260317 Compliance Review Code of Corporate Governance 2025
Renfrewshire Council · 16 March 2026
Back to Audit, Risk and Scrutiny Board — 16 March 2026 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
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Page 1 of 61 PUBLIC To: Audit, Risk and Scrutiny Board On: 16 March 2026 Report by: Chief Executive Heading: Annual Review of Compliance with the Local Code of Corporate Governance 2025 1. Summary 1.1. Corporate governance is the name given to the system by which Councils direct and control their functions. It is about ensuring that Councils do the right things, in the right way, for the right people, in a timely, inclusive, open, honest and accountable manner. 1.2. Delivering Good Governance in Local Government: Framework, which was refreshed in 2016 by CIPFA in association with Solace, is the framework which sets the standard for local authority governance in the UK and has been adopted by Renfrewshire Council as the Code of Corporate Governance. The guidance from CIPFA was updated in 2025. The Council formally reviews its compliance with the Code every year and this report provides evidence of that compliance. Each year, the Chief Auditor also provides a report to this Board detailing Internal Audit’s assessment of the Council’s internal control environment and any exposure to risk. 1.3. These annual reviews support the Council in continuous improvement; by considering the evidence of compliance, we can respond to organisational learning and use that to further strengthen our approach.
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Page 2 of 61 PUBLIC 1.4. Appendix 1 provides a list of the seven overarching principles and sub- principles against which compliance is measured. Appendix 2 provides a detailed description of the evidential documents which demonstrate continued compliance, and notes which principles they relate to. 2. Recommendations 2.1 It is recommended that members of the Audit, Risk and Scrutiny Board note: • the Council’s compliance with the Local Code of Corporate Governance; • note the evidence for compliance set out in Appendix 2: • note that compliance with the code is also subject to regular, planned internal audit activity. ___________________________________________________________________ 3. Background 3.1 CIPFA published the Delivering Good Governance in Local Government: Framework in 2007 to set the standard for local authority governance in the UK. It reviewed and published a revised edition in 2016 to ensure it remained ‘fit for purpose’. The updated code places greater emphasis on relationships and behaviours between Elected Members and senior management; performance reporting; and Council and service level plans. Renfrewshire Council has adopted this as its own Code of Corporate Governance, and reviews compliance on an annual basis. An addendum to the CIPFA guidance was published in May 2025, giving more detail on expectations around the evidence for compliance and the content of the Council’s Annual Governance Statement. 3.2 The Code of Corporate Governance covers the seven core principles which bring together the main elements of Council business. These are: 1. Behaving with integrity, demonstrating strong commitment to ethical values, and respecting the rule of law. 2. Ensuring openness and comprehensive stakeholder engagement. 3. Defining outcomes in terms of sustainable economic, social, and environmental benefits. 4. Determining the interventions necessary to optimise the achievement of the intended outcomes. 5. Developing the entity’s capacity, including the capability of its leadership and the individuals within it. 6. Managing risks and performance through robust internal control and strong public financial management.
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Page 3 of 61 PUBLIC 7. Implementing good practices in transparency, reporting, and audit to deliver effective accountability. 3.3 The sub-principles which sit beneath these are set out in Appendix 1 to this report. 3.4 A summary of the evidence which demonstrates compliance is provided is Section 4 of this report. A detailed list of documents and processes presented as evidence is included as Appendix 2. 3.5 Each year, the framework is reviewed by Internal Audit to assess the adequacy and effectiveness of the code, and the Council’s compliance with it. These findings are reported to the Audit, Risk and Scrutiny Board to provide additional assurance. 4. Compliance with the Code in 2025 4.1 Each of the seven principles is broken down into sub-sections (see Appendix 1), and these are further broken down to cover specific functions. This section of the report gives an overview of compliance levels against each of the seven principles. More detailed descriptions of the evidence for compliance are given in Appendix 2. Principle 1: Behaving with integrity, demonstrating strong commitment to ethical values, and respecting the rule of law 4.2 The first of the seven principles concerns ethical standards, acting in the public interest, processes and procedures to ensure the rule of law is upheld and that breaches are dealt with effectively, and striving to maximise the statutory powers for the utmost benefit of residents. 4.3 The guidance sets out that it should include codes of conduct for both members and officers; details of how conflicts of interest are managed; protocols for gifts and hospitality; training for officers and members; evaluation processes; details of how the ethical behaviour of external service providers is monitored and assured, whistleblowing procedures; the laws, regulations, policies and procedures that ensure expenditure is lawful; how senior leaders and those in governance roles demonstrate leadership of an ethical culture; and how any breaches in codes, policies etc are dealt with and learning adopted. 4.4 Evidence that demonstrates compliance with Principle 1 includes documentation that sets out codes of conduct, contract standing orders and audit functions but also examples of how business is conducted to
