Notice of Meeting and Agenda Leadership Board

Transcription

1 Notice of Meeting and Agenda Leadership Board Date Time Venue Wednesday, 21 February :00 Council Chambers (Renfrewshire), Council Headquarters, Renfrewshire House, Cotton Street, Paisley, PA1 1AN KENNETH GRAHAM Head of Corporate Governance Membership Councillor Derek Bibby: Councillor Jacqueline Cameron: Councillor Eddie Devine: Councillor Andy Doig: Councillor Lisa-Marie Hughes: Councillor James MacLaren: Councillor Eileen McCartin: Councillor Cathy McEwan: Councillor Marie McGurk: Councillor John McIntyre: Councillor John McNaughtan: Councillor John Shaw: Councillor James Sheridan: Councillor Iain Nicolson (Convener): Councillor Jim Paterson (Depute Convener): 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. Chair In Attendance 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 For further information, please either democratic-services@renfrewshire.gov.uk or telephone /02/2018 Page 1 of 100

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3 Items of business Apologies Apologies from members. Declarations of Interest Members are asked to declare an interest in any item(s) on the agenda and to provide a brief explanation of the nature of the interest. 1 Revenue Budget Monitoring 5-16 Joint Report by Directors of Finance and Resources; Children's Services and Acting Director Development and Housing Services; and the Chief Finance Officer, Renfrewshire Health and Social Care Partnership. 2 Capital Budget Monitoring Report by Director of Finance and Resources 3 UK City of Culture The Bidding Legacy Joint Report by Chief Executive and Strategic Director for Paisley City Deal Clyde Waterfront and Renfrew Riverside Report by Acting Director of Development and Housing Services 5 Glasgow City Region Education Improvement Collaborative Draft Improvement Plan Report by Director of Children's Services 6 Recommissioning of Advice Services Report by Chief Executive 7 The Carers (Scotland) Act Amendment to the Integration Scheme for Health and Social Care Joint Report by Director of Finance and Resources and Chief Officer, Renfrewshire Health and Social Care Partnership 8 West of Scotland Loan Fund (WSLF) Proposed Amendment to Articles of Association Report by Acting Director of Development and Housing Services 9 Council Representation on the Board of Renfrewshire Leisure Report by Chief Executive 19/02/2018 Page 3 of 100

4 10 Review of Renfrewshire Leisure s Strategic Business Plan 2018/19 Report by Chief Executive 19/02/2018 Page 4 of 100

5 Item 1 To: Leadership Board On: 21 February 2018 Report by: Director of Finance and Resources, Director of Children s Services, Director of Development & Housing Services and Chief Finance Officer Renfrewshire HSCP Heading: Revenue Budget Monitoring to 10 November Summary 1.1 Gross expenditure is 812,000 (1.2%) less than budget and income is 862,000 (4.8%) more than anticipated, which results in a break even position for those services reporting to this Policy Board. 1.2 The financial position for services reporting to this Board is summarised in the table below: Division / Department Current Reported Position % variance Previously Reported Position % variance Leisure Services Breakeven - Breakeven - Adult Services Breakeven - Breakeven - Economic Development Breakeven - Breakeven - Chief Executives 50k underspend 1.3% Breakeven - 1 Page 5 of 100

6 2. Recommendations 2.1 Members are requested to note the budget position. 3. Leisure Services Current position: Previously reported: Breakeven Breakeven At this stage in the financial year Leisure Services reflects a breakeven position with no significant variances to report. 3.1 Projected Year End Position It is anticipated that Leisure Services will achieve a break-even yearend position. 4. Adult Services Current position: Previously reported: Breakeven Breakeven Older People Current Position: Previously Reported: Net overspend of 24k Net overspend of 26k These pressures on the overall Older People budget are partially offset by vacancies within the Local Authority owned HSCP managed care homes, and, through the application of reserves and the use of additional resources from the Council s 2017/18 budget allocation Addictions Current Position: Net underspend of 32k Previously Reported: Net underspend of 44k The underspend within Addiction Services reflects the current client profile of care packages within this area. However, as this budget is demand variable it is prudent to retain this level of budget provision to ensure there is adequate provision should the need arise. 2 Page 6 of 100

7 4.1 Projected Year End Position It is anticipated that Adult Services will achieve a net break even position at year end. Additional resource of 4.4m was made available by the Council for Adult Services in 2017/18. It is anticipated that 2.5m of this resource will not be required in 2017/18 and will be carried forward to 2018/19 to mitigate anticipated pressures. 5. Economic Development Current position: Previously reported: Breakeven Breakeven At this stage in the financial year Economic Development reflects a breakeven position with no significant variances to report. Budgets will continue to be realigned across the service over the remainder of the financial year to reflect the budgets required under each expenditure head to deliver the outcomes within the Economic Development and Regeneration programmes. 5.1 Projected Year End Position It is anticipated that Economic Development will achieve a break-even year-end position. 6. Chief Executives Current position: Net underspend of 50k Previously reported: Breakeven Chief Executives is currently underspent by 50k as a result of employee vacancies during the year. 6.1 Projected Year End Position It is projected that employee vacancies will continue to occur and this will result in a projected underspend of 60k at the year end. 3 Page 7 of 100

8 Implications of the Report 1. Financial Net revenue expenditure will be contained within available resources. 2. HR & Organisational Development none 3. Community Planning none 4. Legal none 5. Property/Assets none 6. Information Technology - none. 7. Equality & Human Rights - The Recommendations contained within this report have been assessed in relation to their impact on equalities and human rights. No negative impacts on equality groups or potential for infringement of individuals human rights have been identified arising from the recommendations contained in the report because it is for noting only. If required following implementation, the actual impact of the recommendations and the mitigating actions will be reviewed and monitored, and the results of the assessment will be published on the Council s website. 8. Health & Safety none 9. Procurement none 10. Risk none 11. Privacy Impact - none 12. Cosla Policy Position - none List of Background Papers None Author: Lisa Dickie, Extension Page 8 of 100

9 RENFREWSHIRE COUNCIL REVENUE BUDGET MONITORING STATEMENT 2017/2018 1st April 2017 to 10 November 2017 POLICY BOARD : LEADERSHIP BOARD Description Revised Annual Budget Revised Period Budget Actual Adjustments Revised Actual Budget Variance (1) (2) (3) (4) (5) (6) = (4 + 5) (7) 000's 000's 000's 000's 000's 000's 000's % Employee Costs 34,642 20,823 21,359 (515) 20,844 (21) -0.1% overspend Property Costs 1, (11) 670 (126) -23.2% overspend Supplies & Services 3,310 1,784 2,019 (49) 1,970 (186) -10.4% overspend Contractors and Others 52,616 32,520 32, ,602 (82) -0.3% overspend Transport & Plant Costs % underspend Administration Costs 1, (39) 212 (4) -1.9% overspend Payments to Other Bodies 16,331 8,829 9, ,235 (406) -4.6% overspend CFCR % breakeven Capital Charges 2, % breakeven GROSS EXPENDITURE 113,008 65,078 66,298 (408) 65,890 (812) -1.2% overspend Income (30,451) (18,072) (19,566) 632 (18,934) % over-recovery NET EXPENDITURE 82,557 47,006 46, , % underspend 000's Bottom Line Position to 10 November 2017 is an underspend of % Anticipated Year End Budget Position is an underspend of % Page 9 of 100

10 RENFREWSHIRE COUNCIL REVENUE BUDGET MONITORING STATEMENT 2017/2018 1st April 2017 to 10 November 2017 POLICY BOARD : LEADERSHIP BOARD Description Revised Annual Budget Revised Period Budget Actual Adjustments Revised Actual Budget Variance (1) (2) (3) (4) (5) (6) = (4 + 5) (7) 000's 000's 000's 000's 000's 000's 000's % Adult Social Care 65,490 36,173 36, , % breakeven Leisure Services 12,442 4,990 4, , % breakeven City Deal % breakeven Economic Development 2,291 2,009 1, , % breakeven Town Centre (213) % breakeven Chief Executive 2,324 3,831 3,897 (116) 3, % underspend NET EXPENDITURE 82,555 47,007 46, , % underspend 000's Bottom Line Position to 10 November 2017 is an underspend of % Anticipated Year End Budget Position is an underspend of % Page 10 of 100

11 RENFREWSHIRE COUNCIL REVENUE BUDGET MONITORING STATEMENT 2017/2018 1st April 2017 to 10 November 2017 POLICY BOARD : LEADERSHIP BOARD: ADULT SERVICES Description Revised Annual Budget Revised Period Budget Actual Adjustments Revised Actual Budget Variance (1) (2) (3) (4) (5) (6) = (4 + 5) (7) 000's 000's 000's 000's 000's 000's 000's % Employee Costs 27,848 17,158 16, , % underspend Property Costs % underspend Supplies & Services 1, (39) -5.8% overspend Contractors and Others 51,609 32,105 32, ,334 (229) -0.7% overspend Transport & Plant Costs % underspend Administration Costs % underspend Payments to Other Bodies 5,480 3,097 3, , % underspend CFCR % breakeven Capital Charges % breakeven GROSS EXPENDITURE 87,786 53,746 53, , % underspend Income (22,298) (17,573) (17,527) 0 (17,527) (46) -0.3% under-recovery NET EXPENDITURE 65,488 36,173 36, , % breakeven 000's Bottom Line Position to 10 November 2017 is breakeven of 0 0.0% Anticipated Year End Budget Position is breakeven of (0) 0.0% Page 11 of 100

12 RENFREWSHIRE COUNCIL REVENUE BUDGET MONITORING STATEMENT 2017/2018 1st April 2017 to 10 November 2017 POLICY BOARD : LEADERSHIP BOARD: ADULT SERVICES Description Revised Annual Budget Revised Period Budget Actual Adjustments Revised Actual Budget Variance (1) (2) (3) (4) (5) (6) = (4 + 5) (7) 000's 000's 000's 000's 000's 000's 000's % Older People 43,267 16,407 16, ,431 (24) -0.1% overspend Physical or Sensory Difficulties 6,187 3,893 3, ,901 (8) -0.2% overspend Learning Difficulties 13,587 12,325 12, ,334 (9) -0.1% overspend Mental Health Needs 1,718 2,186 2, , % underspend Addiction Services % underspend Adults Change Fund % breakeven Social Work Management % underspend NET EXPENDITURE 65,490 36,173 36, , % breakeven 000's Bottom Line Position to 10 November 2017 is breakeven of 0 0.0% Anticipated Year End Budget Position is breakeven of (0) 0.0% Page 12 of 100

13 RENFREWSHIRE COUNCIL REVENUE BUDGET MONITORING STATEMENT 2017/2018 1st April 2017 to 10 November 2017 POLICY BOARD : LEADERSHIP BOARD: LEISURE SERVICES Description Revised Annual Budget Revised Period Budget Actual Adjustments Revised Actual Budget Variance (1) (2) (3) (4) (5) (6) = (4 + 5) (7) 000's 000's 000's 000's 000's 000's 000's % Employee Costs % breakeven Property Costs (11) % breakeven Supplies & Services % breakeven Contractors and Others % breakeven Transport & Plant Costs % breakeven Administration Costs % breakeven Payments to Other Bodies 9,235 4,743 4, , % breakeven CFCR % breakeven Capital Charges 2, % breakeven GROSS EXPENDITURE 12,823 4,990 4, , % breakeven Income (381) 0 (241) % breakeven NET EXPENDITURE 12,442 4,990 4, , % breakeven 000's Bottom Line Position to 10 November 2017 is breakeven of 0 0.0% Anticipated Year End Budget Position is breakeven of 0 0.0% Page 13 of 100

14 RENFREWSHIRE COUNCIL REVENUE BUDGET MONITORING STATEMENT 2017/2018 1st April 2017 to 10 November 2017 POLICY BOARD : ECONOMY & JOBS Description Revised Annual Budget Revised Period Budget Actual Adjustments Revised Actual Budget Variance (1) (2) (3) (4) (5) (6) = (4 + 5) (7) 000's 000's 000's 000's 000's 000's 000's % Employee Costs 2,656 1,479 1,889 (78) 1,811 (332) -22.4% overspend Property Costs (145) % overspend Supplies & Services (3) 182 (148) % overspend Contractors and Others % underspend Transport & Plant Costs % breakeven Administration Costs (1) 44 (15) -51.7% overspend Payments to Other Bodies (1) 879 (413) -88.6% overspend CFCR % breakeven Capital Charges % breakeven GROSS EXPENDITURE 5,258 2,485 3,454 (63) 3,391 (906) -36.5% overspend Income (2,967) (476) (1,382) 0 (1,382) % over-recovery NET EXPENDITURE 2,291 2,009 2,072 (63) 2, % breakeven 000's Bottom Line Position to 10 November 2017 is breakeven of 0 0.0% Anticipated Year End Budget Position is breakeven of 0 0.0% Page 14 of 100

15 Chief Executives REVENUE BUDGET MONITORING STATEMENT 2017/2018 1st April 2017 to 10 November 2017 POLICY BOARD : LEADERSHIP BOARD: CHIEF EXECUTIVE Description Revised Annual Budget Revised Period Budget Actual Adjustments Revised Actual Budget Variance (1) (2) (3) (4) (5) (6) = (4 + 5) (7) 000's 000's 000's 000's 000's 000's 000's % Employee Costs 4,129 2,182 2,217 (85) 2, % underspend Property Costs % breakeven Supplies & Services 1,626 1,083 1,127 (44) 1, % breakeven Contractors and Others % breakeven Transport & Plant Costs % breakeven Administration Costs (37) % breakeven Payments to Other Bodies % breakeven CFCR % breakeven Capital Charges % breakeven GROSS EXPENDITURE 7,130 3,853 3,955 (152) 3, % underspend Income (4,806) (22) (58) 36 (22) 0 0.0% breakeven NET EXPENDITURE 2,324 3,831 3,897 (116) 3, % underspend 000's Bottom Line Position to 10 November 2017 is an underspend of % Anticipated Year End Budget Position is an underspend of % Page 15 of 100

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17 Item 2 To: LEADERSHIP BOARD On: 21 FEBRUARY 2018 Report by: Director of Finance and Resources Heading: Capital Budget Monitoring Report 1. Summary 1.1 Capital expenditure to 10 th November 2017 totals 7.442m compared to anticipated expenditure of 7.434m for this time of year. This results in an over-spend position of 0.008m for those services reporting to this board, and is summarised in the table below: Division Current Reported Position % Variance Previously Reported Position % Variance Leisure Services Dev. & Housing Adult Social Care Total 0.007m o/spend 0.004m o/spend 0.003m u/spend 0.008m o/spend 1% o/spend 0% 0/spend 9% u/spend 0% o/spend 0.011m u/spend 0.031m o/spend 0.002m u/spend 0.018m o/spend 3% u/spend 1% o/spend 6% u/spend 0% o/spend 1.2 The expenditure total of 7.442m represents 43% of the resources available to fund the projects being reported to this board. Appendix 1 provides further information on the budget monitoring position of the projects within the remit of this board. 2. Recommendations 2.1 It is recommended that Members note this report. 1 Page 17 of 100

