 18+ as a % of total social work spend on adults 18+ 5.88% 4.05% 4.47% Information from LGBF - available April 2023 Net residential costs per week for older persons (over 65) £298 £277 £248 Information from LGBF - available April 2023 7.8 The annual Local Government Benchmarking Framework suite of adult social care indicators will be available in April 2023 and will be presented together with the other indicators to the Audit Risk and Scrutiny Board in May 2023. 8. Next Steps 8.1 The next performance report on delegated Adult Social Care functions will be reported to the Leadership Board in September 2023. ___________________________________________________________________ Implications of the Report 1. Financial – Scottish Government will fund 25% above the National Care Home rate for additional interim and intermediate short term care home placements in order to reduce delays in discharge from hospital. 2. HR & Organisational Development – The HSCP continues to work in partnership with the Council’s HR and Organisational Development to support manage absences and support staff to return to work. 3. Community/Council Planning – none 4. Legal – none. 5. Property/Assets – none 6. Information Technology – none 7. Equality & Human Rights The Recommendations contained within this report have been assessed in relation to their impact on equalities and human rights. No negative impacts on equality groups or potential for infringement of individuals’ human rights have been identified arising from the recommendations contained in the report because it is for noting only. If required following implementation, the actual Page 104 of 138
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13 impact of the recommendations and the mitigating actions will be reviewed and monitored, and the results of the assessment will be published on the Council’s website. 8. Health & Safety – none 9. Procurement – none 10. Risk – none 11. Privacy Impact – none 12. Cosla Policy Position – none. 13. Climate Risk – The HSCP is committed to tackling the climate emergency and actively participates in Renfrewshire’s Plan for Net Zero. _________________________________________________________ List of Background Papers None ___________________________________________________________________ Author: Yvonne Farquhar, Service Planning and Policy Development Manager, Chief Executive’s Service yvonne.farquhar@renfrewshire.gov.uk Page 105 of 138
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14 Appendix 1 Summary of Winter Plan 2022/23 Action Plan Objective Related Actions Priority 1: Vaccination Programmes To ensure we protect our staff and the public by delivering the required seasonal vaccination programmes; Flu and COVID Booster. The delivery of flu, boosters and COVID-19 vaccinations to staff and the public including child immunisations as appropriate. Priority 2: Operational Resilience To ensure we continue to embed our frameworks, policies and plans to support service resilience and the prioritisation of emergency and critical services, whilst maintaining the delivery of other essential services. One key aspect which has been further developed in this year’s plan is the HSCP’s ‘Data Resilience’ plans and specifically how each service would respond when faced with a loss of systems, network or power for a period of one week. • Review and update of Business continuity plans and specifically data resilience plans. • Promoting and operationalising disruptive weather policies including working with the council regards gritting, securing appropriate transport (such as 4x4 vehicles), creating forecasts, rotas and plans for contingency service arrangements for additional surge / staff deployment capacity especially in Care at Home, Care Homes and Community Meals. • Logistics and supply chain monitoring for PPE, hand sanitiser, medication and other key supplies (particularly due to Ukraine and other ongoing supply chain impacts including financial climate implications). Priority 3: Surveillance and response - monitoring and control (governance) To ensure we continue to survey our environment and stay abreast of how our services are performing for our service users, taking note of any lessons learned and amending our policy and practice as required to sustain service levels. • Development of a regular Winter Plan update within our response and recovery dashboard which includes relevant operational and strategic risks and issues, aligned to the terms of our Risk Framework. • Daily multi-disciplinary delayed discharge meetings within Renfrewshire and two weekly board-wide meetings to provide high level of scrutiny. • Coordination of Partnership planning and management of dependencies between service and organisational plans. Priority 4: Supporting the public To ensure we support the public to continue to access required services, addressing their critical and essential needs and supporting residents to remain safe and well. • Comprehensive communications and engagement strategies which provides our staff and the public with information to help them prepare for winter. • Working with partners to implement additional measures to support our communities, including close working with the Fairer Renfrewshire Committee and implementation of the Winter Connections programme Priority 5: Supporting our partner organisations To ensure we support our partner organisations to take steps to prepare for winter and collaborate on necessary solutions for the benefit of residents. • Acute, Localities and Care at Home joint plan to support prompt discharge and minimise delays. • Spot purchase of interim placements (up to 6 weeks in duration) as required to provide Page 106 of 138
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15 Objective Related Actions step down support from a hospital setting, with identification of required number of placements to be commissioned for six months to cover the winter period. • Continued development of services using winter monies to reduce delays and prevent unnecessary admission to hospital, such as the Home First Response Service, increase in number of Health and Care Support Worker posts and increase of resources within social work teams to undertake assessment and care management. • Proactive planning with GP Practices, Care Homes and Nursing Homes. • Continued delivery of clinical support through the Renfrewshire Care Home Liaison Team and oversight through the Care Home huddle model. Priority 6: Enablers and optimisation of existing infrastructure To ensure we deliver, champion and optimise the use of appropriate infrastructure across the partnership, with our partners, to underpin the successful delivery of our plans. • Scenario planning for potential situations where additional roll out of digital resources may be required (e.g. NHS Near Me, virtual clinics, video calling) and ensuring we are adequately prepared from a technology and ICT perspective. • Optimising the use of Community Pharmacy. • Utilising existing infrastructure to build resilience within services. e.g. telephony infrastructure changes for pharmacy hub, learning disabilities and community mental health. Priority 7: Festive Period To ensure we adequately understand the needs of services through the festive period and plan appropriately to maintain and manage service levels and any potential disruption. This includes a focus on early confirmation of festive rotas, alongside mitigating actions to address any service staffing issues should these arise. • Forecasting of service demand through the festive period and aligning this to the staffing to ensure we have adequate cover. • Signposting staff and the public to the right services at the right time, taking into account the need for redirection to address peaks Priority 8: Workforce planning/staffing To ensure we deliver the right balance of annual leave and staffing across services to maintain service levels throughout the winter period. To ensure we support the health and wellbeing of our staff so that they remain well and are able to undertake their roles through potentially challenging winter conditions. • Agreed annual leave policies / volumes and staff flexibility at a service level • Implementing additional measures to support staff health and wellbeing (as set out above) • Contingency staffing arrangements between services and from 3rd parties, partners and other third sector organisations • Accommodation planning (e.g. crisis respite) which can be deployed if and when required. • Continued focus on supporting personal safety, winter driving and lone working arrangements. Page 107 of 138