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Page 4 of 61 PUBLIC ensure the principle is upheld. 4.5 There are robust mechanisms in place for dealing with breaches of codes and/or statutory requirements. All Council employees would be dealt with according to the Disciplinary Policy, whilst elected members can be referred to the Standards Commission for Scotland if they are alleged to have breached their code of conduct. 4.6 The Codes of Conduct were reviewed in 2019, and there is a specific code on gifts and hospitality; members and chief officers are also required to provide a register of interests on an annual basis and this is published on the Council’s website. The Council’s Whistleblowing Policy was updated in 2023 and training provided to senior managers at the Our Leaders Forum. The Council’s Internal Audit team carry out a planned programme of work each year to monitor activity across services and provide assurance that proper governance is being adhered to. These reviews are reported to elected members through the Audit, Risk and Scrutiny Board and therefore the reports are also available to the public. They include details of improvement actions where appropriate so that any ‘lessons learned’ are clearly documented and transparent. The Council also has Counter-Fraud officers with the power to investigate alleged frauds and carry out enforcement activity. Sub-Principles Examples of Evidence Behaving with Integrity Codes of Conduct for Employees and for Elected Members Member-Officer Protocol Whistleblowing and Counter Fraud policies Demonstrating Strong Commitment to Ethical Values Council Values Ethical awareness training Standing Orders on Contracts Recruitment processes Respecting the Rule of Law Financial Governance Framework Procedural Standing Orders Schemes of Delegation and Statutory Officer roles Policy Board reports Staff training appropriate to roles
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Page 5 of 61 PUBLIC PRINCIPLE 2: Ensuring openness and comprehensive stakeholder engagement 4.7 The second principle concerns transparency in planning, resource allocation and decision-making wherever possible, effective engagement and consultation with internal and external stakeholders, partnership arrangements, feedback and evaluation mechanisms. 4.8 The guidance notes that evidence of compliance should include details of how Council ensure decisions are made in the public interest; recording of the rationale for decisions; details of how openness and transparency are ensured; demonstration of a culture of internal challenge; the approach to consultation and engagement with stakeholders and how stakeholder voice informs decision making; and details of how the Council communicates with our communities and other stakeholders. Sub-Principles Examples of Evidence Openness Council Plan Webcasting of all Council committee meetings Publication of council papers Engaging comprehensively with institutional stakeholders Consultation and Engagement Strategy Statutory processes (e.g. on Local Development Plan, on learning estate) Engaging with individual citizens and service users effectively Consultation and Engagement Strategy Resident Survey Participatory Budgeting exercises Petitions Board 4.9 Meetings of the full Council, the Leadership Board, and all Policy Boards are webcast live via the Council’s website,and are also open to the public to attend. With the exception of those which are exempt for legal purposes, all meeting papers are usually available on the website from one week prior to each meeting. 4.10 A new Consultation and Engagement Policy was approved by the Leadership Board in February 2025. The new policy introduced additional co-ordination and oversight of all engagement activity and delivery is supported by a dedicated officer and a Consultation and Engagement Advisory Group on which all services are represented.
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Page 6 of 61 PUBLIC 4.11 A Resident Survey was carried out in 2025 with over 1,000 telephone or face- to-face interviews taking place. A survey was also available for any resident not selected for an interview and over 1,000 were completed. The survey was followed up by focus groups to provide greater depth on people’s views of the council, the services it provides and what people think should be priorities. 4.12 The Council runs a number of participatory budgeting initiatives to give residents a direct say in how some of the budget is spent. ‘Celebrating Renfrewshire’ allows young people aged 12-25 to vote on a set of projects to be funded each year to deliver on priorities that Renfrewshire’s young people have identified. In 2025/26 the Council introduced a new element of #YouDecide specifically targeted at council tenants. A total of £600,000 has been made available over three years, with the first £150,000 to be allocated in 2025/26. The Consul platform is being used to support this and it allows residents to see what ideas have been put forward in their area, making use of an interactive map. Any Renfrewshire resident can submit an idea though only council tenants will be able to vote on them. PRINCIPLE 3: Defining outcomes in terms of sustainable economic, social and environmental benefits 4.13 The third principle concerns the outcomes the Council aims to deliver on, its’ understanding of the impact that decisions might have on stakeholders over time, and of the risks that might be a barrier to achieving the organisation’s aims. It also concerns sustainability and balancing conflicting interests. 4.14 Evidence for Principle 3 is expected to cover how the Council agrees its vision and long-term plans to deliver on its outcomes; evidence of Best Value and delivering value for money; how we ensure fair access to services; and how the Council takes a strategic view of commissioning across the range of services delivered and partnerships entered into. Sub-Principles Examples of Evidence Defining outcomes Council and Community Plans Service Improvement Plans Thematic plans (e.g. Carbon Management, Education Improvement) Sustainable economic, social and environmental benefits Policy Board reports Reshaping Renfrewshire programme