18 3. Background 3.1 This report has been prepared by the Director of Finance and Resources in conjunction with the Chief Executive and the Director of Development & Housing Services. 3.2 This capital budget monitoring report details the performance of the Capital Programme to 10 th November 2017, and is based on the Capital Investment Programme which was approved by members on 23 rd February 2017, adjusted for movements since its approval. 4. Budget Changes 4.1 Since the last report budget changes totalling 1.867m have arisen which relate to the following:- Leisure Services: Since the last report there have been no budget changes: Development & Housing Services: Budget re-profiled from 2017/18 to 2018/19: Paisley Museum ( 0.500m). City Deal ( 1.367m). Adult Social Care: Since the last report there have been no budget changes. 2 Page 18 of 100

19 Implications of the Report 1. Financial The programme will be continually monitored, in conjunction with other programmes, to ensure that the available resources are fully utilised and that approved limits are achieved. 2. HR & Organisational Development none. 3. Community Planning Creating a sustainable Renfrewshire for all to enjoy Capital investment in new and existing assets will ensure Renfrewshire is more energy efficient. 4. Legal none. 5. Property/Assets none. 6. Information Technology none. 7. Equality & Human Rights The Recommendations contained within this report have been assessed in relation to their impact on equalities and human rights. No negative impacts on equality groups or potential for infringement of individuals human rights have been identified arising from the recommendations contained in the report because it is for noting only. If required following implementation, the actual impact of the recommendations and the mitigating actions will be reviewed and monitored, and the results of the assessment will be. 8. Health & Safety none. 9. Procurement none. 10. Risk none. 11. Privacy Impact none. 12. Cosla Policy Position none. 3 Page 19 of 100

20 List of Background Papers (a). Capital Investment Programme 2017/18 & 2018/19 Council, 23 rd February The contact officers within the service are: Geoff Borland, Extension 4786 Fraser Carlin, Extension 7933 Author: Geoff Borland, Principal Accountant, , 4 Page 20 of 100

21 Leadership - Appendix 1 RENFREWSHIRE COUNCIL CAPITAL INVESTMENT STRATEGY - NON-HOUSING SERVICES BUDGET MONITORING REPORT BOARD: LEADERSHIP Year To Approved Current Date Cash Cash to be Programme Programme Budget to Spent to Variance to % Spent by % Project MR 8 10-Nov Nov Nov-17 Variance 31-Mar-18 Cash Spent LEISURE SERVICES Leisure Investment Programme % 442 4% Grass Pitches & Changing Facilities 1, % % Tweedie Halls - Fit Out % 220 0% Ferguslie Outdoor Regional Sports Facility 4, % 0 - Total Leisure Services 5,690 1, % % DEVELOPMENT & HOUSING SERVICES Paisley Town Centre Regeneration % 78 0% Russell Institute % % Paisley Museum Store 0 1, % % Paisley Learning & Cultural Hub 1, % 186 7% Paisley Museum 1, % 469 6% City Deal - Airport Access 2,424 1, % % City Deal - Glasgow Airport Investment Area 5,835 4,479 3,750 3, % % City Deal - Clyde Waterfront & Renfrew Riverside 2,369 7,117 1,300 1, % 5,816 18% Total Development & Housing Services 13,428 15,472 6,764 6, % 8,704 44% SOCIAL WORK SERVICES(Adult Social Care) Anchor Centre Roof Replacement % 59 35% Total Social Work Services(Adult Social Care) % 59 35% TOTAL LEADERSHIP BOARD 19,118 17,183 7,434 7, % 9,741 43% 5 Page 21 of 100

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23 Item 3 To: Leadership Board On: 21 February 2018 Report by: Chief Executive and Strategic Director for Paisley 2021 Heading: UK City of Culture 2021 The Bidding Legacy 1. Summary 1.1 Bidding for the UK City of Culture title has delivered many positive benefits for Paisley and put the town in the national and international spotlight. The bidding process has resulted in a strengthened town partnership, a commitment to deliver a shared vision for culture led regeneration, an overwhelming level of support from our local community, businesses, partners and agencies, and changed perceptions of Paisley as a place both locally, and nationally. 1.2 This paper has been developed with input from bid partners at two workshops held during January 2018, and sets out proposals to capture, maintain and build on the legacy of the bidding process. 1.3 The paper seeks the approval of the Council to the development of a bid legacy action plan with the Partnership Board; and to the continued commitment of the resources earmarked for the delivery of the bid to the legacy plan. The paper also highlights the strong commitment of Partners to the future proposals. 2. Recommendations It is recommended that members i. Note that the bidding process for the UK City of Culture competition was a truly positive experience for the town, the partnership and local people which has already left a significant legacy to build on. 1 Page 23 of 100

24 ii. Note that the Partnership Board, which provided strategic direction to the delivery of the Bid, has agreed to continue to meet to ensure the bid legacy is delivered and that as many of the original bid actions and targets as possible, are realised; and to note that the existing cross-party representation from the Council on the Board is maintained. iii. Note that discussions have been ongoing with partners in recent weeks regarding their original financial and in-kind support and commitments for Paisley s bid, and that a number of them intend to maintain that commitment as their contribution to a Legacy Plan, to be overseen by the Partnership Board. iv. Agree that the financial resources committed to the delivery of the bid by the Council will be maintained as the local authority contribution to the implementation of the Legacy Plan, and note that this has been the basis of the Council s future financial planning. v. Authorise the Chief Executive, in consultation with the Director of Finance & Resources, to work with partners, to agree and manage the resources available for the delivery of the Legacy Plan, including the commitments contained at paragraph 5.3, and to report back to members as appropriate on progress. 3. Background 3.1 On 14 July 2017 Paisley reached the shortlist for UK City of Culture 2021, the only town to reach the shortlist in the history of the competition. The final bid was submitted on 29 September 2017, followed by a successful visit from the judging panel on 24 October. The final pitch and panel interview took place on 6 December in Hull, with the winning place announced on 7 December. Paisley s bidding journey has been met with overwhelming support from communities, and partners locally and nationally, who have confirmed a tremendous resolve to move forward, to continue our journey and deliver the transformational changes envisaged for the town and its communities, contained in the bid. This includes a commitment from the Paisley 2021 Partnership Board when it met in late December to continue to deliver the bid vision and step changes for Paisley. 3.2 Feedback from the Department of Culture Media and Sport who ran the competition, has confirmed that the Panel s view from the outset was that Paisley was a very strong contender in the competition. There was a clear demonstration through our initial bid of need and ambition and that we were ready for the opportunity. DCMS officials advised that the decision to shortlist our bid was an easy one given the strength of our initial bid. The panel complemented the intensity, passion and commitment of the team, and found our towns matter proposition very attractive. The strong backing from the Scottish Government was also a positive. Our determination about the role of culture as an intervention to address wider social problems as well as the economic benefits such as tourism and inward investment impressed the judges, and our approach to community engagement was a real strength and described as exemplary. 2 Page 24 of 100

25 3.3 Areas for further development were the independent cultural infrastructure, and cultural leadership outside of the public agencies, and clearer articulation of what hosting the title would do for the UK as a whole. DCMS advised there may be some alteration to the competition in future as the guidelines have not substantively changed in 10 years, and there is now a need to revise the competition to reflect the changing UK. 3.4 It is now imperative that the town moves on quickly to build on the momentum of the bidding process and we are maintaining regular contact with local groups, media contacts, our cultural and business sectors and the wider national contacts that have supported us. 4. Key benefits and lessons from the bidding process 4.1 The bidding process itself has been an extremely positive experience for Paisley and has already delivered a number of benefits, with the potential for more if we maintain focus, commitment and resources. Bidding for UK City of Culture has - i. Raised the profile of Paisley and changed the nature of that profile. The success of the Paisley 2021 bid campaign was unprecedented with opportunities to hear or see something positive about the town across print, radio and television media reaching 760 million people during the bid campaign. Social media reach climbed to 8.5 million on Facebook and 10.7 million on Twitter. That reach has been international with interest in the town stimulated in India, China and the USA. The bid gave a new platform to highlight the qualities and potential of the place and its people. The bid also brought about a palpable change in attitudes and perceptions of Paisley. ii. iii. Mobilised the town in a discussion about its future and raised ambitions for our place. Direct consultation and engagement took place throughout the bidding period. Led by Engage Renfrewshire on behalf of the bid partnership over 36,000 people had engaged with the bid by the time the final submission was made. The bid and themes for the cultural programme were co-produced with the local community. This cross community, organisation and business support has provided a mandate and an expectation for change and a bright future for the town. The bid also was successful in raising the collective ambition of the partnership for the town, with key partners such as the University and College revisiting their own plans for redevelopment of their campuses to align with the ambition to make Paisley a hub for creative industries development, and the agreement with Glasgow School of Art to create a centre of excellence in creative learning at Castlehead High School. Highlighted the role of culture and its value in economic and social regeneration. Developing the bid uncovered a host of excellent cultural practice in health, education and digital inclusion programmes. The value of culture in improving health, wellbeing, economic vitality and educational attainment was a core element of our bid, and through the bidding process we were able to focus efforts on embedding cultural practice in health, education 3 Page 25 of 100

26 and employability programmes. The establishment of the Culture, Heritage and Events fund also enabled the development of new talent and connections, and helped build the capacity of the local cultural and creative sector. iv. Developed and showcased a deep understanding of Paisley, its communities and the excellent work that happens here. Bidding at a Paisley level required new analysis of demographic, economic and social data to develop a detailed understanding of the issues of the town sometimes masked by statistics gathered at a Renfrewshire level. Further the role of some excellent organisations working with Paisley communities were recognised at a national level. v. Strengthened existing partnerships and brought new partners and offers of funding to the table. For organisations involved in established partnerships, such as community planning, the focussed process of bidding, its immovable deadlines and the understanding of mutual benefits, brought a fresh imperative to the benefits of working collaboratively. The involvement of new organisations such as Glasgow School of Art, Young Scot, Creative Scotland, and Arts and Business Scotland brought new perspectives and dynamics to the partnership. More than 200 businesses formally backed the bid and 15 gave a financial commitment to the bid. New relationships were established with potential funders including trusts and foundations and the private sector. 4.2 Overall, bidding for UK City of Culture 2021 has been a rich and rewarding experience for Paisley, placing the town in a better position from which to move forward. The competition process encouraged a positive attitude and openness to creative responses to tackling deep set issues, and excited and engaged people and partners alike. 5. Our journey continues 5.1 Paisley s bid set out a vision and step changes for the town a set of ambitions which were developed with the local community and our town partners, with longer term targets to 2027 and The Paisley Partnership Board at its meeting on 20 December 2017 reconfirmed their commitment to the vision and step changes and agreed to continue to meet to ensure a future focus for delivery. Our key message is our journey continues. The agreed vision and step changes are set out below for members information: Vision To reconnect people to Paisley and to each other and to transform our image and reputation through culture. To inspire a generation to reach their best by exploding the notion culture is not for me. To reignite our radical and entrepreneurial spirit and transform Paisley into a thriving cultural destination, regenerate our economy and lift young people out of poverty. 4 Page 26 of 100

27 To tell Paisley s Untold Story to the world and reconnect with the iconic Paisley Pattern. To celebrate friendship and the threads that bind people, communities and nations through our cultural programme themes. Step Changes Grow significant new dimensions to Paisley s economy by growing the cultural, tourism, creative and digital sectors. Radically change Paisleys image and reputation in Scotland, the UK and internationally, telling a positive story to put Paisley back on the map and rebuild confidence. Paisley will be recognised for its cultural excellence. We will build our cultural and creative capacity, develop leadership and raise our profile. Lift communities out of poverty. We will significantly reduce the number of people in Paisley living in Scotland s 5% most deprived areas. Transform Paisley into a vibrant cultural town centre. We will bring back people who have lost their reason to visit and invest in cultural venues, attractions, free wifi, and in new civic spaces. 5.2 As the local authority partner in the Partnership Board, the Council can provide civic and political leadership to the development and delivery of the Legacy Plan by committing to continue to support the Partnership Board and re-committing the resources previously set aside for delivery of the bid. These resources will be used to help create capacity and skills which would otherwise have existed in the new Culture Company, in both the Council Events and Marketing teams and in Renfrewshire Leisure Cultural Services, along with an enhanced budget for events, cultural programming and projects which will, alongside partners commitments, significantly enable the delivery of a lasting legacy for Paisley. 5.3 The Council previously has made significant commitments to Paisley s bid, and made clear that many of those would go ahead regardless of the outcome of the competition. In agreeing to this report on legacy development, the Council continues its strong leadership role in the cultural regeneration of Paisley by committing to the following: Providing cross-party political representation on the Paisley Partnership Board, and the commitment to continue to deliver the vision and step change ambitions for Paisley. Delivering the planned investment in Council-owned cultural venues and outdoor spaces in Paisley the redevelopment of the Paisley Museum and the Town Hall; the upgrade of the Paisley Arts Centre; the delivery of a new public library and learning hub on the High Street; the upgrade of St James Playing Fields to provide a large outdoor performance venue, and improvement to the public realm in the town centre. Further raising the profile of Paisley and Renfrewshire and continue to promoting a positive image we will continue to maximise our networks and build Paisley s profile across a variety of key influencers and new partnerships. 5 Page 27 of 100

28 We will launch a new destination brand, developed in parallel with the bidding process, through a national (and international) digital conversation with over a thousand individuals and organisations, which asked the question What s Our Story? The brand will be supported by destination marketing campaigns and by finding positive opportunities to promote Paisley, and wider Renfrewshire, through media and social media channels both locally, nationally and internationally. Delivering an enhanced cultural, events and festivals program through to 2021/22 - The bid for UK City of Culture put together an ambitious and exciting year long programme of events for We will deliver those elements of the proposed cultural programme which we consider will have greatest impact culturally, socially and economically, in addition to refinement of the existing events programme which has seen a 23% increase in attendees year on year. In support of this, many of the artists, national organisations and cultural partners who were part of Paisley s bid have expressed their desire to continue to work with us. The new programme will be designed to build on the momentum of the bidding period, and to promote Paisley and Renfrewshire as a visitor destination, and provide new cultural experiences and opportunities for local communities. Developing the creative economy and a new apprenticeship programme - we will establish a Creative Industries sub-group of the Economic Leadership Panel, and develop a new skills pipeline through a creative apprenticeship programme, working with the WCS and Skills Development Scotland. Re-connecting the Paisley Pattern to Paisley - we will retell the story of Paisley s textile history through the redevelopment of the Paisley Museum, working with local people to co-produce the content and tell the many stories of Paisley and Renfrewshire. And, we will implement our Paisley Pattern commercialisation strategy to raise the profile and commercial value of our pattern collection through national and international collaborations and events. Embedding cultural practice in service delivery, and invest in arts and cultural programmes which promote wellbeing and better health outcomes, and to ensure that all children and young people, have access to cultural experiences. We will work with Health to promote art in health, and social prescribing to reduce loneliness, isolation and depression, and we will continue to provide opportunities for cultural experience and participation to improve attainment in literacy and education outcomes. We will continue to work with local communities to co-produce cultural programme events and we will ensure that opportunities to participate in cultural events are maximised. Implementing a new volunteering strategy - we will recruit volunteers to provide a warm Paisley Welcome to large scale events, we will work with Engage Renfrewshire and the network of volunteer managers to target volunteering opportunities for people from socially isolated groups, providing training and developing the skills and self-confidence of volunteers and making linkages into wider opportunities, employment and training. Developing the skills and capacity of our cultural services through investing in workforce, skills and programming we will develop ambitious partnerships, collaborations and an exciting and relevant cultural offer, ensuring that services we provide grow and develop along with the ambition of our 6 Page 28 of 100