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___________________________________________________________________ To: Leadership Board On: 22 February 2023 ___________________________________________________________________ Report by: Chief Executive ___________________________________________________________________ Heading: OneRen Annual Report ___________________________________________________________________ 1. Summary 1.1 OneRen, the trading name of Renfrewshire Leisure Limited, recently published its annual review of 2021/22 which highlights the contribution that the organisation makes to the achievement of Council Plan, Community Plan and wider shared objectives through the wide range of projects, events and activities that it provides in the local community. Despite the impacts of Covid, OneRen recorded some 2.9 million attendances at venues and for online activities. 1.2 OneRen is the local charitable trust established by the Council to provide culture, leisure and sporting opportunities to help people enjoy active and healthy lives. OneRen works to improve life-long physical and mental health in every one of our communities. The charitable trust provides a range of affordable, accessible and ambitious services that are open to all and designed to improve personal, social and economic outcomes. OneRen’s vision is to ensure that everyone locally can lives that are healthy, happy and fulfilled. 1.3 The annual review, included within appendix one, also outlines the organisation’s main achievements and community impacts, business performance and summary financial statements and forms part of the Council’s performance monitoring arrangements. The review of 2021/22 is substantially influenced by the continuation of the Covid pandemic and work to recover from the health emergency. 1.4 OneRen’s objectives are closely aligned to those of Renfrewshire Council. Progress is reported to the OneRen Board of Directors and the Council’s Leadership Board. OneRen’s Board is Chaired by Councillor Lisa-Marie Hughes, with partner directors including Councillor Gillian Item 8 LB220223 Page 109 of 138
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Graham and Councillor Anne Hannigan. Quarterly performance reports to the Council’s Chief Executive Office are made through the Council’s monitoring officer for OneRen. We measure and report on progress through performance indicators. 1.4 OneRen is currently preparing its annual business plan, which will be submitted to the next Leadership Board cycle. The business plan will outline how the organisation will continue to recover its business as we continue to emerge from the pandemic and support communities impacted by economic challenges. The plan will also highlight the next steps in progressing the organisation’s transformation programme. __________________________________________________________________ 2. Recommendations 2.1 It is recommended that the Leadership Board: I. Notes OneRen’s annual review of 2021/22. __________________________________________________________________ 3. Background 3.1 The Services Agreement with OneRen sets out the terms for it to deliver cultural, leisure and sport services within Renfrewshire. This specification: relates to the management of the cultural, leisure and sport facilities operated by OneRen within the council area; sets out standards, specifications, procedures and other requirements to be followed by OneRen in the provision of cultural, leisure and sports services. 3.2 One of the terms in the Services Agreement is the development of an annual Business Plan. The plan sets out OneRen’s priorities to deliver its strategic objectives and demonstrates its commitment to deliver the related strategic priorities set out in the Council and Community Plans. Last year, the business plan for 2022-23 was approved by OneRen’s Board in March 2022. It was presented to and approved by Leadership Board in April 2022. 3.3 Over the last year, quarterly monitoring meetings have taken place with Council/OneRen colleagues to review delivery of the service specification and contribution to Council Plan priorities. The annual review included as appendix one forms part of the Council’s monitoring arrangements and is included with this report for noting. 3.4 During the pandemic, OneRen’s charitable and company status meant that OneRen was able to access the Government’s Job Retention Scheme to support over 800 full-time, part-time and casual staff. Employees received 100% of their salaries, including those on furlough, as part of the trust’s ongoing commitment to its staff. Page 110 of 138
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3.5 OneRen staff have also played an important role in terms of the wider public health response to the pandemic by continuing to provide staffing for four mass vaccination centres. 3.6 As a result of the Covid pandemic, service provision continued to adapt in line with Government restrictions. OneRen moved swiftly to ensure continued provision of services through each stage of lockdown, restrictions easing and recovery, utilising a combination of digital channels and other delivery mechanisms to ensure that people, particularly those with underlying health conditions, or at risk from loneliness and isolation, remained supported throughout the pandemic. Staff innovation has been central to this role, where new solutions and services have been required to meet community needs in these new circumstances. 3.7 However, with the easing of restrictions, OneRen re-opened its venue at the earliest opportunity to support communities to recover. Staff and volunteers across the charity worked to aid recovery, bringing people back together through valued public programming across Renfrewshire’s community assets. While numbers attending have not reached pre-pandemic levels, the Annual Report highlights the breadth and depth of the work undertaken to support Renfrewshire’s recovery. 3.8 OneRen has progressed ambitious plans, including a brand refresh and improvements in customer journey, and close participation in the Council’s investment in the Cultural Infrastructure Programme, as we look forward to re-opening these significant venues in 2023/24 as part of the region’s regeneration plans. 3.9 In recognition of the continuing recovery from Covid, OneRen has worked closely with the Council, in addition to the usual monitoring arrangements, in recognition of the exceptional circumstances impacting on service delivery throughout 2021/22 and 2022/23. __________________________________________________________________ Implications of the Report 1. Financial – not applicable 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; Page 111 of 138