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Page 7 of 61 PUBLIC Plan for Net Zero 4.15 The Council’s priorities are set out in the Council Plan. Each Council Plan aligns with political cycles and takes account of the findings of the strategic needs assessment which precedes it. It covers a five-year period but is kept under regular review and adjustments are made as required. The current Council Plan was approved in 2022 but was refreshed in 2024 to reflect that services were no longer operating in an immediate post-pandemic setting. At a service level, work to deliver on the Council Plan priorities is set out in Service Improvement Plans and these are refreshed annually to ensure they remain relevant. 4.16 Demonstrating our commitment to Best Value is an ongoing process, particularly through the Annual Audit reporting, the annual Best Value thematic reviews and our own self-evaluation activity. The focus for the organisation remains firmly on continuous improvement – reflected both in the Corporate Improvement Plan approach, but also wider activity, such as the officer Performance Board and the Consultation and Engagement Coordination Group. 4.17 The Council’s policy is that equality impact assessments are undertaken for policy changes to ensure that any negative impacts for particular groups are taken account of, and mitigating steps taken where appropriate. 4.18 Delivering sustainable economic, social and environmental benefits is built into our commissioning processes as well as direct service delivery. Tendering processes may have a community benefits component built in and these benefits can take a number of forms, from creating apprenticeships or jobs for local residents to providing amenities directly to a community. More broadly, the Council’s Community Wealth Building approach builds on work delivered by economic development and social inclusion initiatives by focusing on the role of public spending in helping drive economic growth, whilst our Plan for Net Zero sets out our climate change commitments. All policy board reports include an implications section which is clear on impacts across 14 themes. PRINCIPLE 4: Determining the interventions necessary to optimise the achievement of the intended outcomes 4.19 The fourth principle covers strategic and operational planning as well as resource planning, including how options are analysed and decided upon, and the way in which stakeholder engagement, risk management arrangements, budget arrangements and performance management all support this planning activity and the subsequent delivery.
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Page 8 of 61 PUBLIC 4.20 The guidance states that evidence should make clear the arrangements for service planning and how that aligns to the overall Council vision and priorities; demonstrate how budgets and other resource allocation aligns to the delivery of those priorities; show how self assessment and continuous improvement provide assurance and help demonstrate value for money is being achieved; set out the performance management arrangements and how these help the organisation track the achievement of its objectives; and set out how the Council gets social value from commissioning and contracts. Sub-Principles Examples of Evidence Determining interventions Policy Board reports in relation to specific programmes of work Planning interventions Council and Community Plans Service Improvement Plans Budget Financial governance framework Optimising achievement of intended outcomes Performance Group Workforce Planning Group Consultation and engagement 4.21 As noted above, each of Renfrewshire Council’s four service departments produce a Service Improvement Plan which is refreshed annually, and these set out how each service contributes to the delivery of the Council’s priorities, as set out in the Council Plan. Those plans are just part of a wider suite of strategic documents which direct what is delivered and why. Cross-cutting strategic documents include the Digital Strategy, the People Strategy, the Plan for Net Zero, and the Renfrewshire Children’s Services Partnership Plan. As noted above under Principle 2, the Council is committed to strengthening its approach to consultation and engagement with all stakeholders which in turn will strengthen our service planning arrangements. 4.22 In addition to Service Improvement Plans, the Council has a Corporate Improvement Plan, as noted in relation to Principle 3. Improvement actions are identified from both self-assessment activity and external scrutiny, and the recent Resident Survey has also helped identify new actions. Progress with the delivery of the CIP is reported every six months to the Leadership Board. 4.23 The Council’s website includes a section on budgets and sets out the allocations to priorities each year. The Council’s Workforce Planning Group continues to progress improvements; elected members now receive regular updates on workforce demographics and the group has looked at induction and recruitment processes with a focus on areas that are difficult to recruit to.