29 redeveloped venues. Renfrewshire Leisure s cultural services team will be at the heart of building the creative community and capacity over the long term. Working collaboratively with our creative and cultural and heritage sectors to support the development of their capacity, we will continue with the Culture Heritage and Events fund as a mechanism to grow new cultural and creative talent and projects, investing a further 140,000 to bring the fund up to 0.5m over the period We will match fund the Creative Scotland, Place Partnership fund of 200,000 to provide a total fund of 400,000 to enable the development of new creative and cultural projects. In addition we will implement the Great Places scheme funded by 250,000 from Heritage Lottery Fund with match funding of 50,000 to develop heritage and cultural organisations to support the development of Paisley and Renfrewshire as a heritage destination. Pursuing new national and international networks and opportunities to promote Paisley as a cultural and creative destination, and explore the UNESCO creative cities process. Promoting Paisley as an exemplar for culture and heritage led regeneration through our work with the OECD, and we will partner with the UWS, contributing match funding towards the establishment of a research centre to track and measure the impact of our approach to regeneration against our step change targets, and we will continue to demonstrate the important role towns can play in the national and regional economy. Working to secure the commitment of funders, Trusts and Foundations to maximise available resources to support the delivery of events, and projects. Through the bidding process we secured the backing of more than 200 local businesses and the financial sponsorship of 15 organisations all of whom pledged 20,000 to fund scaffolding programme projects if the bid was successful. There remains a potential for some of these pledges to be match funded by Arts and Business Scotland thereby increasing the potential funding pot subject to these businesses being prepared to continue to support our ambitions. 5.4 A key strength of the bidding process was the extent of community engagement. We will continue to build on the support of our communities. A thank you and next steps event will be held in March to provide a platform to launch the new destination brand, and announce next steps in our journey. The community engagement workstream will take forward an our journey continues road show, replicating the successful model of engagement during the bidding process. 7 Page 29 of 100

30 Implications of the Report 1. Financial The Council s financial contribution to the development and delivery of a Legacy Plan will be contained within the resources already committed and set aside by the Council. 2. HR & Organisational Development Capacity specifically in the cultural services team within Renfrewshire Leisure, and in the Council s events and marketing team will be consolidated and strengthened. 3. Community Planning - The proposals for a legacy plan contribute directly to the community plan targets for a place-based approach to the cultural regeneration of Paisley and Renfrewshire. 4. Legal not applicable 5. Property Assets The Council has previously committed to investment in its cultural venues, and a report will be brought back on the proposals for investment in public realm. 6. Information Technology not applicable 7. Equality & Human Rights The proposed enhanced events programme will continue to focus on diversity and equalities, as committed in our original bid submission. 8. Health & Safety not applicable 9. Procurement not applicable 10. Risk not applicable 11. Privacy Impact not applicable 12. COSLA Policy Position not applicable 8 Page 30 of 100

31 List of Background Papers (a) Background Paper 1 Author: Mary Crearie, Strategic Director for Paisley 2021, tel ; mary.crearie@renfrewshire.gov.uk : 9 Page 31 of 100

32 Page 32 of 100

33 Item 4 To: LEADERSHIP BOARD On: 21 February 2018 Report by: Acting Director Development & Housing Services Heading: City Deal Clyde Waterfront and Renfrew Riverside 1. Summary 1.1 This report has been brought forward for members consideration, at the request of the Administration group, following the Scottish Government s announcement in December 2017 that the National Manufacturing Institute for Scotland (NMIS) is to be located at Netherton Farm within the Glasgow Airport Investment Area (GAIA), one of the City Deal projects led by this Council on behalf of the City Region. 1.2 The potential of the GAIA site for Renfrewshire and the City Region has been radically altered by the Scottish Government announcement, being the only facility of its kind in the country and has the strong potential to lever in and attract significant international investment creating thousands of jobs for the local and regional economy. However, in order to maximise that potential, further infrastructure development to the south of the existing GAIA site would be advantageous. 1.3 The report asks members to consider if the Council should seek authority from the City Region Cabinet to materially review the existing Business Case for the Clyde Waterfront and Renfrew Riverside to fully assess the costs and benefits of a revised project supporting the wider development of the Airport Investment Area; covering the area to the south of the airport, from Love Street to the West College Scotland s campus and incorporating elements of the existing Clyde Waterfront/Renfrew Riverside City Deal project, as set out in para Page 33 of 100

34 1.4 In considering this report, members should consider the potential financial implications for the Council, as set out in Section 4; should be aware that any modified project will be assessed by the City Deal Project Management Office in terms of its economic performance compared to the original project scope; and that the Clyde Waterfront/Renfrew Riverside project has been selected for inclusion in the first Gateway Review for the City Deal in 2019 by the UK government. Recommendations 2.1 It is recommended that the Board:- (i) consider whether to seek authority from the City Region Cabinet at its April meeting to materially review the existing business case for the Clyde Waterfront and Renfrew Riverside project to maximise the economic potential and impact of the existing GAIA project, following the December announcement by the Scottish Government; (ii) note that due to the overall financial limitations of the City Deal budget, that this report would also seek approval for the Council to temporarily suspend any further expenditure on the Clyde Waterfront / Renfrew Riverside City Deal project, beyond that already incurred and approved to date, pending consideration of the revised Business Case by Cabinet. (iii) consider whether, as a condition of carrying out the review of the business case, that the Council seeks confirmation at the April meeting, that all costs incurred to date on the CWRR project will be supported by City Deal grant, irrespective of whether the revised project scope is approved, and that the Council will not be responsible for funding those costs already incurred on the original project. 3. Background 3.1 The Glasgow City Region City Deal Infrastructure Fund Programme, with an overall value of 1.13billion, includes a significant investment on major infrastructure projects located in the Renfrewshire area, together with additional investment into employment support through labour market programmes. 3.2 The Glasgow Airport Investment Area Project (GAIA) is the most advanced in its delivery of the Renfrewshire City Deal projects. The GAIA project comprises the realignment of Abbotsinch Road to facilitate new development opportunities and business growth associated with the airport. It also aims to 2 Page 34 of 100

35 provide new and improved connections between the Westway, Inchinnan and Airport Business Parks with the provision of a new bridge across the White Cart at Wright Street and new off-road cycling infrastructure. 3.3 The context of the GAIA project has now been demonstrably altered by the Scottish Government s announcement in Dec 2017 that the National Manufacturing Institute for Scotland (NMIS) is to be located at Netherton Farm within GAIA. NMIS will be the only facility of its kind in the country and will seek to replicate a successful model adopted in Sheffield more than 10 years ago which has resulted in significant international business investment in a manufacturing cluster creating thousands of higher value jobs for the South Yorkshire economy. 3.4 NMIS is a proposed industry-led international centre of manufacturing expertise where research, industry and the public sector work together to transform skills, productivity and innovation. It will follow a similar approach to that adopted in the Advanced Forming Research Centre (AFRC) at Inchinnan and will also be operated by the University of Strathclyde. It is likely to consist of different elements which may include a digital demonstrator factory, a skills academy and a business collaboration hub. 3.5 NMIS represents a 65 million investment which will sit at the centre of what has now become an emerging proposal for Scotland s Advanced Manufacturing District (to include GAIA, Inchinnan Business Park and Westway). This has the potential to become the largest economic development opportunity in the city region and one of the most significant nationally. Interest from high profile national and international manufacturing investors is already emerging and current estimates are that the GAIA could generate up to 10,000 new jobs located in Renfrewshire. 3.6 To place this in perspective, Renfrewshire as a whole (at 2017) is home to approximately 76,000 jobs. 10,000 jobs is the equivalent of the total number directly employed at Glasgow Airport and Braehead combined. 3.7 The Advanced Manufacturing Innovation District (AMID) concept has been the subject of various pieces of research in recent years and the most successful models highlighted by this research are ones that combine academia with industry expertise. Research also points to the need to ensure that there is a sufficiently varied offer available locally as part of the AMID; all of which is not currently provided for in the Renfrewshire City Deal projects for prospective manufacturing investors and their supply chain in terms of available premises and land, and a sufficient quantum of each; 3 Page 35 of 100

36 for employees and business within the District, in terms of ancillary facilities (hotels, restaurants, cafes, collaboration spaces); for employees, in terms of a varied residential offer in the immediate vicinity that could offer opportunities for walking and cycling to places of employment; ensuring ease of access between such places of employment, the academic institutions that underpin their success, residential areas and existing areas of economic activity. 3.8 An opportunity therefore exists due to the emerging context of NMIS to review the Renfrewshire City Deal projects to ensure we are maximising the impact and economic opportunity of the existing GAIA project. This would involve the development of a new route from the Airport to Paisley Town Centre; but would still incorporate the Renfrew Northern Development Road to link the NMIS / Netherton Farm site to the existing and potential further residential areas at Renfrew Riverside. This will create a context that allows Renfrewshire and the City Region as a whole to maximise the economic benefits that are forecast to emerge from the NMIS investment at GAIA, and also to link NMIS to other regeneration priorities of the Council and the City Region. 3.9 A new Gateway Route for vehicles between Glasgow Airport / GAIA and Paisley Town Centre by way of a new road bridge across the White Cart at Paisley Harbour (Inchinnan Road to Harbour Road) would also allow for Love Street traffic flows to be significantly reduced with the resultant enhancement for local residents In addition, the revised project could also link to the proposed large scale investment by West College Scotland in their Paisley campus at Renfrew Road (which has emerged since the GAIA scope was originally devised) and support the College s ability to develop a centre for excellence in manufacturing and construction trades aligned to NMIS ambitions At this stage therefore it is anticipated that the proposed revised project scope would consist of the following additional elements: A new Gateway Route from Glasgow Airport to Paisley Town Centre, via a new road bridge across the White Cart river from Inchinnan Road near Paisley Harbour; Associated traffic calming proposals for the Love Street area to improve the environment for local residents and pedestrians; Continued delivery of the Renfrew Northern Development Road to better connect proposed and existing residential areas to NMIS / GAIA; 4 Page 36 of 100

37 New pedestrian and cycle infrastructure linking Paisley Town Centre with Renfrew and GAIA along the White Cart corridor. These pedestrian and cycle links would connect Shortroods, Gallowhill, West College Scotland campus and the Chivas site to maximise connectivity and access for all; New pedestrian links and environmental improvements along the river corridor, including the refurbishment and re-opening of the existing pedestrian bridge between Abercorn Street and New Sneddon Street; New east-west vehicle access from Renfrew Road to Abercorn Street via the Chivas site to maximise the connectivity to existing infrastructure and opportunity for new investment in this location The above scope has been provisionally costed by officers at least in excess of 70 million depending on the final project scope, including the 30 million currently earmarked in the existing CWRR project for land acquisition on the south of the river and for the costs of the Renfrew Northern Development Road and other associated road and infrastructure developments. Under existing City Deal governance arrangements, the economic impact analysis for the revised project scope would have to be able to demonstrate an equivalent ratio of costs to benefits for the overall programme. Subject to approval of this report by this Council and by Cabinet, work to finalise the projected costs and benefits would be commissioned and undertaken over the coming weeks. The results of this analysis would then be tested by the Programme Management Office (PMO) in their consideration of the revised project and their subsequent recommendation to Cabinet. 4. Financial Implications for the Council 4.1 Following previous City Deal cabinet approval to vire 12.3 million of budget between projects, the existing GAIA Project has an approved budget of 39 million, fully funded through City Deal Grant Support, and a 91 million budget supporting the delivery of the CWRR Project, of which approximately 73 million is to be funded through City Deal Grant Support and almost 18 million through Council borrowing. The forecast spend on GAIA and CWRR to 31 March 2018 is currently forecast at 7.1 million and 11.7 million respectively and it is anticipated 12.5 million of this will be supported by City Deal Grant. Under existing approved City Deal governance, responsibility for any expenditure on projects which ultimately do not proceed, lies with the lead Council. 4.2 However, as outlined below in further detail, the proposed revised project scope for CWRR, detailed at paragraph 3.11, incorporates land acquisitions and roads infrastructure that currently falls within the existing CWRR project scope and which form part of the projected 11.7 million spend to the end of 5 Page 37 of 100

38 the current financial year for that project. Should the revised project be approved by the City Deal Cabinet this expenditure by the Council would be funded by directing existing City Deal funding supporting the CWRR project to the revised project. This would mean that the financial exposure from CWRR for the Council would be reduced to approximately 3 million of costs associated exclusively with the bridge development and design. In such circumstances and under City Deal governance rules, accounting arrangements would require this 3 million of costs to be fully written off through the Council s revenue account and associated grant received on this expenditure to be repaid to the City Deal programme. Any change to these funding arrangements would require the express approval of the Cabinet. 4.3 It should also be noted that should ultimately the revised project not be approved by Cabinet and the original CWRR project be reinstated, there remains the risk that other additional costs may emerge as a consequence of a delay, through for example, construction inflation. In circumstances where this occurs and it pushes the projected cost to deliver the project beyond the existing 91 million budget, responsibility to fund the costs in excess of the approved budget, would fall directly on Council funding, as determined by existing approved City Deal governance. Any financial exposure of this nature would require to be assessed at the appropriate point in the future taking into account all known factors at that point, including the cost inflation and any changes specific to the specialised market linked to the bridge construction. 5. Next steps 5.1 The existing GAIA project will continue to Full Business Case stage as originally planned. This will allow for tenders to be issued in 2018 as planned for the proposed new infrastructure at the airport to accommodate the NMIS facility in the required timescales. 5.2 Subject to members consideration of this report, approval will be sought from the City Region Cabinet at its April meeting for the review of the existing business case for CWRR for submission to a future meeting of the Cabinet. Members should note that whilst the existing GAIA City Deal project will proceed as planned whilst this work is underway, any further expenditure on the Clyde Waterfront/Renfrew Riverside project, beyond that already incurred and approved to date, will be temporarily suspended until the revised Business Case has been considered by Cabinet in line with City Deal Governance arrangements. This is necessary, due to the financial limitations of the City Deal budget currently allocated to the project and the importance of delaying any further expenditure and/or commitments by the Council until a decision can be reached on the merits of the proposed new business case by Cabinet. 6 Page 38 of 100

39 Implications of the Report 1. Financial as outlined in section 4 of the report. 2. HR & Organisational Development - n/a 3. Community/Council Planning The delivery of the City Deal projects are a key component of the Council s ambitions, and those of its partners, to provide the economic infrastructure locally to grow the Regional economy. 4. Legal The approved Assurance Framework for the City Deal provides the governance and legal framework under which the proposals in this report will be considered by the City Region Cabinet. 5. Property/Assets The proposals contained in this report would have significant implications for the development of property and assets in Renfrewshire. 6. Information Technology n/a 7. Equality & Human Rights - (a) The Recommendations contained within this report will be 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. The results of the assessment will be published on the Council s website. 8. Health & Safety n/a 9. Procurement Approval of this report would delay the planned procurement in 2018 of the design and build of the bridge from Renfrew to Yoker, as contained in the existing CWRR City Deal project. 10. Risk The financial risks to the council are clearly outlined in section 4 of the report. As a minimum, this would mean a 3 million additional cost to the Council s 7 Page 39 of 100