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• Our Renfrewshire is fair – our services and programmes are accessible to all our citizens; • Reshaping our place, our economy and our future – development and delivery of the cultural infrastructure investment programme supports the regeneration aspirations for the area; • Building strong, safe and resilient communities – Tackling inequality, ensuring opportunities for all – our services and activities are accessible to all our citizens; • Creating a sustainable Renfrewshire for all to enjoy –our programmes build sustainability through volunteer and community development; • Working together to improve outcomes – partnership working to deliver shared outcomes remains a key priority in our company strategy. 4. Legal – N/A 5. Property/Assets – N/A 6. Information Technology – 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. 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 Change- not applicable. _________________________________________________________ List of Background Papers (a) n/a ___________________________________________________________________ Author: Laura McIntyre, Head of Policy and Commissioning, telephone 0141 618 6807 Page 112 of 138
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Annual Report 2021/2022 Page 113 of 138
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1 Chairperson’s Introduction 2-5 Highlights of the year 6-13 A Healthy Community 14-21 A Sustainable Local Economy 22-27 A Great Place to Live, Play and Visit 28-35 A High Performing Sustainable Charity 35-36 Looking ahead 38-39 Chief Executive’s Statement 40-43 Financial Report Contents oneren.org @weareoneren Page 114 of 138
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Parent and Toddler swim programme Renfrew Victory Baths - 46 toddlers attended with their parents in week one and block classes were fully booked within two days of launch. Chairperson’s Introduction Councillor Lisa-Marie Hughes Chairperson of the Board OneRen OneRen has been part of the glue which has helped hold our communities together throughout the pandemic and as we move towards recovery. We have one aim – to ensure that everyone across Renfrewshire can enjoy lives that are healthy, happy, and fulfilled. Our teams work hard to fulfil that mission each and every day. As we look back at the last financial year, we’re reminded of the challenges we continued to face, with COVID restrictions and the incredible work of our teams in bringing people back together after a time of crisis. This has not been easy. People and communities have been deeply affected, and we’ll continue to play our part in helping in their recovery. We are OneRen and we are passionate about improving life-long physical and mental health and wellbeing in every one of our communities. Working with our incredible teams, we have re-opened our venues, bringing people back together. Working with our partners, not least Renfrewshire Council, we have provided lifeline interventions during the health emergency. From using our venues as NHS vaccination centres to delivering books and toys to those shielding at home and re-opening our facilities at the earliest opportunity, we have delivered not only support, but comfort to our communities. Despite the challenges I’m thrilled to say that we recorded almost 2.9 million attendances at OneRen services, both in-person and online. It’s been a huge achievement and I want to thank our teams who have gone above and beyond to deliver for the communities we serve. However, as we emerge from the pandemic, it’s clear we now face another huge challenge. The cost-of-living crisis is impacting us all. We will do everything we can to support the people of Renfrewshire. We are working closely with our key partners, from Renfrewshire Council to our third and voluntary sector colleagues to ensure our venues and services can support our communities, when people need them most. At a time of crisis, we have endeavoured to be a constant support for Renfrewshire’s citizens. We champion our communities and will continue to do so in the weeks and months ahead. 1Page 115 of 138
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Highlights of the year 32 Despite the impact of COVID restrictions, there were 624 referrals to our Live Active team and 2,291 consultations were delivered – all improving the health and wellbeing of patients referred to us by NHS partners. Library e-resource usage increased by 70%, from 257,559 in 2020-21 to 437,955 in 2021-22. Library teams supported almost 10,000 people to help them navigate the digital world, improving digital literacy and opening up online access to navigate welfare and health applications, or simply to connect with friends and family. Around 40 young care experienced young people become an ArtBoss each month – with weekly creative workshops improving their health and wellbeing and boosting individual confidence. 1,941 people attended 96 events for this year’s Paisley Book Festival events which returned following COVID disruption. The successful event included 74 authors and organisations on an exciting programme of events. More than 1,300 school pupils attended our schools’ programme. Our army of incredible volunteers gave 3,238 hours of their time to support Renfrewshire communities. Lunar Eclipse: 332 pupils from Primary Schools across Renfrewshire were given the chance to participate in a special Lunar Stream event in June 2021. Our Active Schools programme adapted to COVID and recorded an amazing 71,000 attendances at physical activity sessions, with 18,500 participants in the final quarter of the financial year. Vitality Classes - which help people living with medical conditions to get more active - saw 4,332 attendances, with 3,754 in-person and 578 online attendances. Our Women’s Unpaid Work Group uses art and crafting sessions to support those with community payback orders to achieve new goals and gain a sense of achievement, as well as learning new skills. Despite COVID closures and disruption swim memberships recorded a 91% increase to 1,200 swim only members, as people looked to make a splash once again. And finally... we highlighted a story about a book returned to Paisley’s Central Library – more than 50 years late along with a £20 note and an anonymous letter apologising for the book being so overdue. This story was picked up by 20 UK- wide print media and 34 worldwide online media outlets. Page 116 of 138
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OneRen is the local charitable trust established by the Council to provide culture, leisure and sporting opportunities to help people enjoy active and healthy lives. We are passionate about the part we play in improving life-long physical and mental health in every one of our communities. Our trust provides a range of affordable, accessible and ambitious services that are open to all and designed to improve personal, social and economic outcomes. We are committed to our vision to ensure that everyone locally can lives that are healthy, happy and fulfilled. Our mission is to improve our community’s health and wellbeing by working in partnership to design and deliver a range of life-enhancing and accessible cultural, leisure and sporting opportunities that meet local needs and improve life chances across the population, and is framed around our four strategic objectives: • A Sustainable Economy • A Healthy Community • A Great Place to Live, Play and Visit • A Sustainable, High-Performing Charity Our objectives are closely aligned to those of Renfrewshire Council. Our progress is reported to the OneRen Board of Directors and the Council’s Leadership Board. Quarterly performance reports to the Council’s chief executive office are made through the Council’s monitoring officer for OneRen. We measure and report on progress through performance indicators. During the pandemic, our charitable and company status meant that OneRen was able to access the Government’s Job Retention Scheme to support over 800 full-time, part-time and casual staff. Employees received 100% of their salaries, even those on furlough, as part of our ongoing commitment to our people. Our shared ambition 54 Page 117 of 138