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Page 9 of 61 PUBLIC PRINCIPLE 5: Developing the entity’s capacity, including the capability of its leadership and the individuals within it. 4.24 The fifth principle covers the capacity of the organisation and its leaders. It includes how the organisation reviews its effectiveness, how resources are used, how officers and elected members work together, and how leaders in the organisation are supported to update the knowledge and skills needed to carry out their role in an ever changing environment. 4.25 Evidence for Principle 5 is expected to cover financial management arrangements; member-officer protocols and schemes of delegation; demonstrate how the role of the various statutory officers are discharged; detail the training and development arrangements for elected members, staff and senior leaders; detail workforce planning arrangements; and detail arrangements to support the health and wellbeing of staff. Sub-Principles Examples of Evidence Developing the entity’s capacity Self-assessment Developing the capability of the entity’s leadership and other individuals Chief Officer Team Away Days Our Leaders Forum Staff training and development opportunities 4.26 As well as the formal protocols and codes noted in Principle 1, a shared understanding of roles and priorities is fostered through regular meetings between senior managers and elected members, and through the Cross-Party Sounding Board. Briefings are also provided to elected members prior to policy boards and as require on ad-hoc issues at an authority and ward level. 4.27 The organisation makes use of self-assessment and the learning from external scrutiny to aid in the development of improvement actions, both at service and organisation level. Our Cultural Assurance Model (CAM), developed in collaboration with the Improvement Service, was the first of its kind in the Scottish public sector, and focused on four themes - Leadership; People (employees); Collaborating, Learning and Listening; and Ethics and Governance. The CAM identified a number of improvement actions which are reflected in the Corporate Improvement Plan. 4.28 The capabilities of individuals are developed through formal training, whether self-directed through platforms such as iLearn or the Improvement Service’s CPD framework for elected members, and through an annual programme of briefings and seminars. For staff without access to the Council network,
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Page 10 of 61 PUBLIC Toolbox Talks are delivered in workplaces. There are specific programmes for senior leaders. Chief Officer Team Away Days take place four times a year and are focused on professional and personal development on a range of strategic and management issues. The Our Leaders Forum takes place three or four times a year and is for third-tier managers and above. As with the Chief Officer sessions, the focus is on professional development. 4.29 The Council continues to invest in employee wellbeing. A comprehensive review of HR continues to be undertaken. In previous years a new Carers Policy, Menopause Policy and Pregnancy Loss Policy have been introduced and in 2025, the Council updated its Equality, Diversity and Inclusion Policy and its Respect at Work Policy. The Council also offers a range of practical supports including access to occupational health, physiotherapy and counselling. PRINCIPLE 6: Managing risks and performance through robust internal controls and strong public financial management 4.30 The sixth principle concerns how the Council manages risk, performance and data, and the internal controls it has in place. 4.31 Evidence for Principle 6 covers an extensive range of technical elements of good governance and should include details of the arrangements for: risk management; financial management, cyber security and information security; information governance; asset management; procurement and contract management; assurance frameworks; formal overview and scrutiny; audit; governance arrangements for companies, partnerships and ALEOs; counter- fraud and anti-corruption. Sub-Principles Examples of Evidence Managing risk Risk Management Annual Report Risk Strategy Managing performance Performance Board Council Plan and Service Improvement Plans Robust internal control Internal Audit Risk Assurance Modules Cyber Security arrangements Managing data Data Advisory Group Strong public financial management Financial Governance Framework Counter-fraud measures
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Page 11 of 61 PUBLIC 4.32 The Council has an overarching risk management policy and strategy which sets the approach, and corporate and strategic risk registers which are reviewed regularly and are subject to scrutiny by senior managers and elected members. A Corporate Risk Management Group ensures there is consistency across all services and provides a mechanism for sharing learning and good practice, and was subject to an independent review in 2024 which confirmed our strong practice in this area. Programme Boards exist for major programmes such as City Deal and the Learning Estate Investment, and it is through those mechanisms that programme risk is assessed, monitored and mitigated. Oversight of major programmes is also provided by the Transformation Board, chaired by the Director of Finance and Resources. Risk management arrangements have been externally evaluated and found to be strong. 4.33 Performance management and monitoring is a key feature of service and strategic planning, and is one of the ways that services demonstrate delivery and impact. The Council currently uses Pentana as its main tool for collating performance data. Comparative performance through the LGBF is reported to Board and also made available on the Council's website in the form of interactive dashboards alongside case studies. Service level performance information is also subject to regular scrutiny by the Corporate Management Team and at the relevant Policy Boards. A Performance Group was established in 2025 to support the Corporate Management Team in scrutinising performance and one of its functions is to direct targeted, intensive pieces of work on areas where performance could be strengthened. 4.34 There are robust financial regulations in place, and budgetary positions and financial outlooks are regularly provided to elected members. Internal Audit undertakes several in-depth audits every year, and specific protocols are in place to deal with any issues arising in relation to potential fraud. 4.35 The Audit, Risk and Scrutiny Board provides a further level of control and scrutiny which is independent of the administration. The Board can direct officers to undertake reviews on particular issues and is the body that considers the Council’s Annual Audit Report, and oversees the management of risk. Members take part in a regular programme of training to support them in their role. 4.36 A robust corporate approach ensures that information governance policy and processes are rigorous. The Data Advisory Group provides corporate leadership on the management and use of data, and is responsible for the Council’s Data Strategy.