40 revenue budget in 2018/19 not currently budgeted for; should existing City Deal governance prevail in their assessment of this proposal. As outlined in paragraph 1.4, the CWRR project has been selected for inclusion in the City Deal Gateway Review in 2019, carried out by an organisation appointed by UK Government to assess if sufficient progress is being made in delivery of the City Deal projects, in order to allow UK Treasury to approve the draw down of City Deal Grant. Any delays to the delivery of the existing project could therefore impact on this assessment. The programme for the delivery of the CWRR involves the acquisition of land from a range of private owners. Suspension of these negotiations could impact on the overall costs of the project. 11. Privacy Impact - n/a 12. COSLA Policy Position n/a List of Background Papers (a) Background Paper 1 Author: Alasdair Morrison, Acting Director Development & Housing Services, ; alasdair.morrison@renfrewshire.gov.uk 8 Page 40 of 100

41 Item 5 To: Leadership Board On: 21 February 2018 Report by: Director of Children s Services Heading: Glasgow City Region Education Improvement Collaborative Draft Improvement Plan 1. Summary 1.1. In June 2017, the Scottish Government published their response to a consultation exercise on educational governance and launched a publication outlining their plans for reform. The main principle of the review was to seek to devolve power from a national level to a regional level and from a local level to a school level. The stated purpose of this shift is to empower schools and teachers to drive improvement at a local level with others in the system sharing responsibility for collaborating to support this improvement Renfrewshire Council is one of the partners in the Glasgow City Region, a group of eight local authorities working together to create a strong, inclusive, competitive and outward-looking economy, sustaining growth and prosperity with every person and business reaching their full potential. In September 2017 Glasgow City Regional Cabinet created the Glasgow City Region Education Improvement Collaborative (GCREIC) in order to start the process of addressing the Scottish Government s aspirations for school improvement through more formal collaboration The work of the regional improvement collaboratives (RIC) will be overseen by a group of councillors drawn from each of the local authorities. At its first meeting, the group agreed that Renfrewshire Council would chair the group In forming the GCREIC there has been a clear focus on maintaining local democratic accountability and developing a regional improvement plan which would complement each Council s own education Local Improvement Plan Each of the new regional improvement collaboratives has been asked to agree an improvement plan following guidance issued by the Scottish Government, Education Scotland, SOLACE, ADES and COSLA. The plan has been endorsed and submitted to Government. Page 1 of 5 Page 41 of 100

42 1.6. The purpose of this report is to ensure elected members are aware of the progress made to date with the Glasgow City Region Education Improvement Collaborative and to note the contents of the draft improvement plan (Appendix 1) which was endorsed at the first meeting of the regional conveners group on 15 January It was also agreed at this initial meeting that the improvement collaborative would be known as the West Partnership. 2. Recommendations 2.1. The leadership board is asked to note the content of this report and the improvement plan contained in Appendix Background 3.1. As part of its response to the governance review, the Scottish Government stated that up to seven Regional Improvement Collaboratives would be established across Scotland, each led by a Regional Director appointed by the Scottish Government and reporting to Education Scotland. These collaboratives have now been set up. The Scottish Government set out the proposed role for these collaboratives, which is: provide educational improvement support for head teachers, teachers and practitioners using teams drawn from existing staff in Education Scotland, local authorities and others provide a clear focus across all partners by delivering an annual regional plan (and associated work programme) aligned with the National Improvement Framework facilitate region-wide collaborative working which includes the sharing of best practice, collaborative networks and partnership approaches 3.2. Senior officers with responsibility for education in the eight local authorities which comprise the Glasgow City Region have held discussions on how a regional improvement collaborative might work The eight authorities within the City Region are East Dunbartonshire, East Renfrewshire, Glasgow City, Inverclyde, North Lanarkshire, Renfrewshire, South Lanarkshire, and West Dunbartonshire. Five of these authorities, including Renfrewshire, are Challenge Authorities within the Scottish Attainment Challenge. These authorities have now formed the regional collaborative known as West Partnership The initial Improvement Plan has been prepared as three driver diagrams, one for each of the priority areas: improvement early learning and childcare learner journey setting out the range of critical activities proposed to deliver on the aims of the collaborative set out above. Page 2 of 5 Page 42 of 100

43 3.5. In October 2017, East Renfrewshire s Director of Education was agreed as Regional Lead Officer, with three theme leaders: Maureen McKenna, Executive Director of Education, Glasgow City Council (Improvement); Laura Mason, Chief Education Officer, West Dunbartonshire (Early Learning and Childcare); and Tony McDaid, Executive Director of Education, South Lanarkshire Council (Learner Journey). In November 2017, Education Scotland appointed Alistair Brown, HMIE, as their key link to the Glasgow City Region Education Improvement Collaborative The priorities outlined in the Improvement Plan align with the Scottish Government s National Improvement Framework drivers, seeking to deliver a cohesive system of improvement support and to complement the existing improvement actions of individual member authorities This initial Improvement Plan is wide in scope and is designed to serve as a three year plan, , with an annual monitoring and revision process being built in to the GCREIC s own governance structures GCREIC is committed to ensuring that stakeholders from across the region can contribute to the development of the work of the collaborative. In particular, the GCREIC is committed to engaging with schools across the regional Improvement Plan as set out in this document, each reflecting the annually updated National Improvement Framework and Improvement Plan The Glasgow City Region represents a significant proportion of the Scottish population, significantly larger than comparator Regional Improvement Collaboratives. There are 773 schools across the region, in addition to the hundreds of early years setting, both local authority and partner providers. Consulting with such a large number of individual settings will present numerous challenges and it is not possible to have this completed for the initial Improvement Plan It is envisaged that the GCREIC future Improvement Plans, and revisions to the existing Plan, will consult with the schools across the region on an ongoing basis, being informed by and the complementing their own individual Improvement Plans which will reflect the priorities and drivers as set out in the National Improvement Framework. The regional improvement plan will be reported by the convener to Glasgow City region cabinet It is not envisaged that the regional improvement plan will replace local authority planning. It is vital the local authority education plans continue to focus on local priorities which will continue to be reported to the education and children s services policy board The initial Improvement Plan sets out a number of critical activities, many of which will require a significant staff resource. An initial scoping exercise is underway to identify the resources available across all eight partner local authorities. This consists of staff who provide quality improvement support and challenge to schools, and school staff, including those who are Associate Assessors with Education Scotland. Page 3 of 5 Page 43 of 100

44 3.13. The Partnership will seek to utilise the existing expertise that exists across the eight partner authorities existing workforce. It is anticipated that a cost sharing mechanism will be established at an early opportunity to ensure that no one local authority is being overburdened. This approach will ensure that all staffing costs are apportioned across the eight partners It is recognised that a longer term solution will have to be developed to ensure that strain is not placed on existing resources across the partner authorities. It is proposed that a request for additional funding be made to the Scottish Government to support the operation of GCREIC. Implications of this report 1. Financial Resources will be required in order to realise the aspirations of the improvement plan. It is anticipated that these will be drawn from the existing resources available to the eight local authorities and that a bid will be made to the Scottish Government. 2. HR and Organisational Development None. 3. Community/Council Planning None. 4. Legal None at this stage. 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 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. 9. Procurement None. 10. Risk None. Page 4 of 5 Page 44 of 100

45 11. Privacy Impact None. 12. Cosla Policy Position None. List of Background Papers None. Children s Services GMcK/LG/KO 8 February 2017 Author: Gordon McKinlay, Head of Schools, Page 5 of 5 Page 45 of 100

46 Glasgow City Region Education Improvement Collaborative Draft Improvement Plan January 2018 Appendix 1 Page 46 of 100 1

47 Foreword As the Chair of the Glasgow City Region Education Improvement Collaborative, I am proud to present our initial Regional Improvement Plan, prepared for submission to the Chief Inspector of Education Scotland. The establishment of regional improvement collaboratives across Scotland represents a step change in how local authorities, all over the country, seek to work together to bring about educational improvement. There are unquestionably challenges in seeking to align the views and priorities of different authorities, often with varying circumstances; however, we must recognise the strength that is to be achieved from co-operation across our region. The Glasgow City Region Education Improvement Collaborative, known as the West Partnership, brings together authorities from across the Glasgow City Region, each with their own unique identity and aims. Through the development of the following plan, we have sought to reflect the aspirations of each, working closely with and drawing on the expertise of officers and staff in schools and centres from across the region, to deliver a truly ambitious plan. The aim of the West Partnership is clear. We want to ensure we bring about excellence and equity in education across the entire region. The Glasgow City Region is hugely varied, ranging from some of the highest performing schools in the country, to some working in the most challenging of circumstances. In a compact geographical area, with a significant proportion of Scotland s population, there can be huge gulfs in the educational outcomes of our children and young people. This is not a new problem. The challenges that many schools face across our region have long been recognised, but the gap doesn t simply exist in the relative performance of authorities, it exists at every level, across every learning community, every school and, indeed, across every classroom. This plan represents the first steps in our journey to tackling the challenges that exist. It sets out our initial actions, under three identified priorities, measuring them against draft indicators to ensure we are making progress. If we are serious about closing the gap we must be serious about the difference we want our plan to make. Through a robust monitoring and evaluation process we will seek to record the impact of our plan to ensure we are improving the learning opportunities for our staff and the learning outcomes for our children and young people. We also recognise the links that exist for the future economic prosperity of the Glasgow City Region. The Glasgow City Region Economic Strategy makes clear the skills and knowledge that our future workforce will require education is key to its delivery. Ensuring our children and young people get the right start in life now will drive the economic growth of our region in the future. Together, the West Partnership is ambitious in its plans to close the gap. Every child should be able to fulfil their potential and have the opportunity to do so. All 8 authorities share the aims set out in this plan and are committed to driving the actions required to ensure that, across the region, we can all seek to deliver excellence and equity in education. CONVENER Page 47 of 100 2

48 1. Context 1.1. The following Improvement Plan from the Glasgow City Region Education Improvement Collaborative (GCREIC) has been developed following the guidance issued in the Education Governance Strategic Report from the Scottish Government, Education Scotland, SOLACE, ADES and COSLA It is recognised that the Scottish Government s ongoing consultation on the forthcoming Education Bill will likely impact on the role of the Regional Improvement Collaboratives across Scotland and, where possible, the GCREIC has sought to reflect the potential for future change in the development of this initial plan Additionally, the timing of actions that will be undertaken by the GCREIC have sought to align with the draft proposals already issued by the Scottish Government to ensure the collaborative is prepared for any future changes. 2. Introduction 2.1. The Glasgow City Region Education Improvement Collaborative (GCREIC), known as the West Partnership, is one of six Regional Improvement Collaboratives established across Scotland in response to the Scottish Government s education governance review undertaken throughout The West Partnership brings together eight local authorities who, collectively, make up the Glasgow City Region; East Dunbartonshire Council (EDC), East Renfrewshire Council (ERC), Glasgow City Council (GCC), Inverclyde Council (INV), North Lanarkshire Council (NLC), Renfrewshire Council (REN), South Lanarkshire Council (SLC) and West Dunbartonshire Council (WDC). The profile of each council area is diverse with East Dunbartonshire and East Renfrewshire being two of the most affluent areas in Scotland and with many of the country s least affluent areas in Glasgow, North Lanarkshire, West Dunbartonshire, Inverclyde and large areas of Renfrewshire all of which are Challenge Authorities within the Scottish Attainment Challenge. The Partnership sits across three regions as defined by the Developing the Young Workforce Scotland s Youth Employment Strategy (DYW) and across three college regions; Glasgow City; West College Scotland; and, Lanarkshire The GCREIC was formally constituted through the August 2017 meeting of the Glasgow City Region Cabinet and subsequently through each authority s governance arrangements. Three initial priorities have been agreed upon: quality improvement; early learning and childcare; and the learner journey, each of which sit well with local and national priorities, the region s economic strategy and the National Improvement Framework Regional Lead Officer Mhairi Shaw (ERC) and senior officers have been appointed to lead on the formulation of the Improvement Plan and each of the priorities: Maureen McKenna (GCC) to lead on Improvement; Laura Mason (WDC) to lead on Early Learning and Childcare; and Tony McDaid (SLC) to lead on the Learner Journey As agreed at the Glasgow City Region Cabinet and subsequently between Scottish Government and CoSLA, the Partnership and its work will complement each member s Local Improvement Plan ensuring that it offers additionality to schools and nurseries. For example, since five of the eight local authorities are Challenge Authorities and a sixth has Challenge Schools, each has developed specific plans to raise attainment and close the poverty related attainment gap, there is no need for the GCREIC s Improvement Plan to replicate this work. However, there is the opportunity to share and learn from best practice in raising attainment across all eight member authorities. As such the Partnership has focused on where they each would benefit from collaboration to bring about improvement for all. Page 48 of 100 3

49 2.6. We note at this time the national consultation on an Education Bill, which, depending on the outcome, could change the parameters within which the Partnership will plan for improvement and operate. However, since August 2017, the Partnership has been developing the initial Improvement Plan, in line with national guidance, with the intention that it will be updated annually following an evaluation of its progress and impact, both of which will be reported regularly to the Glasgow City Region Education Committee (see 3.2) The early work of the partnership has enabled the establishment of networks across the region and lead officers have sought to work with existing groups, where these are in place, in developing the initial Improvement Plan, focussing on the three priority areas; a group has been formed which will establish indicators and systems to gather evidence to measure the impact of the Partnership s work and progress of the Improvement Plan. 3. Governance 3.1. Through the development of the GCREIC there has been a continued strong emphasis on the need to ensure local democratic accountability. On being established by the Glasgow City Region Cabinet in August 2017, it was agreed that the Glasgow City Region Education Committee would be constituted, providing oversight and support to the GCREIC Membership of the Committee will consist of Education Conveners or equivalent (or an appropriate substitute) from each of the local member authorities. East Dunbartonshire Council TBC (Jan 2018) East Renfrewshire Council Councillor Paul O Kane Glasgow City Council Councillor Chris Cunningham Inverclyde Council Councillor Jim Clocherty North Lanarkshire Council Councillor Frank McNally Renfrewshire Council Councillor Jim Paterson South Lanarkshire Council Councillor Katy Loudon West Dunbartonshire Council Councillor Karen Conaghan 3.3. It will be the role of the Committee to consider and endorse the Improvement Plan and receive and scrutinise reports on the progress of the plan and its impact. The Terms of Reference for the Glasgow City Region Education Committee have been agreed through the City Region Cabinet and it is envisaged that the Committee will meet, as a minimum, twice annually a summer meeting to agree the Improvement Plan, following the process set out above, and in January to discuss the development of the Improvement Plan and receive updates The Chair of the Committee, to be selected from amongst its membership, and the Regional Lead Officer, Mhairi Shaw, will report as required on the work of the GCREIC to the Glasgow City Region Cabinet, providing oversight of actions The associated actions and improvement plans of each local education authority will continue to be overseen through existing governance arrangements, maintaining local government accountability for the delivery of education services to each community and council area. This approach also allows for the very good partnership working already established in each council for children s services to continue to contribute positively to the wellbeing of children and families and in so doing, support educational improvement. Page 49 of 100 4