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Our aim is to help everyone lead healthier, happier and more fulfilled lives. We play an active role in improving health and well-being outcomes, addressing inequalities and improving life chances amongst the people of Renfrewshire. For those in our community looking to learn and develop skills to help improve their day-to-day life, we offer access and support wherever we can . We work collaboratively to deploy a range of interventions to tackle poor mental and physical health in our community. Mass Vaccination Centres A key part of that has been our continuing support for the NHS COVID and flu vaccination programmes. Our teams supported NHSGGC colleagues to deliver mass vaccination centres at The Lagoon, Renfrew Sports Centre, Tweedie Hall and Johnstone Town Hall, with a return to 7-day-per-week operations in December 2021. Health Walks Last year, OneRen received funding from Renfrewshire HSCP to create two local walking routes around Paisley. The permanent signage for these routes has been put in place and is paired with an interactive map and points of interest to encourage people to take in the history of the area, whilst getting out and about to improve their general wellbeing. In March 2022, the number of people attending health walks increased to almost 5,600, with a similar number of attendances at both physical and digital health and wellbeing classes including Easy Exercise, Move More and Vitality classes which encourage gentle and accessible physical activity. A Healthy Community1 5,600 In March 2022, the number of people attending health walks increased to almost 6 7Page 118 of 138
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2,291 In the last financial year, despite the impact of the COVID restrictions, there were 624 referrals to the Live Active team and consultations were delivered. Swimming Groups Return The following month, we launched the Parent and Toddler swim programme Renfrew Victory Baths - 46 toddlers attended with their parents in week one and block classes were fully booked within two days of launch. Renfrew Victory Baths turns 100 However, as restrictions slowly eased, we were able to re-open our venues and welcome people back. In September 2021, Renfrew Victory Baths celebrated its 100th anniversary with a week-long exhibition, curated by Renfrewshire Leisure Arts and the Indoor Leisure team, telling the stories and history of the much-loved venue. This was the road to recovery, an excellent service. The class was a great incentive to get back to what I once took for granted. Live Active Referral Scheme The Live Active Referral Scheme is a well-established, and a well-utilised service, part funded by NHSGGC. The programme is ideal for those who are keen to make better lifestyle choices and who would benefit from being physically active but need help to do so. Through the support of specialist Live Active Advisors, those referred receive bespoke advice and encouragement to set realistic goals on how to make changes to their activity levels. In the last financial year, despite the impact of the COVID restrictions, there were 624 referrals to the Live Active team and 2,291 consultations were delivered. Following heart failure, and a nine-week stay in hospital, John, was referred to the Live Active team. He said: 98 Page 119 of 138
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Vitality Classes Vitality is a series of physical activity classes which have been specifically designed for people living with medical conditions such as Parkinson’s disease, MS, Stroke, Cardiac Conditions, Cancer, Osteoporosis, Cognitive impairments and COPD. They are also ideal for those who have a fear of falling or find their strength and balance is starting to impact on their daily lives. In 2021-22, there were 4,332 attendances, with 3,754 in- person and 578 online attendances. Kathleen was referred to outdoor Vitality classes after a decline in her physical health. She found the instructor so encouraging and as a result, has been attending Vitality classes at Linwood ON-X ever since. She said: I’ve hip and back problems and find the Vitality classes so helpful. Before I started, I couldn’t really bend without pain but now I can walk a bit better and even manage a little bit of gardening. I really appreciate the help from the instructors. The classes have all been so helpful to my mental health. 4,332 attendances, with 3,754 in-person and 578 online attendances. In 2021-22, there were MacMillan Cancer Support Our partnership with Macmillan Cancer Support has continued to help people, particularly helping those affected to become more physically active through our Move More classes. We delivered 269 Move More consultations. One user said: 269 We delivered 269 Move More consultations MacMillan Cancer Support I was initially frightened of injuring myself when exercising after surgery. This class gave me confidence to stretch and move more feely without the worry of injury. 10 11Page 120 of 138
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Cultural Social Prescribing Service Referrals to our new Cultural Social Prescribing service started toward the end of the financial year as restrictions further eased. An example was the referral of a man who was experiencing loneliness and social isolation. Supported by our team, he attended a group session at Glenburn Library, where we learned that he could no longer read due to macular degeneration. Our team member suggested accessing ‘talking books’ which was arranged, along with his library membership and home delivery service. The social contact and ability to read again brought new life to someone who thought his life was in decline. Active Schools Our Active Schools team continues to provide opportunities for children and young people to become more physically fit and active. Although there was significant disruption as a result of COVID, the team recorded 71,000 attendances at physical activity sessions, with 18,535 participants in the final quarter of the financial year. The Active Schools team continues to pioneer with an in-depth survey across all Renfrewshire Schools, which assesses the physical activity of children and flags those who require further support. Our team is the only one in Scotland to produce a regional pupil survey, which provides invaluable insight and date to allow OneRen staff to work with children, their families and carers and schools to improve community health and wellbeing. Our six-week Summer Holiday Programme returned, providing a programme of leisure and arts activities for schoolchildren over the summer holidays. Taking place across several Renfrewshire Leisure venues, 1761 children took part in these holiday camps. In September 2021, we launched a new Active Families Disability Sport and Activity Club, providing young people with disabilities the opportunity to take part in a weekly club with fun activities as well as the opportunity to take part in sports/activities led by qualified coaches. 1,761 children took part in these holiday camps. 71,000 attendances at physical activity sessions, with 18,535 participants in the final quarter of the financial year. 12 13Page 121 of 138