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Page 12 of 61 PUBLIC PRINCIPLE 7: Implementing good practices in transparency, reporting and audit to deliver effective accountability 4.37 The seventh principle relates to how transparent the Council is in relation to tis activity, both in its own service delivery and governance and also in its partnership activity. It also concerns its accountability to residents and how it is able to evidence this. 4.38 The guidance expects that evidence for Principle 7 cover the arrangements for responding to and supporting internal and external audit and other regulatory and inspection activity; details how transparency and accountability are managed across collaborations such as joint ventures and ALEOs; sets out how learning and improvement is progressed; and demonstrates accountability to residents and other stakeholders. Sub-Principles Examples of Evidence Implementing good practice in transparency Webcasts of Council and Policy Board meetings Board reports Implementing good practices in reporting Public Performance Report Assurance and effective accountability Business as Usual Risk Assurance modules Internal Audit Reports External scrutiny 4.39 As well as publishing reports to Policy Boards, financial strategies, annual accounts and other information of interest to stakeholders, the Council produces an annual Public Performance Report which makes use of maps, data, images and video to tell the story of how the Council is performing. Performance updates on the Council Plan, Community Plan and Service Improvement Plans are also available on the Council’s website. 4.40 Reports such as this, the annual financial statements, the annual governance statement and the reports to Audit, Risk and Scrutiny Board all seek to highlight how the Council operates and what it delivers, and to provide the transparency and assurance which is at the core of the Nolan principles. ___________________________________________________________________ Implications of the Report 1. Financial – none, though the report makes reference to financial governance matters.
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Page 13 of 61 PUBLIC 2. HR & Organisational Development – none, though the report makes reference to a number of HR policies and procedures. 3. Community/Council Planning – none. The report makes reference to engagement mechanisms with a range of community stakeholders. 4. Legal – The Council must meet legal requirements in how it operates and this report details the way in which it can demonstrate good governance. 5. Property/Assets – none. 6. Information Technology – none 7. Equality & Human Rights - This report is for noting only and there are no recommendations which would need assessed in terms of their impact on equality groups or human rights. 8. Health and Safety – none. 9. Procurement – none, though the report provides information on Council Standing Orders. 10. Risk - The Council must comply with CIPFA’s Local Code of Corporate Governance. There is a risk of legal consequences and reputational damage if there is non-compliance. 11. Privacy Impact – none. 12. COSLA Policy Position – none. 13. Children’s Rights 14. Climate – none. _________________________________ List of Background Papers None ___________________________________________________________________ Author: Lisa Fingland, Policy Manager, lisa.fingland@renfrewshire.gov.uk
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Page 14 of 61 PUBLIC Appendix 1: Principles of Good Governance in Local Government 1. Behaving with integrity, demonstrating strong commitment to ethical values, and respecting the rule of law 1.1 Behaving with integrity 1.1.1 Ensuring members and officers behave with integrity and lead a culture where acting in the public interest is visibly and consistently demonstrated thereby protecting the reputation of the organisation 1.1.2 Ensuring members take the lead in establishing specific standard operating principles or values for the organisation and its staff and that they are communicated and understood. These should build on the Seven Principles of Public Life (the Nolan Principles) 1.1.3 Leading by example and using these standard operating principles or values as a framework for decision making and other actions. 1.1.4 Demonstrating, communicating and embedding the standard operating principles or values through appropriate policies and processes which are reviewed on a regular basis to ensure that they are operating effectively. 1.2 Demonstrating strong commitment to ethical values 1.2.1 Seeking to establish, monitor and maintain the organisation’s ethical standards and performance. 1.2.2 Underpinning personal behaviour with ethical values and ensuring they permeate all aspects of the organisation’s culture and operation. 1.2.3 Developing and maintaining robust policies and procedures which place emphasis on agreed ethical values. 1.2.4 Ensuring that external providers of services on behalf of the organisation are required to act with integrity and in compliance with high ethical standards expected by the organisation. 1.3 Respecting the rule of law 1.3.1 Ensuring members and staff demonstrate a strong commitment to rule of the law as well as adhering to relevant laws and regulations. 1.3.2 Creating the conditions to ensure that the statutory officers, other key post holders and members are able to fulfil their responsibilities in accordance with legislative and regulatory requirements. 1.3.3 Striving to optimise the use of the full powers available for the benefit of citizens, communities and other stakeholders. 1.3.4 Dealing with breaches of legal and regulatory provisions effectively. 1.3.5 Ensuring corruption and misuse of power are dealt with effectively. 2. Ensuring openness and comprehensive stakeholder engagement 2.1 Openness 2.1.1 Ensuring an open culture through demonstrating, documenting and communicating the organisation’s commitment to openness.