50 4. Aims of the GCREIC 4.1. GCREIC is committed to ensuring that all learners have access to consistently high quality learning experiences that lead to improved outcomes across all measures. Through the following improvement plans, and as indicated above, the Partnership seeks to build on the existing work being undertaken by member authorities, through their own plans Specifically, within each of the priority areas, the GCREIC has outlined the following aims: Quality Improvement Systems in place which support schools and nurseries to improve continuously Data is being used across the region to bring about sustained improvement Early Learning and Childcare All children have equal access to high quality Early Learning and Childcare experiences Early Learning and Childcare service delivery is shaped to meet the needs of children and families in the context of flexibility, quality, affordability and accessibility Learner Journey Schools across the region are delivering a cohesive and consistently high quality curriculum which has a range of pathways and supports children and young people to develop skills for learning, life and work. 5. Improvement Plan Development 5.1. The GCREIC s initial Improvement Plan has been prepared as three driver diagrams, one for each of the priority areas, setting out the range of critical activities proposed to deliver on the aims of the collaborative set out above The priorities outlined in the GCREIC Improvement Plan align with the Scottish Government s National Improvement Framework drivers, seeking to deliver a cohesive system of improvement support and to complement the existing improvement actions of individual member authorities This initial Improvement Plan is wide in scope and is designed to serve as a three year plan, , with an annual monitoring and revision process being built in to the GCREIC s own governance structures. The use of three year plans enables the Improvement Plan to be wide in scope and, given this new, more formal way of working, enables evaluation of the effectiveness of the initial plan across a multi-year period. 6. Future Plan Development 6.1. GCREIC is committed to ensuring that stakeholders from across the region can contribute to the development of the work of the collaborative, in particular the development of the Improvement Plan. In particular, the GCREIC is committed to engaging with schools across the region, ensuring coherence between the improvement plans of individual schools and the regional Improvement Plan as set out in this document, each reflecting the annually updated National Improvement Framework and Improvement Plan The Glasgow City Region represents a significant proportion of the Scottish population, significantly larger than comparator Regional Improvement Collaboratives. There are 773 schools across the region, in addition to the hundreds of Early Years settings, both local authority and partner providers. Consulting with such a large number of individual settings will present numerous challenges and it is not possible to have this completed for the initial Improvement Plan. Page 50 of 100 5

51 6.3. It is envisaged that the GCREIC future Improvement Plans, and revisions to the existing Plan, will consult with the schools across the region on an ongoing basis, being informed by and complementing their own individual Improvement Plans which will reflect the priorities and drivers as set out in the National Improvement Framework The following process has been identified for future plan development and revision: Period Action Outcome December Jan March School Term April Summer School Term Publication of the Scottish Government s annual National Improvement Framework (NIF) Individual local authorities and schools develop improvement plans taking account of the Scottish Government s NIF GCREIC develops an Improvement Plan, in preparation for the coming school year Informs the development of individual local authority improvement plans (LIP) and school improvement plans (SIP) within each of the eight partner authorities. SIP priorities feed into the GCREIC Improvement Plan, complementing LIPs The GCREIC Improvement Plan endorsed by the June meeting of the Regional Education Committee and submitted to Education Scotland In addition, the GCREIC proposes to engage with a number of additional stakeholders from across the education sector, including HE and FE establishments, Trade Unions, Education Scotland and the Care Inspectorate. 7. Resources 7.1. The initial Improvement Plan sets out a number of critical activities, many of which will require a significant staff resource. An initial scoping exercise is underway to identify the resources available across all eight partner local authorities. This consists of staff who provide quality improvement support and challenge to schools, and school staff, including those who are Associate Assessors with Education Scotland. It is also expected that Education Scotland will support the work of the Partnership The Partnership will seek to utilise the existing expertise that exists across the eight partner authorities existing workforce. It is anticipated that a cost sharing mechanism will be established at an early opportunity to ensure that no one local authority is being overburdened. This approach will ensure that all staffing costs are apportioned across the eight partners It is recognised that a longer term solution will have to be developed to ensure that strain is not placed on existing resources across the partner authorities. It is proposed that a request for additional funding be made to the Scottish Government to support the operation of the West Partnership. Such a bid will be prepared and shared with the Convener of the Regional Education Committee before submission to the Scottish Government with the plan by the due date of 30 January Next Steps 8.1. Each of the subsequent driver diagrams, one for each of the priorities, sets out a number of key activities to be undertaken to achieve the GCREIC s initial aims. Page 51 of 100 6

52 8.2. In addition to the key activities, it is also recognised that there will require to be a number of systems established to enable the GCREIC to work in supporting improvement across the 8 member authorities The Partnership will seek to identify an appropriate method in which schools and staff will be able to access the support available. The demands for this support will increase as the role and scope of the Partnership becomes more widely known It is anticipated that an appropriate IT solution be developed, enabling schools and staff to access courses and training opportunities, as well as drawing on best practice and other kinds of support that we will seek to make available. Page 52 of 100 7

53 1. Improvement Theme Intermediate Outcome Our contribution Critical Activities We will know we are making good steps along the way WHEN... So we need to... By... There are systems in place across the region which support schools and nurseries to improve continuously Data is used across the region to bring about sustained improvement 1.1. Critical Indicators 1. % of primary pupils (P1, P4 and P7 combined) achieving expected levels or better in literacy and numeracy 2. % of S3 pupils achieving third level or better in literacy and numeracy 3. % of S5 pupils achieving 1 or more awards at SCQF Level 6 or better 4. % of S6 pupils achieving 5 or more awards at SCQF Level 6 or better. 5. % of school leavers achieving SCQF Level 5 Literacy and Numeracy 6. Average complementary tariff score of leavers (Stretch aim targets based on SIMD deciles) 7. Evaluations of professional learning opportunities provided to staff 8. % of establishments evaluated as good or better for leadership of change through Education Scotland inspections, regional reviews and establishment self-evaluation Improve approaches to selfevaluation and continuous improvement among all services. Increase opportunities for the sharing of good practice in learning and teaching across local authorities, schools and nurseries. Provide high quality CLPL. Improve leadership of change. Ensure high quality HR advice guidance is available and consistent across the region. Measure performance at regional, local authority and school / nursery level using key equity data Ensure data is used intelligently at all levels to drive improvement Working with schools, devise a system which ensures guidance, support and opportunities to drive improvement is available. Building capacity of staff and establishing a self-improving system, verified by internal and external quality assurance, ensuring an intelligence-led approach to support and challenge. Reviewing aspects of pupils experiences across the region starting with Early Level learning in Shaping and delivering CLPL opportunities across the region reflecting demand as indicated by data / other indicators. Devising a programme which encourages and facilitates collaboration amongst schools across the region based on professional enquiry, including sharing best practice in closing the poverty related attainment gap. Developing a programme to improve leadership at all levels of the system. Reviewing all LNCT agreements to share best practice. Training school senior managers in application of LNCT agreements to bring about improvement in classroom practice. Identifying data available and current performance to establish baselines and develop a range of key performance measures and targets. Targeting support at local authority and school level Delivering training for local authority and school staff on the effective use / analysis of data; planning for improvement; and, writing evaluatively. Page 53 of 100 8

54 Baselines to be established I.1 I.2 I.3 Indicator % of primary pupils (P1, P4 and P7 combined) achieving expected levels or better in literacy (based on reading, writing and talking and listening) % of primary pupils (P1, P4 and P7 combined) achieving expected levels or better in numeracy % of S3 pupils achieving third level or better in literacy (based on reading, writing and talking and listening) Value Value Value Value Target I.4 % of S3 pupils achieving third level or better in numeracy I.5 % of S5 pupils achieving 1 or more awards at SCQF Level 6 or better I.6 % of S6 pupils achieving 5 or more awards at SCQF Level 6 or better I.7 % of school leavers achieving SCQF Level 5 Literacy and Numeracy I.8 Average complementary tariff score of leavers (Stretch aim targets based on SIMD deciles) I.9 Evaluations of professional learning opportunities provided to staff I.10 % of establishments evaluated as good or better for leadership of change through Education Scotland inspections, regional reviews and establishment self-evaluation Page 54 of 100 9

55 2. Learner Journey Theme Intermediate Outcome Our contribution Critical Activities We will know we are making good steps along the way WHEN... So we need to... By... Schools across the region are delivering a cohesive and consistently high quality curriculum which has a range of pathways and supports children and young people to develop skills for learning, life and work Critical Indicators 1. Primary exclusion rates 2. Secondary exclusion rates 3. Primary attendance rates 4. Secondary attendance rates 5. Initial and sustained school leaver destinations of senior phase pupils 6. % of establishments evaluated as good or better for learning, teaching and assessment through Education Scotland inspections, regional reviews and establishment self-evaluation 7. Evaluations of professional learning opportunities provided to staff Improve specialist curriculum support to schools and nurseries. Provide high quality opportunities for staff to develop curricular delivery to meet the needs of all learners. Improve the design, alignment and cohesion of the learner journey at key points of transition. Work to widen the access to Higher Education, especially for under-represented groups of learners. Ensure the curriculum is aligned with the future employability and skills needs of the City Region. Identifying resources and expertise across all eight authorities and Education Scotland. Consulting with key groups to identify areas that require greatest support. Building on existing local models of practice, provide CPD which will support staff to design the curriculum to ensure it is relevant to the needs and interests of pupils. Extending opportunities for professional collaboration and sharing of best practice across the Partnership. Focussing on support for high quality learning, teaching and assessment across curricular areas within the BGE and Senior Phase. Developing the use of digital technology to support the sharing of practice. Extending the range of moderation and assessment activities for school leaders and class teachers. Improving approaches to monitoring and tracking pupil performance at every level to ensure curriculum continuity. Take forward the recommendations from A Blueprint for Fairness from the Widening Access Commission. Working closely with the City Region teams to identify the skills needed to deliver sustained economic growth. Work with DYW partners to improve the range of curricular pathways for young people following an audit of the range of courses available in the Senior Phase Page 55 of

56 Baselines to be established Learner Journey Theme - Indicators Indicator Value Value Value Value Target L.1 Primary exclusion rates (rates per 1000 pupils) L.2 Secondary exclusion rates (rates per 1000 pupils) L.3 Primary attendance rates L.4 Secondary attendance rates L.5 L.6 Initial and sustained school leaver destinations of senior phase pupils (Target based on % in positive destinations) % of establishments evaluated as good or better for learning, teaching and assessment through Education Scotland inspections, regional reviews and establishment self-evaluation L.7 Evaluations of professional learning opportunities provided to staff Page 56 of

57 3. Early Learning and Childcare Theme Outcome Our contribution Critical Activities We will know we are making good steps along the way WHEN... So we need to... By... All children have equal access to high quality Early Learning and Childcare experiences. ELC service delivery is shaped to meet the needs of children and families in the context of flexibility, quality, affordability and accessibility. Build Leadership Capacity Supporting early learning and childcare settings to revisit practices in self-evaluation and selfimprovement. Creating a Quality Assurance Framework based on regional validation which provides support and challenge to all early learning and childcare settings (including Partner Providers, Childminders, Community Led and Local Authority) to achieve consistently high standards. Critical Indicators 1. % of children achieving their West Partnership defined milestones when starting school. 2. % of ELC establishments being confirmed as good and above as part of the regional Validated Self-Evaluation process. 3. % of ELC establishments evaluated as good or better for leadership of change, quality of staffing through Education Scotland inspections, Care Inspectorate reports, regional reviews and establishment self-evaluation. 4. % of ELC establishments evaluated as good or better for learning, teaching and assessment through Education Scotland inspections, regional reviews and establishment self-evaluation. 5. Evaluations of professional learning opportunities provided to staff. 6. % uptake of 1140 hours. Develop Curriculum, Learning and Teaching across all environments Source, develop and support the ELC workforce Supporting staff to provide a curriculum which is well matched to the stages of development of babies, toddlers and young children. Providing guidance on curricular elements affected by the increase in entitlement to 1140 hours, e.g. structure of the day, core period, embedding learning. Ensuring continuity and progression in learning across blended placements and early level, including Primary 1. Promoting greater use of the physical estate focusing on increased no. of children - lunch provision, flexible areas, using community resources, etc. Establishing and promoting West Partnership s strategic approach to outdoor learning. Creating and implementing consistent tools to track and monitor progress in communication, early language, mathematics and health and wellbeing. Establishing links with colleges, universities and training providers. Developing a regional CLPL leadership pathway to support effective leadership of ELC at all levels. Share CLPL opportunities for new and existing staff across the region. 12 Page 57 of 100

58 Baselines to be established Early Learning and Childcare Theme - Indicators E.1 E.2 E.3 E.4 Indicator Value % of children achieving their West Partnership defined milestones when starting school. % of ELC establishments being confirmed as good and above as part of the regional Validated Self-Evaluation process. % of ELC establishments evaluated as good or better for leadership of change, quality of staffing through Education Scotland inspections, Care Inspectorate reports, regional reviews and establishment selfevaluation % of ELC establishments evaluated as good or better for learning, teaching and assessment through Education Scotland inspections, regional reviews and establishment self-evaluation Value Value Value Target E.5 Evaluations of professional learning opportunities provided to staff E.6 % uptake of 1140 hours Page 58 of

59 Item 6 To: Leadership Board On: 21 February 2018 Report by: Chief Executive Heading: Recommissioning of Advice Services 1 Summary 1.1 As part of Renfrewshire Council's commitment to supporting local people impacted by poverty, funding has been allocated to organisations which provide appropriate advice and support to local people. At present, both Renfrewshire Citizen's Advice Bureau (RCAB) and Renfrewshire Law Centre (RLC) receive funding for this purpose. 1.2 As is good practice, a review of funded advice provision was undertaken during 2017 with a view to a re-commissioning exercise being undertaken during 2017/18. The review and re-commissioning exercises ensure that the advice and support being funded by the Council is appropriate to the requirements of local people, particularly in light of welfare reform. 1.3 At the Leadership Board on 19 September 2017, it was agreed to fund both RCAB and RLC for a further six month period to 31 March 2018, to allow a period for consideration of the future requirements for advice services in Renfrewshire, and for the required procurement processes to be undertaken. 1.4 The procurement process relating to the re-commissioning of advice services is now underway, however it will not be possible to complete the process in the time required to allow for board approval by 31 March Members of the board are therefore requested to approve a further extension of the current grant funding arrangements to Renfrewshire Citizen's Advice Bureau and Renfrewshire Law Centre to 0 Page 59 of 100

60 30 June 2018, which would allow for the completion of the procurement process and required approval by the Finance, Resources and Customer Service Policy Board. The total value of the funding extension is 87,000 and it is anticipated that future contractual arrangements will commence from 1 July Recommendations 2.1 It is recommended that the Board: Agree the extension to 30 June 2018 of current funding arrangements to RCAB and RLC at a cost of 87,000 3 Current Grant Details 3.1 Under the current grant funding arrangements, RCAB receives grant funding to provide general advice welfare, money, housing etc, whilst RLC are funded to provide specialist legal advice. Both organisations are monitored on a quarterly basis against the agreed service specification set by the Council. 3.2 The end of this three year period of grant funding has allowed for a review of the current services funded, in order to ensure that future advice provision meets the requirements of the local population going forward, particularly in relation to welfare reform. 4 Recommissioning 4.1 A tendering process for advice services commenced last year and is currently in progress. Recommendations in relation to the award of the contract for advice services will require to be submitted to the Finance, Resources and Customer Services Policy Board for approval. It is anticipated that the procurement process will not be finalised within the required time to allow for policy board approval prior to 31 March This is the date when the current funding arrangements for advice services are due to come to an end, as approved by the Leadership Board in September It is therefore proposed that the current funding arrangements for advice services in relation to Renfrewshire Citizens Advice Bureau and Renfrewshire Law Centre are extended for a further period of 3 months to 30 June 2018, in order to allow for due process to be completed. It is anticipated that the new contract will be in place from 1 July The allocated Supervising Officer will continue to monitor each service for the final three months of grant funding. The total value of the 1 Page 60 of 100