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A Sustainable Local Economy We aim to provide a positive role in developing the local Renfrewshire economy. We want to create opportunities for high quality and sustainable jobs as well as build wider local employability through providing positive development pathways. We will contribute to the local partnership effort to build inclusive economic growth that benefits everyone. Growing our economy, means growing our community wealth. 2 1514 Page 122 of 138
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Library Services During the pandemic, our libraries continued to work hard to enable everyone in the community to have access to books by providing a new, free delivery service in Renfrewshire to anyone over 70 years of age and anyone with a disability or medical condition which limits their ability to leave their home. The free Libraries Direct Home Delivery Service continues to be popular with 321 people now signed up to use the service. We deliver Bookbug bags to every child in Scotland at four key stages between birth and age 5. The bags are distributed via health centres, nurseries and schools and is co-ordinated by the library service, alongside library visits and story-reading sessions. Each bag contains picture books and other fun items for families to enjoy together and help children develop a love of stories, songs and rhymes. In-person Bookbug events were reintroduced in September 2021. Children were able to enjoy the reading programme in-person for the first time in almost 18 months, with pre- booked slots available on a first come, first serve basis. Renfrewshire Libraries took part in the Summer Reading Challenge 2021 in partnership with the Reading Agency. The theme was ‘Wild World Heroes’ and included a programme of free activities and events taking place across the summer involving all Renfrewshire Libraries. 768 children participated in libraries and 251 completed the challenge. 136 participated in the digital summer reading challenge with 42 completing the challenge. With COVID restrictions, it is perhaps no surprise that e-resource usage increased by 70%, from 257,559 in 2020-21 to 437,955 in 2021-22. This figure includes usage of all the libraries online resources, Britannica, Oxford reference, Comics PLus, e-books, e-magazines, Press Reader and more. Over the course of the financial year, our Digital Assistance almost tripled from Q1 to Q4, with almost 10,000 people assisted over 2021/22. Digital Assistance is key to improving digital literacy in our communities. The library service supports anyone in the library to learn digital skills and improve their online access. Renfrew Library staff made a lot of visits to nurseries and schools for National Storytelling Week. They read no fewer than 40 stories to 172 children and got some wonderful feedback. One parent said: Our children have had no interaction with other professional people within our local community in the past two years due to the pandemic. Having James visit and read stories was refreshing and ignites their interest in books and in turn promotes their communication and language. The free Libraries Direct Home Delivery Service continues to be popular with 321 people now signed up to use the service. Over the course of the financial year, our Digital Assistance almost tripled from Q1 to Q4, with almost 10,000 people assisted over 2021/22. 768 children participated in libraries and 251 completed the challenge. 136 participated in the digital summer reading challenge with 42 completing the challenge. 16 17Page 123 of 138
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80 children attend autastic with a parent or carer at Johnstone Community Sports Hub Autastic A new partnership has been built between OneRen and Autastic. Autastic club offers opportunities to children with ASN to explore their interests and be themselves. The sessions bring families together in a safe and relaxed environment, facing challenges and celebrating differences together. 80 autistic children each week attend with a parent or carer at Johnstone Community Sports Hub. One parent said: It’s been absolutely incredible meeting new families and old ones in our new home at Johnstone Community Sports Hub. Our kids have settled amazingly and we are loving getting to know every single one of them. We are so lucky. The best thing about having a pen pal is that I made a new friend and being able to tell them about the things I like to do. It was good that I could find out what Gabriella likes to do as well. When we met, we just started talking like we were old friends, and we’ll keep on writing to each other. Pen Pals Project The Scottish Government Funded Project, Pen Pals Project, connects children from Renfrewshire’s School of African Cultures and children from ethnic and refugee communities from across Renfrewshire and the West of Scotland. Children aged 8 – 11 years had the opportunity to attend a workshop with an artist and creative writer, then compose and exchange letters/drawings of connection between each other. The project culminated in the launch of the Pen Pals project book in March 2022, with children meeting in person for the first time and taking part in creative sewing workshops facilitated by Sewing2gether All Nations at Mossvale church. The children received a book which collected all their work and documented the project as a whole. One participant, aged nine, from Paisley, said: 1918 Page 124 of 138
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Artist Development Grants Artist Development Grants were established to support freelance artists in the area at a time when livelihoods are threatened by the impacts of COVID. 23 grants have been awarded with a total value of £60,566. Projects were completed in summer 2021. Kick Start Apprentices Over 30 young people applied for the Social Media Assistant Position with Heritage Services as part of the governments Kickstart Programme. The successful candidate took up their post on the 10th of May, and will support heritage services in developing their online presence through social media channels. Volunteers Across OneRen our army of volunteers have given 3238 hours of service to their local communities. Deirdre Williamson is just one of our fabulous volunteers who delivers Macmillan Information and Support Sessions in Renfrewshire libraries. She said: I chose to volunteer for two reasons. Firstly, the emotional and practical support I received when I was ill was immeasurable and, although I had an amazing family around me, sometimes it helps to have someone a bit removed. The other reason is that I genuinely wanted an opportunity to not only help others but to try and give a little back. Sometimes volunteering can be challenging and it’s difficult not to get emotionally involved but it’s also hugely rewarding. 23 grants valued at more than £60,000 were given to artists to deliver new projects and support them during COVID Across OneRen our army of volunteers have given 3238 hours of service to their local communities. 20 21Page 125 of 138
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A Great Place to Live, Play and Visit We aim to keep building a positive reputation for Renfrewshire as a place for a wide range of exceptional leisure and cultural experiences. We want a growing recognition for our regional leisure opportunities, rich local history and diverse heritage. We provide a high-profile platform for local economic and civic opportunities. 3 2322 Page 126 of 138