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Page 15 of 61 PUBLIC 2.1.2 Making decisions that are open about actions, plans, resource use, forecasts, outputs and outcomes. The presumption is for openness. If that is not the case, a justification for the reasoning for keeping a decision confidential should be provided. 2.1.3 Providing clear reasoning and evidence for decisions in both public records and explanations to stakeholders and being explicit about the criteria, rationale and considerations used. In due course, ensuring that the impact and consequences of those decisions are clear. 2.1.4 Using formal and informal consultation and engagement to determine the most appropriate and effective interventions / courses of action. 2.2 Engaging comprehensively with institutional stakeholders 2.2.1 Effectively engaging with institutional stakeholders to ensure that the purpose, objectives and intended outcomes for each stakeholder relationship are clear so that outcomes are achieved successfully and sustainably. 2.2.2 Developing formal and informal partnerships to allow for resources to be used more efficiently and outcomes achieved more effectively. 2.2.3 Ensuring that partnerships are based on: trust; a shared commitment to change; a culture that promotes and accepts challenge amongst partners; and that the added value of partnership working is explicit. 2.3 Engaging with individual citizens and service users effectively. 2.3.1 Establishing a clear policy on the type of issues that the organisation will meaningfully consult with or involve communities, individual citizens, service users and other stakeholders to ensure that service (or other) provision is contributing towards the achievements of intended outcomes. 2.3.2 Ensuring that communication methods are effective and that members and officers are clear about their roles with regard to community engagement. 2.3.3 Encouraging, collecting and evaluating the views and experience of communities, citizens, service users and organisations of different backgrounds including reference to future needs. 2.3.4 Implementing effective feedback mechanisms in order to demonstrate how their views have been taken into account. 2.3.5 Balancing feedback from more active stakeholder groups with other stakeholder groups to ensure inclusivity. 2.3.6 Taking account of the interests of future generations of taxpayers and service users. 3. Defining outcomes in terms of sustainable economic, social and environmental benefits 3.1 Defining outcomes
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Page 16 of 61 PUBLIC 3.1.1. Having a clear vision which is an agreed formal statement of the organisation’s purpose and intended outcomes containing appropriate performance indicators, which provides the basis for the organisation’s overall strategy, planning and other decisions. 3.1.2 Specifying the intended impact on, or changes for, stakeholders including citizens and service users. It could be immediately or over the course of a year or longer. 3.1.3 Delivering defined outcomes on a sustainable basis within the resources that will be available. 3.1.4 Identifying and managing risks to the achievement of outcomes. 3.1.5 Managing service users’ expectations effectively with regard to determining priorities and making the best use of the resources available. 3.2 Sustainable economic, social and environmental benefits 3.2.1 Considering and balancing the combined economic, social and environmental impact of policies, plans and decisions when taking decisions about service provision. 3.2.2 Taking a longer-term view with regard to decision making, taking account of risk and acting transparently where there are potential conflicts between the organisation’s intended outcomes and short-term factors such as the political cycle or financial constraints. 3.2.3 Determining the wider public interest associated with balancing conflicting interests between achieving the various economic, social and environmental benefits, through consultation where possible, in order to ensure appropriate trade-offs. 3.2.4 Ensuring fair access to services. 4. Determining the interventions necessary to optimise the achievement of intended outcomes 4.1 Determining interventions 4.1.1 Ensuring decision makers receive objective and rigorous analysis of a variety of options indicating how intended outcomes would be achieved and including the risks associated with those options. Therefore ensuring best value is achieved however services are provided. 4.1.2 Considering feedback from citizens and service users when making decisions about service improvements or where services are no longer required in order to prioritise competing demands within limited resources available including people, skills, land and assets and bearing in mind future impacts. 4.2 Planning interventions 4.2.1 Establishing and implementing robust planning and control cycles that cover strategic and operational plans, priorities and targets. 4.2.2 Engaging with internal and external stakeholders in determining how services and other courses of action should be planned and delivered.