61 funding extension is 87,000 and it is anticipated that future contractual arrangements will commence from 1 July Implications of the Report 1. Financial The extension of the funding would be maintained at the existing grant funding levels, with the value of the extension totalling 87,000 in total across both organisations. This will be met within existing resources. 2. HR & Organisational Development No implications. 3. Council Plan & Community Planning The service being commissioned supports two Council Plan priorities: Building strong, safe and resilient communities by delivering strong community based services and Tackling inequality, ensuring opportunity for all by tackling key causes of poverty and deprivation. 4. Legal The extension of the contract allows for due process to be carried out in line with procurement guidelines, and the legal and governance requirements of the Council. 5. Property/Assets No implications. 6. Information Technology No implications. 7. Equality & Human Rights - It is anticipated that the proposal will have a positive impact on Equality and Human Rights considering the overrepresentation on equality groups within low-income households. 8. Health & Safety The Health and Safety implications of each project within the programme and where risks are identified, appropriate steps will be included within the implementation plan to mitigate these. 9. Procurement No implications 10. Risk - These will be managed through the Strategy s management and governance arrangements. 11. Privacy Impact No implications. 12. COSLA Policy position n/a Author: Annabelle Armstrong-Walter, Strategic Partnerships and Inequalities Manager Page 61 of 100

62 3 Page 62 of 100

63 Item 7 To: Leadership Board On: 21 February 2018 Report by: Director of Finance and Resources and Chief Officer of the Renfrewshire Health and Social Care Partnership Heading: Carers (Scotland) Act Amendment to the Integration Scheme for Health and Social Care 1. Summary 1.1 The Council and Greater Glasgow and Clyde Health Board entered into an Integration Scheme ( the Scheme ) in 2015 that sets out the local arrangements for the integration of health and social care in Renfrewshire. The Scheme was subsequently approved by the Scottish Ministers as meeting the requirements of the legislation governing the integration of adult health and social care services. 1.2 The Carers (Scotland) Act 2016 introduces a number of new duties which come into force from 1 April Although many of the new duties are placed on the Council, some relate to adult social care and are required to be delegated to the Renfrewshire Integration Joint Board. The additional duties delegated to the Integration Joint Board require to be included in the list of delegated duties set out in the Integration Scheme. Therefore, a revised Integration Scheme has been prepared in conjunction with the Health Board that incorporates the required changes. The changes are set out in the Appendix to this report. The changes are of a technical nature to one of the Annexes to the Scheme. No changes are being made to the main body of the Scheme. 1.3 Any amendment to the Scheme has to be approved by the Council and the Health Board and submitted to the Scottish Ministers for final approval. Page 63 of 100

64 2. Recommendations 2.1 The Board is asked to: a) Note that the provisions of the Carers (Scotland) Act 2016 in so far as they relate to adult social care require to be included in the list of functions in the Integration Scheme that are delegated by the Council to the Renfrewshire Integration Joint Board. b) Approve the amendments to the Integration Scheme to reflect the terms of the various regulations detailed in this report c) Agree to forward the amended Integration Scheme to the Scottish Ministers for final approval. 3. Background 3.1 The Carers (Scotland) Act 2016 comes into effect on 1 April The Act introduces a number of new duties that will be part of the integrated health and social care service and will fall under the remit of the Renfrewshire Integration Joint Board. In order to implement the 2016 Act, the Scottish Government must incorporate provisions stemming from the Act into those regulations that support the Public Bodies (Joint Working) (Scotland) Act 2014, which is the primary legislation dealing with health and social care integration. Accordingly, the Scottish Government has passed regulations which achieve the aim of ensuring that the new duties under the 2016 Act are delegated from the Council to the Integration Joint Board. This is achieved by making amendments to the Integration Scheme that was agreed between the Council and the Health Board in The changes that are required are of a technical nature and due to the Regulations passed by the Scottish Government, the Council must delegate responsibility for the new duties conferred on the Council under the 2016 Act to the Integration Joint Board. 3.3 Those Regulations and the changes to the Scheme are as set out in the attached Appendix. 3.4 This report concerns only what is required to implement the 2016 Act in so far as it affects the Council s adult social care services. The council s children s social care services were not delegated to the Integration Joint Board and not included in the Integration Scheme. The implications for Children s Services arising from the 2016 Act have Page 64 of 100

65 been the subject of reports to the Education and Children s Services Policy Board on 2 November 2017 and 18 January The amendments to the Scheme were being considered by the Health Board at its meeting on 20 February The deadline for submitting the amended Scheme to the Scottish Ministers is 2 March Implications of the Report 1. Financial N/A 2. HR & Organisational Development.-N/A 3. Community/Council Planning N/A. The report is seeking approval for technical changes to be made to the Integration scheme for health and social care integration in Renfrewshire 4. Legal The council is required by to consider changes to the integration Scheme arising from new legislation 5. Property/Assets N/A 6. Information Technology N/A 7. Equality & Human Rights - (a) The Recommendations contained within this report have been assessed in relation to their impact on equalities and human rights. No negative impacts on equality groups or potential for infringement of individuals human rights have been identified arising from the recommendations contained in the report because the purpose of the report is only to seek approval for technical amendment to be made to the Integration Scheme to reflect new legislation. If required following implementation, the actual impact of the recommendations and the mitigating actions will be reviewed and monitored, and the results of the assessment will be published on the Council s website. 8. Health & Safety N/A Page 65 of 100

66 9. Procurement N/A 10. Risk N/A 11. Privacy Impact N/A 12. Cosla Policy Position N/A List of Background Papers (a) Background Paper 1 Revised Integration Scheme between Greater Glasgow and Clyde Health Board and Renfrewshire Council The foregoing background papers will be retained within Finance and Resources for inspection by the public for the prescribed period of four years from the date of the meeting. The contact officer within the service is Ken Graham, Head of Corporate Governance (ext 7360) ken.graham@renfrewshire.gov.uk, Author: Ken Graham, Head of Corporate Governance ext 7360 Page 66 of 100

67 Appendix The Integration Scheme has been amended only to reflect the new duties put in place by the Carers (Scotland) Act 2016 for delegation to the Renfrewshire Health and Social Care Partnership. The amendments are exactly as set out in the following paragraphs. 1. Amendment arising from the Public Bodies (Joint Working) (Prescribed Local Authority Functions etc.) (Scotland) Amendment Regulations 2017 These Regulations came into force on 16 June 2017 and add an extra duty to the list of functions that local authorities are required to delegate to Integration Authorities. The change required is that in Part 1 of Annex 2 of the Scheme (functions prescribed for the purposes of section 1(7) of the Public Bodies (Joint Working) (Scotland) Act 2014), after the entry relating to section 19 of the Social Care (Self-directed Support) (Scotland) Act 2013, in column A insert: Carers (Scotland) Act 2016 Section 21 (duty to set local eligibility) 2. Amendments arising from the Public Bodies (Joint Working) (Prescribed Local Authority Functions etc) (Scotland) Amendment (No2) Regulations 2017 These Regulations will come into force on 1 April 2018 and add a number of further duties arising from the 2016 Act which must be delegated to Integration Authorities. They also remove reference to some pieces of legislation that will be repealed by the 2016 Act when it comes into force. The changes to Part 1 of Annex 2 of the Scheme (functions prescribed for the purposes of section 1(7) of the Public Bodies (Joint Working) (Scotland) Act 2014), are: a) In the entry for the Social Work (Scotland) Act 1968, omit the references in Column A to Section12AA (Assessment of ability to provide care) and Section 12AB (Duty of local authority to provide information to carer). b) In the entry for the Social Care (Self-directed Support) (Scotland) Act 2013, omit the reference in Column A to Section 3(Support for adult carers), and the corresponding entry in Column B Delete: Only in relation to assessments carried out under integration functions Page 67 of 100

68 c) In the entry for the Carers (Scotland) Act 2016, in column A insert: Section 6 (duty to prepare adult carer support plan) Section 24 (duty to provide support) Section 25 (provision of support to carers: breaks from caring) Section 31 (duty to prepare local carer strategy) Section 34 (information and advice service for carers) Section 35 (short breaks services statements). Page 68 of 100

69 Item 8 To: Leadership Board On: 21 February 2018 Report by: Acting Director of Development and Housing Services Heading: West of Scotland Loan Fund (WSLF) Proposed Amendment to Articles of Association 1. Purpose 1.1 The purpose of this report is to update Board on the current status of the West of Scotland Loan Fund Limited and to seek approval to amend the Articles of Association. 2. Recommendations Board members are asked to: (i) Note the content of the report and the current status of the West of Scotland Loan Fund Ltd (WSLF); (ii) Approve the proposal to amend the WSLF Articles of Association to enable member authorities to make decisions on the remaining funding within the WSLF. 3. Background 3.1 The West of Scotland Loan Fund Ltd (WSLF) is a consortium of the 12 West of Scotland local authorities and was incorporated as a company limited by guarantee in June 1996, following local government reorganisation. The fund has provided loan finance in individual amounts up to 100k and has successfully operated across the West of Scotland as a fund for more than 20 years filling the funding gap to new and growing, small and medium sized enterprises. Page 69 of 100

70 3.2 To support this activity, each participating local authority has had an allocation of ring fenced loan funding based on its individual budget commitment matched by European Regional Development Fund (ERDF) monies. Renfrewshire Council has not contributed any finance to the loan fund for Renfrewshire which was made up from money disaggregated from Strathclyde Regional Council and ERDF. 3.3 Loan applications have been dealt with by business advisers within the relevant authority for initial scrutiny and appraisal including a full analysis of all financial aspects of the business and its proposal. The WSLF team undertake compliance and verification checking, prior to any loan being approved by management within the relevant local authority. 3.4 In 2014, the Scottish Government indicated its desire to see a move away from regional loan funds to a pan Scotland Local Authority led Loan Fund and advised that such a mechanism would be required to access any further EU resources. The Economy and Jobs Policy Board 28 January 2015 approved the proposal which had been brought forward to create a Scotland-wide local authority business loan fund. Business Loans Scotland Ltd was created as the vehicle to take this forward. 3.5 Renfrewshire Council became a member of Business Loans Scotland Ltd and transferred 105,755 from the WSLF. This along with additional European Regional Development Fund (ERDF) created a lending pot of 200,000 available to Renfrewshire Council to provide loans with values up to 100K to local eligible businesses from February 2017 to 31 December The transfers made from the WSLF to the new Business Loans Scotland fund was the estimate of what would be required for business loans until the end of No loans have yet been approved for Renfrewshire but 100k of loan applications are currently being developed. 4. West of Scotland Loan Fund: Remaining Funds 4.1 Now that the national fund is operational the member authorities within WSLF aim to look at the financial requirement for loan funding from 2019 onwards and how to best utilise any remaining balance of WSLF finances not required for loan purposes. 4.2 The existing WSLF Company constitution, which consists of a Members Agreement and Articles of Association, prevents members from withdrawing funds which they do not want to be used for lending via WSLF. Page 70 of 100

71 4.3 In addition to the constitutional restrictions, WSLF received ERDF funding through the European funding programme. The rules attached to this require the funds received to be reinvested in SMEs and not reutilised for purposes other than loans. 4.4 In order to move forward and enable member authorities to consider using funds for additional business development activities, two key actions are required: The current Articles of Association requires to be amended by unanimous approval of all 12 member authorities; and Confirmation is required from the Scottish Government over the treatment and value of ERDF funding that was received through the ERDF programme. 4.5 The current Objects of the company which in legal terms lay out the overall objectives of WSLF are relatively broad and wide ranging, and in particular state that the Fund must be used: to promote commerce by giving financial assistance by way of loans, donations or subscriptions or otherwise to any firm, company, individual, association or other body (whether incorporated or unincorporated) carrying on a commercial enterprise whose business is or is to be carried on in whole or in part within the WSLF (Section 4.1 of Articles of Association). It is proposed that any future use of the funds would still require being in line with the original Objects of the Company. 4.6 However, Section 4.2 of the Articles of Association, states that the income and property of the Company, howsoever derived, shall be applied solely towards the promotion of the objects of the company as set forth in Article 4.1 and no portion thereof shall be paid or transferred directly or indirectly, by way of dividend, bonus to otherwise howsoever by way of income or profit, to the Members It is therefore being proposed by the WSLF 12 member authorities that Article 4.2 be deleted by Special Resolution to enable the Funds to be accessed and applied solely towards the promotion of the objects of the company as set forth in Article 4.1. This allows the member authorities to consider a broader use of the funds either collectively or in individual member authorities. 4.8 In relation to the treatment of previous ERDF funding received, written confirmation is being sought from the Scottish Government to ensure there are no future audit implications over the treatment of the funding. The value of available funds will be dependent on the Scottish Government s interpretation and confirmation. Page 71 of 100

72 4.9 If all local authorities agree to the amendment then a future board report will be prepared on the options for use of the remaining WSLF finance As of the 1 st February 2018, 5 Councils have received Board approval to change the Articles and 5 (including Renfrewshire) are going to Board very soon. 2 Councils have yet to set a Board date for the paper. _ Implications of the Report 1. Financial No additional resources are requested, the proposal may enable the Council to access and utilise additional financial resources to support local businesses. 2. HR & Organisational Development None. 3. Community Planning Jobs and the Economy Provides funding for local business to enable them to grow and provide employment opportunities. 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. 8. Health & Safety None. 9. Procurement None 10. Risk None 11. Privacy Impact - None 12. Cosla Policy Position None List of Background Papers (a) None Author: Colette Saez, Assistant Economic Development Manager Business Development, colette.saez@renfrewshire.gov. Tel: Page 72 of 100

73 Item 9 To: Leadership Board On: 21 February 2018 Report by: Chief Executive Heading: Council Representation on the Board of Renfrewshire Leisure 1. Summary 1.1 The report seeks the Board s approval to a proposed change to the Council s representation on the Board of Renfrewshire Leisure (RLL) to reflect a recommendation from Audit Scotland in the Best Value Assurance Report published in The proposed change to the Council s representation on the RLL Board involves a reduction in the number of directors appointed by the Council from five to three with the Council no longer appointing officers to the RLL Board. Should the recommendations in this report be approved, the RLL Board will be asked to approve an amendment to their Articles of association to reflect this change in the Council s representation.. 2. Recommendations 2.1 It is recommended that the Board: a) approves the reduction in the number of Council appointed directors on the Board of Renfrewshire Leisure from 5 to 3; 1 Page 73 of 100

74 b) Agrees that the Council will no longer appoint officers to the Board of Renfrewshire Leisure; c) agrees that notification be issued to Renfrewshire Leisure advising them that the two senior officers appointed by the Council will stand down from their places on the RLL Board; d) agrees that the Articles of Association of Renfrewshire Leisure Limited be amended to reflect the reduction in number of directors to be appointed by the Council; and e) authorises the Head of Corporate Governance to sign all documents to give effect to these recommendations. 3. Background 3.1 The current Articles of Association for Renfrewshire Leisure set out the arrangements for the board of directors of the company. Those arrangements include a section on directors appointed by Renfrewshire Council. At present this is fixed at a maximum of five. The Board also comprises up to 4 directors appointed from independent representatives from the Renfrewshire area and a maximum of two directors appointed by the employees of the company. 3.2 The Council decided on 18 December 2014 that that the five council representatives on the Board would be two officers (The Head of Finance and the Director of Development and Housing Services) and three elected members. That arrangement has remained in place since In 2017 Audit Scotland undertook a Best Value Assurance Review of the Council. This was reported to the meeting of the Council on 28 September One of the recommendations in the report was: The council should review its governance arrangements to ensure they provide for a relationship with Renfrewshire Leisure Limited (RLL) that is clear, independent, and more easily understood by the public As part of the evidence to support their view, Audit Scotland referred to the Account s Commission s ALEOs: are you getting it right? Report. This report identifies an example of good practice that no officer should hold a trustee or directorship position with any of the ALEOs the Council engages with. This was based on the potential for conflicts of interest to arise between an officer s responsibilities and personal 2 Page 74 of 100