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Paisley Book Festival 1941 people attended 96 events for this years Paisley Book Festival events which took place in February. The successful event included 74 authors and organisations in an exciting programme of events which included welcoming the First Minister to chair the closing event. I have to say, I did a talk today with @BookPaisley for some p6 students from @ThornPriSch and they were one of the best groups of readers I’ve met. So engaged & so open for discussions. An excellent visit. Meeting them was a pleasure. Hope you enjoy the rest of #ShowUsWhoYouAre Shout out to every festival or event in the last few months who have gathered people safely to celebrate the joy of art. I was at @BookPaisley for a wee event and it was a delight! Schools Programme This year alongside Paisley Book Festival, Renfrewshire Libraries produced the biggest schools programme yet, with 13 authors and illustrators delivering 30 events in school and public libraries. We aimed to give as many young people in Renfrewshire as possible a chance to be part of the Book Festival and to meet and be inspired by one of our engaging and motivational team of contributors. Events for primary schools took place in public libraries, and schools were provided with books by the visiting author prior to the event. Secondary school sessions were hosted in the school libraries, with the school librarians working in collaboration with teaching colleagues to select classes for the visit. We also held a sensory storytelling workshop on Teams for teachers at the two additional support needs schools, Riverbrae and Mary Russell. Pre- recorded videos for this can be viewed on the Paisley Book Festival youtube page along with other sessions for younger children from Ross Collins, Debi Gliori and Catherine Rayner. 1334 children attending events. The programme was a huge success with 2524 Page 127 of 138
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We welcomed back our sporting events, with school disability sport events delivering for more than 300 participants. Return of Sporting Events The reduction of COVID restrictions has seen indoor events again at our leisure facilities. These include Muay Thai events at the On-x with more than 800 spectators and participants. We also hosted school disability sport events with 300 participants and school badminton events with 250 young people taking part, among others. Return of The Arts With COVID disruptions, the ability to create, produce and show programme was hugely disrupted. In 2020/21, OneRen has worked tirelessly to keep creativity alive within our communities. Roxana was originally written to be a live, site-responsive theatre performance, presented in The Secret Collection, but then due to COVID-19, it was adapted to be digital performance. This version of Roxana was a unique digital experience filmed exclusively for the Paisley Book Festival. The arts team continued to move from digital to in-person productions, and the performance programme launched its first season of live performances, following the easing of COVID restrictions and since the closure of Paisley Arts Centre for refurbishment. The performance programme has taken place at Renfrew Town Hall, the Tannahill Centre and includes a new partnership with the Bungalow as a venue for live performance. Our Film Meet Ups returned to provide a place for filmmakers to meet and to network, with a programme of masterclasses, artist talks and networking opportunities. Our Easter programme featured a sell-out digital workshop for babies and their carers, and intergenerational digital performances called Up and Down, where children and their parents/carers could attend a digital performance with grandparents living in other parts of the area/country during COVID restrictions. The Cycle Arts Festival delivered a new programme in Renfrewshire that highlighted cycling, walking and wellbeing in the context of arts activities of all kinds. It was part of Renfrewshire’s Place Partnership, a programme of place and people based cultural interventions supported by Future Paisley and Creative Scotland and supported by Clyde Muirshiel and Sustrans. 2726 Page 128 of 138
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A High Performing Sustainable Charity We aim to build a sustainable business founded on fairness, providing flexible services which enable everyone locally to live lives which are healthy, happy and fulfilled. We want to build on our charitable credentials, allowing diverse funding streams to be used to challenge inequality. We will provide modern services based on deep rooted values. 4 Membership income showed some recovery following COVID disruptions, as customers returned to leisure venues. 28 29Page 129 of 138
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This is fantastic, love this. Really does bring the organisation and its purpose together. Introducing OneRen In January 2022, we introduced our new brand and name. Since it was introduced feedback has been hugely positive, with staff and service users embracing the fact that We Are OneRen. We were able to match the timing of the rebrand to an existing piece of work to improve our website, and by taking forward a complete refresh of our digital assets, we have created significantly increased engagement in the months since launching. We embarked on our rebrand following extensive stakeholder research which showed that Renfrewshire Leisure was a brand that was perceived as outdated and didn’t reflect the breadth and depth of our work, for customers or staff. Our staff teams helped to develop the new brand, creating an identity that unifies and expresses our shared ambition to deliver for the communities we serve. As we entered 2022, and with the hope that the health emergency would soon be behind us, we launched our new brand, with new staff uniforms and marketing campaigns to bring our audiences together following the pandemic. Staff were involved in the journey to the new brand from the beginning and they were impressed by the results. Colleagues were surveyed within 8 weeks of the brand launch: • Over 70% of staff felt OneRen better represents the organisation. • 84% of staff have used the website and were positive about the site. • Staff felt united with a consistent uniform. • They felt the new brand helped raise awareness of our services and organisation. The rebrand was also deemed a success with customers and stakeholders. We recorded over 130,000 visits to our new website in the first 8 weeks following launch. In comparison – 2021 saw 38k visits in the same period. Why the rebrand? The decision to rebrand and market the organisation as a new identity came following extensive stakeholder research which included: • The Renfrewshire Leisure brand was outdated and didn’t reflect the organisation as a whole. • Customers and members of the public were unaware of some of the cultural, sport and health services which we operated. • Only 12% of customers and 2% of the public understood that we were a charity. Wow, the new website and branding looks brilliant. It’s good to see all the services and teams coming together as OneRen. Loving the new website and joined up approach, having a platform that shows all the Renfrewshire amenities in ‘one place’ will be great for the community to find what they are looking for quickly and also allow you to better promote your services and venues - well done. 130,000 visits to our new website in the first 8 weeks following launch. In comparison – 2021 saw 38k visits in the same period. We recorded over 30 31Page 130 of 138