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Page 17 of 61 PUBLIC 4.2.3 Considering and monitoring risks facing each partner when working collaboratively including shared risks. 4.2.4 Ensuring arrangements are flexible and agile so that the mechanisms for delivering outputs can be adapted to changing circumstances. 4.2.5 Establishing appropriate key performance indicators (KPIs) as part of the planning process in order to identify how the performance of services and projects is to be measured. 4.2.6 Ensuring capacity exists to generate the information required to review service quality regularly. 4.2.7 Preparing budgets in accordance with organisational objectives, strategies and the medium-term financial plan. 4.2.8 Informing medium and long-term resource planning by drawing up realistic estimates of revenue and capital expenditure aimed at developing a sustainable funding strategy. 4.3 Optimising achievement of intended outcomes 4.3.1 Ensuring the medium-term financial strategy integrates and balances service priorities, affordability and other resource constraints. 4.3.2 Ensuring the budgeting process is all-inclusive, taking into account the full cost of operations over the medium and longer term. 4.3.3 Ensuring the medium term financial strategy sets the context for ongoing decisions on significant delivery issues or responses to changes in the external environment that may arise during the budgetary period in order for outcomes to be achieved while optimising resource usage. 4.3.4 Ensuring the achievement of ‘social value’ through service planning and commissioning. 5. Developing the entity’s capacity, including the capacity of its leadership and the individuals within it 5.1 Developing the entity’s capacity 5.1.1 Reviewing operations, performance and use of assets on a regular basis to ensure their continuing effectiveness. 5.1.2 Improving resource use through appropriate application of techniques such as benchmarking and other options in order to determine how the authority’s resources are allocated so that outcomes are achieved effectively and efficiently. 5.1.3 Recognising the benefits of partnerships and collaborative working where added value can be achieved. 5.1.4 Developing and maintaining an effective workforce plan to enhance the strategic allocation of resources. 5.2 Developing the capability of the entity’s leadership and other individuals 5.2.1 Developing protocols to ensure that elected and appointed leaders negotiate with each other regarding their respective roles early on in
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Page 18 of 61 PUBLIC the relationship and that a shared understanding of roles and objectives is maintained. 5.2.2 Publishing a statement that specifies the types of decisions that are delegated and those reserved for the collective decisions making of the governing body. 5.2.3 Ensuring the leader and the chief executive have clearly defined and distinctive leadership roles within a structure, whereby the chief executive leads the authority in implementing the strategy and managing the delivery of services and other outputs set by members and each provides a check and a balance for each other’s authority. 5.2.4 Developing the capabilities of members and senior management to achieve effective shared leadership and to enable the organisation to respond successfully to changing legal and policy demands as well as economic, political and environmental changes and risks by: ensuring members and staff have access to appropriate induction tailored to their role and that ongoing training and development matching individual and organisational requirements is available and encouraged; ensuring members and officers have the appropriate skills, knowledge, resources and support to fulfil their roles and responsibilities and ensuring that they are able to update their knowledge on a continuing basis; ensuring personal, organisational and system-wide development through shared learning, including lessons learnt from both internal and external governance weaknesses. 5.2.5 Ensuring that there are structures in place to encourage public participation. 5.2.6 Taking steps to consider the leadership’s own effectiveness and ensuring leaders are open to constructive feedback from peer review and inspections. 5.2.7 Holding staff to account through regular performance reviews which take account of training or development needs. 5.2.8 Ensuring arrangements are in place to maintain the health and wellbeing of the workforce and support individuals in maintaining their own physical and mental wellbeing. 6. Managing risks and performance through robust internal control and strong public financial management 6.1 Managing risk 6.1.1 Recognising that risk management is an integral part of all activities and must be considered in all aspects of decision making. 6.1.2 Implementing robust and integrated risk management arrangements and ensuring that they are working effectively. 6.1.3 Ensuring that responsibilities for managing individual risks are clearly allocated.