75 liability when appointed to an outside body. The Audit Scotland report drew attention to the current position with the Council appointing two officers to the Board of Renfrewshire Leisure. 3.4 To address the concerns expressed in the Best Value Assurance Report the Council agreed as part of an action plan to undertake a review of existing governance arrangements between the Council and Renfrewshire Leisure, being cognisant of the findings of the national review of ALEOs currently being undertaken by Audit Scotland. Engagement with Renfrewshire Leisure was to be a key element of the review. 3.5 Taking account of Audit Scotland s comments and recommendation in the Best Value Assurance Report it is now proposed to end the arrangement of appointing two council officers to the Board of Renfrewshire Leisure. 3.6 The result of this change would be that the number of council appointees is reduced to three elected member appointments. The two places on the board left vacant by this proposal would be made available for the appointment of additional independent representatives. 3.7 If the proposals in the report are approved by the Council, Renfrewshire Leisure will be asked to amend their Articles of Association to give effect to the change Implications of the Report 1. Financial N/A 2. HR & Organisational Development If the report is approved, two senior council officers will no longer be directors of Renfrewshire Leisure 3. Community/Council Planning N/A Legal The proposals in the report have implications for the Articles of Association of Renfrewshire Leisure Limited which will have to be changed to reflect the Board s decision. 4. Property/Assets N/A 5. Information Technology N/A 6. Equality & Human Rights N/A 3 Page 75 of 100

76 8. Health & Safety N/A 9. Procurement N/A 10. Risk N/A 11. Privacy Impact N/A 12. Cosla Policy Position N/A. List of Background Papers (a) Background Paper 1 Audit Scotland Best Value Assurance Report in respect of Renfrewshire Council Author: Ken Graham, Head of Corporate Governance ext Page 76 of 100

77 Item 10 To: Leadership Board On: 21 st February 2018 Report by: Chief Executive Heading: Review of Renfrewshire Leisure s Strategic Business Plan /19 1. Summary 1.1 Under the terms of the Service Agreement, Renfrewshire Leisure is required to submit an annual Business Plan to the Council which sets out priorities for the year and outlines how it will deliver the services specified in the Service Agreement. 1.2 Renfrewshire Leisure s business plan for 2018/19 sets out the strategic priorities, main actions and performance indicators that will be used to monitor progress. Operational action plans are also being developed to implement the strategic priorities and wider strategies in place to deliver sport and cultural services. 1.3 In August 2017, Renfrewshire Council's Best Value Assurance Report was published which contained a specific recommendation for the Council to review governance arrangements relating to Renfrewshire Leisure. In response, a summary copy of Renfrewshire Leisure's Business Plan for will now be submitted to the Leadership Board as a public item for consideration. In addition, membership of the Renfrewshire Leisure Board has also been reviewed, with further recommendations made in a separate report to this meeting of the Leadership Board. 1.4 The Business Plan for has been scrutinised by the Head of Policy and Commissioning who acts as the Renfrewshire Leisure monitoring officer, in terms of compliance with the service agreement and funding arrangement. Overall, the strategic business plan meets the conditions of the service agreement. The implementation of the plan will be monitored on a quarterly basis and an update report on Renfrewshire Leisure will be provided to the Leadership Board on a six monthly basis. 2. Recommendations 2.1. It is recommended that the Leadership Board: Page 1 of 7 Page 77 of 100

78 1. agrees Renfrewshire Leisure s business plan for which meets the terms of the service agreement; 2. notes the monitoring arrangements in place by the Head of Policy and Commissioning (the Renfrewshire Leisure monitoring officer) to undertake quarterly performance monitoring meetings with Renfrewshire Leisure and provide six monthly progress reports to the Leadership Board; 3. notes the summary strategic business plan for attached in appendix one of this report. 3. Background 3.1. The remit of the Leadership Board includes the required delegations relating to Renfrewshire Leisure and the Head of Policy and Commissioning in the Chief Executive s Service as the named officer responsible for monitoring Renfrewshire Leisure performance Renfrewshire Leisure is responsible for the strategic management, operation and development of cultural, sport and leisure in Renfrewshire. It provides indoor and outdoor sport and leisure, town halls, community venues, libraries, heritage, arts and museums and sports development services for the public of Renfrewshire Each year, Renfrewshire Leisure prepares an annual business plan which is submitted to the Council in line with the terms of the Service Agreement. The Strategic Business Plan for 2018/19 sets out the main priorities for the next twelve months and reflects the priorities set out in the new Council Plan, where they relate to the role and remit of Renfrewshire Leisure The plan recognises the main factors which will influence Renfrewshire Leisure; particularly, the major investment being made in Renfrewshire s cultural, leisure and sports facilities and services in Paisley Museum, Paisley Town Hall, Paisley Learning and Cultural Hub, Paisley Art Centre and sports facilities at St. James. This investment will generate economic and tourism benefits for the area and create opportunities for Renfrewshire Leisure to attract a wider customer base A key priority for the Council, Renfrewshire Leisure and partners is to continue the momentum generated through the UK City of Culture 2021 bid. The cultural aspiration for the area will drive the direction of our cultural and heritage services and cultural programmes and venue development arrangements over the next year Renfrewshire Leisure recently developed a new company strategy which sets out priorities for the next five years based on the following themes: customers; people; community; partners and; commercial A summary copy of the strategic business plan is attached in appendix one of this report. 4. Review of Strategic Business Plan 2018/ The Head of Policy and Commissioning reviewed Renfrewshire Leisure s Business Plan for to assess whether it met the requirements set out in the Service Page 2 of 7 Page 78 of 100

79 Agreement. The findings are set out in the sections below. 4.2 One of the requirements of the Service Agreement is to produce an annual Business Plan for review by the Head of Policy and Commissioning (Renfrewshire Leisure monitoring officer). Earlier this month, Renfrewshire Leisure s Business Plan for 2018/19 was approved by Renfrewshire Leisure s board of directors. The plan sets out the services that Renfrewshire Leisure delivers, its key priorities for 2018/19 and performance indicators in place to monitor progress. 4.3 The plan supports the delivery of Renfrewshire Leisure s new strategy for 2018 to The new strategy sets out Renfrewshire Leisure s purpose, vision, organisational values and strategic priorities for the next five years and reflects the strategic objectives of Renfrewshire s Community Plan and Council Plan, where they relate to the role and remit of Renfrewshire Leisure. 4.4 The funding agreement supports delivery of the service specification set out in the Services Agreement to deliver culture, leisure and sport services in the Renfrewshire area. The specification sets out the expected service standards, procedures and other requirements to be followed by Renfrewshire Leisure in the delivery of cultural, leisure and sport services. 4.5 Overall, the Business Plan takes account of the revised Council Plan priorities approved by the Council in September The plan is also clearly linked to national strategies and references and draws heavily on key partnership strategies and the role Renfrewshire Leisure will play in their delivery. 5. Strategic Business Plan - performance profile and priorities 5.1 The strategic action plan for 2018/19 is structured around delivery of seventeen strategic priorities under five themes, these are: Customers: Provide good facilities and exciting services for all of our customers Increase usage of our services and facilities Strategically invest in our facilities People Attract, develop and retain talent Empower employees and maintain a positive environment Create an entrepreneurial can do culture Commercial Utilise technology to its full potential Operate successful facilities and venues Seek and make the most of opportunities Embrace change to be an efficient, cost effective company Local Community Work with the community as a trusted partner Inspire local people to improve their mental and physical health and well-being Provide employment opportunities in the local community Partners Meet the terms of the service specification agreed with Renfrewshire Council Page 3 of 7 Page 79 of 100

80 Help our main partner, Renfrewshire Council, to achieve priority outcomes Be an active community planning partner Develop partnerships to encourage participation and excellence in sport and culture 5.2 The action plan contains thirty one actions to enable achievement of these strategic priorities. Actions include: continuing the momentum generated through the UK City of Culture 2021 bid to meet the cultural aspiration for the area; implementing Renfrewshire s cultural strategy with other partners; taking a lead role in progressing the council s asset management strategy and investment in the museum, culture venues and sports facilities; engaging, listening and responding to our customers views and preferences to improve our customers experience and use of our facilities and services; developing and implementing an organisational service redesign; developing business opportunities for income growth in each of our facilities with supporting business cases; managing the Paisley Museum project in partnership with the Council and other partners; managing the investment programme with our partners to deliver investment in our sport pitches and libraries; managing the investment programme in Paisley Town Hall, Paisley Art Centre, Paisley Learning an Cultural Hub with our partners; and contributing to the delivery of Community Plan priorities to improve outcomes for children and young people and to improve the health and well-being of the local community. 5.3 Implementation of the action plan and achievement of key priorities and performance indicators are reviewed by the Council officer on a quarterly basis. Satisfaction levels with sport, leisure and cultural services remain high (around 78%), however, attendance levels have been more mixed, mainly due to increased competition. This is an area in which the Renfrewshire Leisure management team and their board members will need to continue to focus their attention. 6. Strategic Business Plan - Finance 6.1 Renfrewshire Leisure is also required to identify the expected expenditure to implement obligations under the service agreement. The projected service payment for , for the provision of leisure and cultural services delivered by Renfrewshire Leisure is 9.856m. 6.2 The report of the independent auditors to the members of the Renfrewshire Leisure Board, demonstrated that accounting had been properly prepared in accordance with the Charities SORP and Companies Act. The statement of financial activities for the year ended 31 March 2017 shows net expenditure of 315,570 for the year before other recognised gains or losses. In line with recommended accounting practice, the figures include a notional entry for future pension costs which are based on an actuarial review of future pension liabilities for current and previous employees. 6.3 Careful monitoring and tracking of the budget is essential to enable Renfrewshire Leisure to maximise both its income generation and manage its expenditure. The Chief Executive of Renfrewshire Leisure provides regular financial monitoring reports to the Renfrewshire Leisure Board. Page 4 of 7 Page 80 of 100

81 6.4 The Director of Finance and Resources is satisfied that Renfrewshire Leisure s budget is prudent in its funding assumptions, loan repayments and expenditure commitments. However, with the recent local government budget settlements, the current challenging financial climate is likely to continue for the foreseeable future. 7. Staffing 7.1 Renfrewshire Leisure has a budgeted staffing establishment of just under 400 FTE. To support the expansion of Renfrewshire Leisure, a new senior staffing structure was implemented during The new structure enables Renfrewshire Leisure to manage its activities across three main areas: 1. finance and corporate services; 2. leisure and community services; and 3. cultural services. An organisational service redesign will be undertaken in 2018 to support delivery of the future priorities of the organisation and ensure that Renfrewshire Leisure can continue to meet customer needs. 8. Governance arrangements 8.1 The expansion of Renfrewshire Leisure provided an opportunity to review existing governance arrangements and the monitoring duties of Renfrewshire Leisure. As approved by full Council in 2014, the Leadership Board was tasked to oversee policy development and the performance of the Trust. 8.2 The membership of Renfrewshire Leisure s Board includes three elected members, two Council Directors, two business representatives, a sport representative and a cultural representative and two staff representatives. To support the Renfrewshire Leisure Board, three sub-groups are in place (Finance; HR and Property) which are attended by current members of the Board. 8.3 Meetings between the Head of Policy and Commissioning (Renfrewshire Leisure monitoring officer) and officers from Renfrewshire Leisure take place on a quarterly basis to review the submitted performance report and authorise payment of the service payment. An update on Renfrewshire Leisure is provided to the Leadership Board on a six-monthly basis. 8.4 In August 2017, the Accounts Commission published Renfrewshire Council's Best Value Assurance Report which included the following recommendation: "The council should review its governance arrangements to ensure they provide for a relationship with Renfrewshire Leisure Limited (RLL) that is clear, independent, and more easily understood by the public". 8.5 An initial review of governance arrangements has been undertaken, with a report outlining proposed changes to the Renfrewshire Leisure Board composition included as a separate item on the Leadership Board meeting agenda. In terms of information being more readily available in the public domain, a summary copy of the business plan has also been made available as part of the Leadership Board papers and is attached to this paper. Page 5 of 7 Page 81 of 100

82 8.6 Further changes to governance may be required subject to the findings of a national review of Arms Length External Organisations (ALEOs) which is currently being undertaken by Audit Scotland, with the report scheduled for publication in late Spring Any recommendations flowing from the review which require a change to existing governance arrangements relating to Renfrewshire Leisure will be subject to a report to the Leadership Board at that time. 9. Conclusion 9.1 The Head of Policy and Commissioning (Renfrewshire Leisure monitoring officer) concludes that Renfrewshire Leisure s Strategic Business Plan for 2018/19 meets the conditions of the service agreement. Renfrewshire Leisure is operating as a company limited by guarantee, maximising opportunities which benefit both the Council and residents of Renfrewshire. 9.2 The plan is ambitious, recognising opportunities to working with partners to continue the momentum from the UK City of Culture 2021 bidding process to achieve the cultural and regeneration aspirations and delivery of cultural and sport investment in the area, and realistic in recognising the changes in the local leisure market and the longer-term impact this is likely to have on both service usage and income. It also reflects the work already undertaken to realign and streamline Leisure and Community Services to operate within this competitive environment. The strategic and partnership approach will enable the charitable company to build on its fourteen years of operation to continue to deliver both Renfrewshire Leisure and Council priorities. Implications of this report 1. Financial Implications The business plan for Renfrewshire Leisure covers the financial year The projected budget in the funding agreement for , for the provision of cultural and leisure services delivered by Renfrewshire Leisure, is million. 2. HR and Organisational Development Implications A service redesign is currently being developed in 2018 to ensure that the organisation has the ability to achieve medium to longer term priorities. 3. Community Plan/Council Plan Implications Senior officers from Renfrewshire Leisure were closely involved in the development of the Council Plan and Community Plan, and the key strategic priorities in Renfrewshire Leisure s Strategic Business Plan are closely aligned to both of these plans, specifically in relation to Council plan priorities relating to tackling inequality, health and wellbeing and cultural and economic regeneration amongst others. 4. Legal Implications None. 5. Property/Assets Implications None. Page 6 of 7 Page 82 of 100

83 6. Information Technology Implications None. 7. Equality and Human Rights Implications 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 Implications None. 9. Procurement Implications None. 10. Risk Implications None. 11. Privacy Impact None 12. COSLA Policy Position None List of Background Papers (a) None Author: Laura McIntyre ( ) laura.mcintyre@renfrewshire.gov.uk Page 7 of 7 Page 83 of 100

84 Page 84 of 100

85 Renfrewshire Leisure Strategic Business Plan 2018/19 1 Page 85 of 100

86 Contents Page 1 Introduction - Our Purpose, Vision, Values and Priorities 3 2 The plan in context and horizon scanning 5 3 The services we provide 7 4 Our Strategic Priorities 9 Customers 9 People 9 Commercial 10 Local Community 10 Partners 11 5 Performance Targets 12 6 Financial Resources 13 7 Core Fees and Charges 2018/ Business Plan 2018/19 Board Page 86 of 100