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Social & WebsiteFrom April – October 22 oneren.org 764,053 weareoneren 202,385 impressions visits to our website Weareoneren 57,397 accounts engaged with our main Facebook weareoneren 75,381 impressions Over 70% of staff felt OneRen better represents the organisation. Staff felt united with a consistent uniform. The majority felt the new brand helped raise awareness of our services and organisation. How was it received? Staff were involved in the journey to the new brand from the very beginning. A staff survey showed it was received really well. Brilliant. Love the new branding and all-encompassing approach! Looks great. You’ve nailed it! Incredible new brand with real presence and identity, OneRen is ready to welcome you with a huge raft of different services and attractions - something for everyone! 32 33Page 131 of 138
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Leisure Centre Memberships As COVID restrictions eased in 2021/22 our gym attendance doubled from Q1 to Q4. This coincided with an increase in operating hours and new membership options coming on stream. Despite periods of closure, membership income showed signs of recovery. Swim memberships recorded a 91% increase. We now have over 1200 swim only members, almost 100% increase in pre pandemic numbers. Fitness for Ferguslie Fitness for Ferguslie is a volunteer-led community fitness gym based in Ferguslie Park and supported by OneRen. Working with the team, we encourage people to become more active, not only to improve their physical activity, but build self- esteem and reduce isolation and loneliness. ArtBoss ArtBoss is a Creative Young Producers’ project developed and delivered as part of Future Paisley. It is a partnership between OneRen, Renfrewshire Council Youth Services, Children’s Services and charity, Who Cares Scotland. The aim of the project is to develop skills in a group of care experienced young people, young carers and young people needing support to improve their mental health and wellbeing to programme cultural events, works and happenings for their peers. Through participating in weekly workshops, Art Boss young producers have had a multitude of cultural opportunities and experiences. Around 40 young people participate each month. The young people who attended reported an increased understanding of Renfrewshire’s cultural landscape, as well as developing new skills, which in turn, has led to an increased sense of wellbeing and purpose within the group. During sessions, young people reiterate their enjoyment of the group, and consistent high attendance rates demonstrate their dedication and passion for Art Boss. 91% increase. We now have over 1200 swim only members. Swim memberships recorded a 40 care experienced young people take part in Artboss every month. Around The Women’s Unpaid Work Group The Women’s Unpaid Work group provides art and crafting sessions to women who have community payback orders to serve. This project provides a space where the women can regularly attend to learn new skills as well as create something to feel pride in. These new skills often work with textiles, working through processes and sometimes working collaboratively to create something. These sessions are ran by a qualified artist and are supported by the Health and Social Care Criminal Justice Team. The aim is to allow the women to feel a sense of achievement during their payback and learn a skill that might be transferable to employment. Celebrating Success Craig Dalziel, Renfrewshire Leisure Bikeability coordinator was Highly Commended by Cycling Scotland and has received an award in recognition of his ongoing dedication to the Bikeability programme in Renfrewshire, which resulted in record delivery figures for Level 2 on-road cycle training in Renfrewshire Schools. 34 35Page 132 of 138
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Paisley Town Hall Re-opening later in 2023, Paisley Town Hall will once again be the striking centrepiece at the heart of the town’s life. Building on its 140-year history, the new and improved town hall will attract more and bigger performances, bringing with it more people to Paisley. The transformation of the venue will be a sight to behold. The inside of the 19th century architectural gem will have been turned into a 21st-century entertainment venue for the West of Scotland. It will be a new home for headline acts and intends to establish itself as a go-to venue for top musicians, bands and performers in the country. Our wish is that performers will aspire to play here and once experiencing it, like our customers, will want to return again and again. More than that, it will be a place which the people of Paisley and beyond take to their hearts – a place where memories are made that last a lifetime. Looking Ahead 2023 is going to be a huge year for Paisley and Renfrewshire and we want everyone to join us as some of our much-loved venues return. Renfrewshire Council is investing around £100 million in the culture-led regeneration of Paisley town centre. That means that in 2023 and 2024, we will begin to welcome back some new and improved community assets that we operate on behalf of the Council. We look forward to welcoming everyone to our new and refurbished venues. Paisley Museum Opening in 2024, the world-class museum refurbishment is the flagship project in the regeneration of Paisley and Scotland’s biggest cultural heritage capital development. Home to galleries, an observatory, heritage centre, public gardens, events, and more, the reimagined museum will be at the heart of the local community – and open for everyone to learn, discover, create and connect. The new museum will be a vibrant and accessible cultural hub providing welcoming facilities to the community whilst attracting visitors to Paisley from across Scotland and beyond. The stories behind the museum and the treasures it holds have been extensively and collaboratively researched and will be shared more widely in the months ahead – building excitement as we look forward to revealing the jewel in our cultural crown. oneren.org @weareoneren Paisley Arts Centre The refurbished Paisley Arts Centre, will also see its refurbishment completed in 2023, improving both performance facilities and visitor experience at the popular venue. Paisley Arts Centre stage has hosted some of Scotland’s biggest names in the three decades since the 250-year-old former church building was converted into one of the country’s most vibrant small entertainment venues. PAC has an excellent reputation within the theatre community for programming a wide and varied range of performances. The centre will offer a platform for emerging artists and performers which will reinforce Paisley and Renfrewshire’s place in Scotland’s cultural scene. The facility will be modern and welcoming, while retaining the incredible character of the historic building. The refreshed venue will be flexible enough for small, intimate performances as well as the capacity for larger gigs that we know will attract a range of performers and audiences. You can keep up to date on all of the projects and every OneRen venue and service by visiting our website and following us at Paisley Learning and Cultural Hub Work is ongoing on the creation of a new, modern community and educational facility housing library services in a formerly vacant High Street unit. Paisley Central Library used to be located within Paisley Museum, but in its new home it will stand as an icon on the high street, with the aim of attracting more people into the town centre and the venue. The new central learning and cultural hub complements other investment by the Council in the town centre, such as the nearby Secret Collection museum store, improved transport links and outdoor spaces, and ongoing work to help property owners restore historic buildings 3736 Page 133 of 138
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I am immensely proud of how our OneRen team have reacted to the unprecedented challenges we have all faced in recent times. Our teams have worked with passion, care and commitment throughout the health emergency to provide services which are life-changing and life-affirming, at a time which has been limiting for so many. Although the external environment in within which our services are operating continues to change, our teams are working tirelessly to adjust, promote and offer new activities and services for our communities. We have worked in every part of Renfrewshire, adapting services to meet community needs and innovating where necessary to deliver services in a different way. OneRen’s mission is to improve our community’s health and wellbeing by working in partnership to design and deliver a range of life-enhancing and accessible cultural, leisure and sporting opportunities that meet local needs and improve life chances across the population. Across our teams, we are delivering on that mission, and I am proud of how we can share our work and evidence the difference we make throughout this annual report. I want to thank our incredible staff, volunteers, our Board, partners and stakeholders. By working together, collaboratively and in partnership, we know that our services make a real difference to people’s lives. The months ahead may prove just as challenging to navigate as the pandemic and so our teams are doubling down in our efforts to support people and communities most impacted by the harsh economic outlook through the opportunities we can provide through culture, leisure and sport. This level of commitment and care for others is central to our core values. As well as designing exceptional programmes, we are always focused on how we break down barriers to access and allow everyone in our communities to flourish. From supporting care experienced young people to build their confidence through art and culture, to helping women going through the justice system to rebuild their lives, we make a real difference. We work incredibly hard to deliver for those who need our help most, such as helping young Ukrainian people who have just arrived in Renfrewshire with the basics they need to be able to take part in sport in our schools, We began 2022 by changing our name to OneRen. Our new name reflects our belief that through working together, as one, we will build a stronger Renfrewshire through the benefits that culture, leisure and sport can bring to people socially, creatively, economically and to their physical and mental wellbeing. Chief Executive’s Statement Dr Victoria Hollows Chief Executive OneRen 3938 Page 134 of 138
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Financial Report The charity is funded through a service payment from Renfrewshire Council, grant income and admission fees generated at its leisure and sports facilities and cultural venues. The charity does not trade for profit. Any surplus generated by the charity is applied solely to the continuation and development of the charity for the benefit of the local community. The statement of financial activities for the year ended 31 March 2022 shows net expenditure of £3,498,000 (2021 £1,438,747) before other recognised gains and losses. In line with recommended accounting practice, the reported figures include a notional entry for future pension costs which are based on an actuarial review of future pension liabilities for current and previous OneRen employees. Employer superannuation contributions (pension payments) are paid over to Strathclyde Pension Fund for current employees to meet future pension liabilities. 4140 Page 135 of 138
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FIXED ASSETS Tangible assets 12 512,799 512,799 722,155 722,155 Investments 5 - 1 - 1 512,799 512,800 722,155 722,156 CURRENT ASSETS Stocks 13 74,421 68,073 74,421 67,356 Debtors 14 4,900,269 4,900,289 4,403,239 4,385,988 Cash at bank and in hand 346,269 346,149 221,196 221,076 5,320,959 5,314,511 4,698,856 4,674,420 CREDITORS: Amounts falling due within one year 15 5,465,574 5,428,833 5,052,827 5,024,593 NET CURRENT LIABILITIES (144,615) (114,322) (353,971) (350,173) NET ASSETS EXCLUDING PENSION LIABILITY 368,184 398,478 368,184 371,983 DEFINED BENEFIT PENSION SCHEME LIABILITY 16 (2,508,000) (2,508,000) (11,240,000) (11,240,000) NET ASSETS INCLUDING PENSION LIABILITY (2,139,816) (2,109,522) (10,871,816) (10,868,017) INCOME FUNDS: Unrestricted income funds (2,139,816) (2,109,522) (10,871,816) (10,868,017) Restricted income funds - - - - 17 (2,139,816) (2,109,522) (10,871,816) (10,868,017) INCOME FUNDS INCLUDING PENSION LIABILITY (2,139,816) (2,109,522) (10,871,816) (10,868,017) ======== ======== ======== ======== PENSION RESERVE LIABILITY 22 2,508,000 2,508,000 11,240,000 11,240,000 INCOME FUNDS EXCLUDING PENSION LIABILITY 368,184 398,478 368,184 371,983 ======== ======== ======== ======== Notes Group 31 March 2022 Charity 31 March 2022 Group 31 March 2021 Charity 31 March 2021 £ £ £ £ Consolidated statement of financial activities including income and expenditure account for the year ended 31 March 2022 Note UNRESTRICTED Funds 2022 £ RESTRICTED Funds 2022 £ TOTAL Funds 2022 £ TOTAL Funds 2021 £ INCOME Operation of leisure and cultural activities Income from charitable activities 3 18,519,165 - 18,519,165 17,280,878 Commercial trading operations 5 901 - 901 (280) 18,520,066 - 18,520,066 17,280,598 Other incoming resources 4 - - - - Total income 18,520,066 - 18,520,066 17,280,598 EXPENDITURE Expenditure on charitable activities 6 21,990,671 - 21,990,671 18,715,826 Commercial trading operations 5 27,395 - 27,395 3,519 Total expenditure 22,018,066 - 22,018,066 18,719,345 Net expenditure before other recognised gains and losses 10 (3,498,000) - (3,498,000) (1,438,747) OTHER RECOGNISED GAINS AND LOSSES Actuarial gains/(losses) on defined benefit pension schemes 11 12,230,000 - 12,230,000 (7,642,000) Net movement in funds 8,732,000 - 8,732,000 (9,080,747) Total funds brought forward (10,871,816) - (10,871,816) (1,791,069) Total funds carried forward (2,139,816) - (2,139,816) (10,871,816) ======== ======== ======== The Statement of Financial Activities includes all gains and losses recognised in the period. All incoming resources and resources expended derive from continuing activities. RENFREWSHIRE LEISURE LIMITED Trading as ONEREN 4342 Page 136 of 138
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oneren.org #WeAreOneRen OneRen Board Cllr Lisa-Marie Hughes Chair Cllr Anne Hannigan Director Cllr Gillian Graham Director Alan Cunningham Staff Director Kieron Achara Independent Director George Clark Independent Director Bob Darracott Independent Director Mary-Frances Felletti Independent Director Elaine Robertson Independent Director Anne Mcmillan Independent Director Senior Leadership Team Dr Victoria Hollows Chief Executive Fiona Naylor Finance, Governance and Business Improvement Director Mark Tokeley Operations and Estates Director Sylvia Smith Business Development Director Kirsty Devine Paisley Museum Reimagined Project Director Further Information For further information about OneRen, please visit our website at: oneren.org You can contact us: Lagoon Leisure Centre 11 Christie Street Paisley PA1 1NB Telephone: 0141 618 6351 OneRen, a trading name of Renfrewshire Leisure Limited Company limited by guarantee no: 490998 Registered Charity in Scotland: SCO33898 OneRen, a trading name of Renfrewshire Leisure Trading Limited Company limited by guarantee no: 241310 VAT Registered Company: 210 0336 83 44Page 137 of 138
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