87 1. Introduction - Our Purpose, Vision, Values and Priorities 1.1 Renfrewshire Leisure manages and operates culture, leisure and sport facilities and services across Renfrewshire on behalf of Renfrewshire Council. 1.2 An ambitious company strategy was approved by Renfrewshire Leisure s Board in December The new strategy sets out our purpose, vision, organisational values and strategic priorities for the next five years and reflects the strategic objectives of Renfrewshire s Community Plan and Council Plan, where they relate to the role and remit of Renfrewshire Leisure. 1.3 Renfrewshire Leisure has a key role to play in: leading on the development and delivery of the cultural strategy; working with partners to continue the momentum from the UK City of Culture 2021 bidding process to achieve the cultural and regeneration aspirations of the area; leading the sports strategy for Renfrewshire to inspire, promote, enable and encourage participation in sport; leading the pitch strategy to ensure that Renfrewshire has excellent facilities which meet current and future sporting requirements and; working closely with local communities to support development of facilities and services across the area. 1.4 Renfrewshire Leisure will continue to focus on its core activities, including: encouraging and enabling improvements in the physical and mental health and well-being of people in our local communities through our sport and cultural activities; helping children and their families to achieve their full potential through our reading and play initiatives and active schools development programmes; providing digital skills training and access to digital technology in our facilities to help people develop skills for employment and easy access to online services and advice services in our libraries. 1.5 The company strategy below clearly outlines what we aim to achieve over the next five years: Our Charitable Purpose (and reason for existence) Renfrewshire Leisure s charitable purpose is to provide, or assist in the provision of facilities for recreation, sport, cultural, social or other leisure time occupation beneficial to the community, for the general public, or in connection with the Renfrewshire area and its neighbourhood in furthering the interests of social welfare Our Vision (provides direction and highlights where we are going) Our vision is to enrich people s lives through increased participation in culture, leisure and sport Our Organisational Values (guides our actions and describes how we will behave) 3 Business Plan 2018/19 Board Page 87 of 100

88 Our organisational values: Customers matter Yes, we can Recognise and develop talent Proud of our achievements Ambitious for the future Our Strategic Priorities for the next five years: Customers Understand and meet customer and partner expectations Provide good facilities and exciting services for our customers Increase usage of our services and facilities Strategically invest in our facilities People Attract, develop and retain talent Empower employees and maintain a positive environment Create an entrepreneurial can do culture Commercial Utilise technology to its full potential Operate successful facilities and venues Seek and make the most of opportunities Embrace change to be an efficient, cost effective company Local Community Work with the community as a trusted partner Inspire local people to improve their mental and physical health and well-being Provide employment opportunities in the local community Partners Help our main partner, Renfrewshire Council, to achieve priority outcomes Be an active community planning partner Develop partnerships to encourage participation and excellence in sport and culture 1.6 Implementation of the strategy Implementation of the strategy is managed through the annual business plan and operational plans within the divisions which are linked to the company s main strategic objectives. Monitoring of the achievement of the strategic priorities and their impact is undertaken every six months and is reported in an annual performance report. Diagram 1 Planning Cycle 4 Page 88 of 100

89 2. The plan in context 2.1 This business plan covers the financial year 2018/19. It builds on our achievements to date and details what we aim to achieve over the next one to five years. The plan takes account of the main factors likely to influence our services over the next few years and the actions that we are taking to maximise opportunities and tackle challenges as they arise. The plan also clearly shows how our service delivery arrangements, projects and activities will contribute to the achievement of our strategic priorities. 2.2 Horizon scanning Despite the continuing financial pressures and economic uncertainty in which the company and our public sector partners are operating, significant investment is being made in our cultural, leisure and sports facilities and services over the next five years; particularly, in Paisley Museum, Paisley Townhall, Paisley Learning and Cultural Hub, Paisley Art Centre and sports facilities at St. James. This investment will generate economic and tourism benefits for the area and create opportunities for Renfrewshire Leisure to attract a wider customer base In advance of, and throughout the construction phase of the investment projects, robust logistic and disruption planning will need to be undertaken to manage the workforce, customers and building work. The plans will also need to ensure that the impact of the closure of facilities is built into the business and financial planning process Increased competition in the local sport and leisure market, squeeze on public sector spending and the economic uncertainty arising from Brexit, are also likely to have a significant, and ongoing, impact on the financial position of the company; the facilities and services which we operate and service delivery arrangements currently in place will remain under review Building on, and continuing the momentum generated through the UK City of Culture 2021 bid is a major priority for Renfrewshire Leisure and our partners. The cultural aspiration for the area will drive the direction of our cultural and heritage services and cultural programmes and venue development arrangements for the next five years Cultivating and developing relationships with our local and national partners will remain a key focus for Renfrewshire Leisure to: grow our business; meet our cultural aspirations and; encourage the community to take up sport, leisure and cultural activities to help improve the health and well-being of the local community Improving life chances for local people is another key priority for all the community planning partners; providing employment opportunities and increasing access to facilities and services for all residents will remain a key focus for Renfrewshire Leisure. This will include supporting the implementation of the Council s early year strategy, Giving our children the best start in life, which will offer a family-centred approach to improving outcomes for children and families. Cultural Services will also work with Children s Services, schools and other partners to improve attainment and 5 Business Plan 2018/19 Board Page 89 of 100

90 literacy through our reading, play and digital skills initiatives and provide access to digital technology in our facilities to help ensure that children and their families achieve their full potential The provision of free public access wifi will improve connectivity in the main town centre areas Paisley, Johnstone and Renfrew. The roll out of the initiative will provide better access Wi-Fi for our customers and employees and should make our venues more attractive for conferences and events The introduction of the EU General Data Protection Regulations (GDPR) will make a wide ranging and significant shift in the way that organisations, including Renfrewshire Leisure, must protect personal data. The regulations which apply from 25 th May 2018 will supersede the UK Data Protection Act The regulations will have significant implications for the way that we record, store and use personal data about our customers and employees The implementation of the new enterprise resource planning system (an integrated financial/human resource planning system) will significantly change the financial and human resource planning processes in the company; this will create opportunities to streamline practices and increase productivity. Improvements in technology, increasing use of digital platforms and media and upgrades in our operating systems will also have an impact on the way we work; maximising opportunities arising from new and improved technology will remain a key priority for the company to reduce costs and to meet changing customer expectations. 2.3 Meeting service agreement requirements The business plan aims to ensure that Renfrewshire Leisure meets the requirements of our service agreement with Renfrewshire Council and can maintain the financial stability of the company. The top level budget in section six reflects Renfrewshire Leisure s anticipated funding requirement for 2018/19 to deliver the service specification and meet Renfrewshire Leisure s financial and legal obligations. Our non-profit distributing status mean that any surpluses generated are available for reinvestment in local facilities and services. 6 Business Plan 2018/19 Board Page 90 of 100

91 3. The services we provide 3.1 Renfrewshire Leisure has three divisions Leisure and Community Services, Cultural Services and Finance and Corporate Services which are responsible for the strategic management, operation and development of cultural, sport and leisure in Renfrewshire. The services we provide include: indoor and outdoor sport and leisure, town halls, community venues, libraries, heritage, arts and museums and sports development. 3.2 Leisure and Community Services Leisure and Community Services leads the Sports and Pitch strategy for Renfrewshire. The strategy aims to inspire, promote, enable and encourage participation in sport and ensure that Renfrewshire has excellent facilities which meet current and future sporting requirements. The three teams Leisure, Sport and Outdoors - work closely with local communities to support development of facilities and services across the area This division is responsible for the provision of indoor leisure facilities, Eve Spa, outdoor facilities (pitches, bowling green and golf course), community halls and sport services. A key part of the work undertaken by the teams is to lead, develop and promote sporting activities to increase participation in sporting activities and improve health and wellbeing. The Active Schools, Community Development and Health Improvement teams work in local schools and communities across Renfrewshire in partnership with schools, clubs, volunteers, sports networks, and national governing bodies. 3.3 Cultural Services Cultural Services leads the Cultural Strategy for Renfrewshire which aims to develop cultural networks and deliver the cultural aspirations for Renfrewshire. The UK City of Culture bid raised the profile of cultural activity in Paisley locally, nationally and internationally and with it the ambition and possibility for cultural led regeneration in Renfrewshire. Over the next five years significant investment is being made in our cultural facilities (Paisley Museum, Townhall, Art Centre and Library) which will require to be carefully managed and will necessitate changes in our service delivery arrangements The three teams libraries, venues and arts and heritage provide a hub of community services and facilities within the local areas, with a core focus on learning and development, literacy and attainment, health advice and wellbeing. This division is responsible for the operation, management and development of libraries, arts and heritage services and cultural venues across Renfrewshire. 3.4 Finance and Corporate Services Finance and Corporate Services leads on the financial strategy and setting of the strategic direction of the company. It is the hub of business led intelligence which supports strategic decision making in the organisation. It provides support services across the company which enable the company to 7 Page 91 of 100

92 operate effectively. It comprises four teams: finance, IT and administration; HR; asset management and; marketing and communication The main activities which the teams provide includes: strategy and business planning; personnel; financial and administrative services, IT support and systems development, administration of membership schemes; marketing, performance management and community and partnership engagement activities and; health and safety, monitoring of facility repairs and technical services, service improvement, quality management and management of QMS policy and procedures. 8 Business Plan 2018/19 Board Page 92 of 100

93 4 Our Strategic Priorities 4.1 Renfrewshire Leisure s new company strategy sets out our strategic priorities for the next five years. The priorities are shown under the following themes customers, people, commercial, local community and partners. 4.2 Customers Our services and facilities aim to meet customer needs and preferences; our customers remain at the centre of all that we do. Our main priorities in the next year are to: Understand and meet customer and partner expectations Provide good facilities and exciting services for our customers Increase usage of our services and facilities Strategically invest in our facilities We will implement the following actions: Action Regularly engage, listen and respond to our customers views and preferences to improve our customers experience and use of our facilities and services To develop a comprehensive customer database and target promotions tailored to our customers preferences Involve our customers in the early development of our facilities, investment proposals and changes in our service delivery model Implement the equipment replacement programme in our leisure facilities Refresh our customer services training and benchmarking our performance with similar organisations to continually learn, change and improve Developing our family membership options and promotions Service All. Lead Finance & Corporate Services Finance & Corporate Services Cultural Services Leisure & Community Services All services Leisure & Community Services 4.3 People Our employees are our best asset; they represent the company and deliver services directly to our customers. Our main priorities in the next year are to: Attract, develop and retain talent Empower employees and maintain a positive environment Create an entrepreneurial can do culture We will progress the following key actions: Action Implement an organisational service redesign Conduct evaluation of pay and grading to accompany the service redesign Identify term and condition options for the company and work Service All All All 9 Page 93 of 100

94 Action towards harmonisation of T&Cs across the company Develop and implement a disruption plan to manage staff during the investment work in our facilities Develop and implement a workforce plan which includes succession planning, recruitment and induction, talent management, performance and appraisal Develop our approach to training and development across the company to identify training needs by employee role and manage training and development by individual employee Develop a coaching and volunteering strategy for the company to ensure that we attract, develop and retain volunteers to support our service delivery arrangements Service Cultural Services All. Lead Finance & Corporate Services All Cultural Services and Leisure & Community Services 4.3 Commercial Renfrewshire Leisure is operating in an increasingly competitive market. Our main priorities over the next year are to: Utilise technology to its full potential Operate successful facilities and venues Seek and make the most of opportunities Embrace change to be an efficient, cost effective company We will progress the following actions: Action Develop a medium term financial strategy for the company covering the period of this strategy Review usage of each of our facilities and the present delivery arrangements Develop business opportunities for income growth in each of our facilities with supporting business cases Develop an energy efficiency plan, identifying key projects and investment proposals Develop and implement a plan to manage the introduction of the new enterprise resource planning system in 2018/19 Service Finance & Corporate Services All Cultural Services Finance & Corporate Services Finance & Corporate Services 4.4 Local Community Renfrewshire Leisure is committed to working with partners and local community to help improve the health, well-being and quality of life of local people, by providing access to good facilities and activities in sport, leisure and culture in Renfrewshire. Our main priorities over the next year are to: Work with the community as a trusted partner Inspire local people to improve their mental and physical health and well-being Provide employment opportunities in the local community We will progress the following actions: Action Manage the Paisley museum project in partnership with Service Museum 10 Business Plan 2018/19 Board Page 94 of 100

95 Renfrewshire Council and other partners to deliver the facility on time and in line with the business case Manage the investment programme with our partners to deliver investment in our sport pitches, community facilities and libraries Provide a range of sports programmes and leisure activities across all our facilities which are accessible to the local community and appeal to visitors in Renfrewshire Work with schools and partners to provide effective pathways in sport from participation to performance, through the creation of links across local schools, clubs and communities Lead the development and delivery of the cultural strategy for Renfrewshire Develop and deliver a cultural performance programme with local cultural partners which appeals to the wider community Work with partners to promote health and well-being through exercise and cultural activities to improve the fitness and wellbeing of the local community and, particularly those recovering from ill-health Programme/ Cultural Services Cultural Services and Leisure & Community Services Leisure & Community Services Leisure & Community Services Cultural Services Cultural Services Cultural Services and Leisure & Community Services 4.5 Partners Renfrewshire Leisure will work proactively with community planning partners to help define, set and target services to achieve positive outcomes for the local area. Our main priorities over the next year are to: Help our main partner, Renfrewshire Council, to achieve priority outcomes Be an active community planning partner Develop partnerships to encourage participation and excellence in sport and culture We will progress the following actions: Action Contribute to the delivery of Community Plan priorities; specifically, in relation to improving outcomes for children and young people and improving the health and well-being of the local community Work with partners and engage local communities to develop local Community Sports Hubs and centres of excellence Work with local community groups and cultural groups and networks to develop cultural activities and programmes for the benefit of the community Manage the investment programme in Paisley Town Hall, Paisley Art Centre, Paisley Central Library with our partners Deliver an effective health promotion and exercise programme which meets the needs of our partner, NHS GCC, and contributes to the improved health and well-being of local people Develop the digital capabilities in our venues to provide free wifi in our facilities where there is a positive business case Service All Leisure & Community Services Cultural Services Cultural Services Leisure & Community Services Cultural Services and Leisure & Community Services 11 Business Plan 2018/19 Board Page 95 of 100

96 5 Key Performance Targets 5.1 To monitor the delivery of our strategic priorities, a suite of key performance indicators has been identified, as set out in the table below. Targets will be developed as base data is collated. Business Plan indicators - matrix Customers customer satisfaction rating Number of visits to libraries Number of attendances at pools Attendance at indoor sports facilities excluding pools Attendance at outdoor sports facilities Number of visitors to museums People absenteeism - as a % of work days available employee absence as % of total employee costs training completed - new and refresher as % of days available Commercial Financial outturn overheads ratio overtime as % of total employee costs Local community numbers participating in Vitality and healthy lifestyle programme Number of people completing the swim programme Number of bookings at community halls Partners Sports Services - key indicators from service agreement Library Services - key indicators from service agreement Health Service indicators from Community Plan maintenance repairs completed within timescale % completion of compliance programme Corporate H&S - number of reportable incidents Audit recommendations - % implemented/completed Vehicle utilisation - availability and usage 12 Business Plan 2018/19 Board Page 96 of 100

97 6. Financial Resources 6.1 The chart below shows the estimated expenditure allocation by service division: 13 Business Plan 2018/19 Board Page 97 of 100