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Page 19 of 61 PUBLIC 6.2 Managing performance 6.2.1 Monitoring service delivery effectively including planning, specification, execution and independent post-implementation review. 6.2.2 Making decisions based on relevant, clear objective analysis and advice pointing out the implications and risks inherent in the organisation’s financial, social and environmental position and outlook. 6.2.3 Ensuring an effective scrutiny or oversight function is in place which encourages constructive challenge and debate on policies and objectives before, during and after decisions are made thereby enhancing the organisation’s performance and that of any organisation for which it is responsible; OR, for a committee system, encouraging effective and constructive challenge and debate on policies and objectives to support balanced and effective decision making 6.2.4 Providing members and senior management with regular reports on service delivery plans and on progress towards outcome achievement. 6.2.5 Ensuring there is consistency between specification stages (such as budgets) and post-implementation reporting (e.g. financial statements). 6.3 Robust internal control 6.3.1 Aligning the risk management strategy and policies on internal control with achieving objectives. 6.3.2 Evaluating and monitoring risk management and internal control on a regular basis. 6.3.3 Ensuring effective counter fraud and anti-corruption arrangements are in place. 6.3.4 Ensuring additional assurance on the overall adequacy and effectiveness of the framework of governance, risk management and control is provided by the internal auditor. 6.3.5 Ensuring an audit committee or equivalent group or function which is independent of the executive and accountable to the governing body provides a further source of effective assurance regarding arrangements for managing risk and maintaining an effective control environment, and that its recommendations are listened to and acted upon. 6.4 Managing data 6.4.1 Ensuring effective arrangements are in place for the safe collection, storage, use and sharing of data, including processes to safeguard personal data 6.4.2 Ensuring effective arrangements are in place and operating effectively when sharing data with other bodies. 6.4.3 Reviewing and auditing regularly the quality and accuracy of data used in decision making and performance monitoring. 6.5 Strong public financial management
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Page 20 of 61 PUBLIC 6.5.1 Ensuring financial management supports both long-term achievement of outcomes and short-term financial and operational performance. 6.5.2 Ensuring well-developed financial management is integrated at all levels of planning and control, including management of financial risks and controls. 7. Implementing good practices in transparency, reporting and audit to deliver effective accountability 7.1 Implementing good practice in transparency 7.1.1 Writing and communicating reports for the public and other stakeholders in an understandable style appropriate to the intended audience and ensuring that they are easy to access and interrogate. 7.1.2 Striking a balance between providing the right amount of information to satisfy transparency demand and enhance public scrutiny while not being too onerous to provide and for users to understand. 7.2 Implementing good practices in reporting 7.2.1 Reporting at least annually on performance, value for money and the stewardship of its resources. 7.2.2 Ensuring members and senior management own the results. 7.2.3 Ensuring robust arrangements for assessing the extent to which the principles contained in the Framework have been applied and publishing the results on this assessment including an action plan for improvement and evidence to demonstrate good governance (annual governance statement) 7.2.4 Ensuring that the Framework is applied to jointly managed or shared service organisations as appropriate. 7.2.5 Ensuring the performance information that accompanies the financial statements is prepared on a consistent and timely basis and the statements allow for comparison with other similar organisations. 7.3 Assurance and effective accountability 7.3.1 Ensuring that recommendations for corrective action made by external audit are acted upon. 7.3.2 Ensuring an effective internal audit service with direct access to members is in place which provides assurance with regard to governance arrangements and recommendations are acted upon. 7.3.3 Welcoming peer challenge, reviews and inspections from regulatory bodies and implementing recommendations. 7.3.4 Gaining assurance on risks associated with delivering services through third parties and that this is evidenced in the annual governance statement. 7.3.5 Ensuring that when working in partnership, arrangements for accountability are clear and that the need for wider public accountability has been recognised and met.
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Page 21 of 61 PUBLIC Appendix 2: Description of Evidence for Compliance Evidence Description Principles Code of Conduct for Employees The various codes of conduct determine how officers and members work within partnerships, and the shared values that they will demonstrate. The Code of Conduct for Employees is available on the intranet and is also issued to new employees when they join Renfrewshire Council. The Council’s disciplinary procedures are in place to deal with any alleged misconduct. The revised Whistleblowing Policy supports the protection and rights of employees when expressing a concern under the Public Interest Disclosure Act 1998 and Employment Rights Act 2025. 1.1.1 1.1.3 1.1.4 Code of Conduct for Elected Members The Councillors’ Code, which was introduced by the Ethical Standards in Public Life etc. (Scotland) Act 2000, sets out a protocol for relations between Councillors and employees. All Elected Members, following their election in May 2022, have signed their declaration of acceptance of office whereby they undertook to meet the requirements of the Councillors’ code issued under the Ethical Standards in Public Life etc. (Scotland) Act 2000 in the performance of their functions as a Councillor. The Code of Conduct was updated by the Scottish Government in December 2021 and a paper outlining this was approved at Council in December 2021. Any alleged contraventions of the Ethical Standards in Public Life etc (Scotland) Act 2000 would be referred for investigation to the Commissioner for Ethical Standards in Public Life. And thereafter for consideration by the Standards Commission appointed by Scottish Ministers. Where a hearing involving a member of Renfrewshire 1.1.1 1.1.2 1.1.3 1.1.4 1.2.1 1.2.2 5.2.1
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Page 22 of 61 PUBLIC Council has taken place, the outcome of this is reported to the Council. Since August 2009 all Council and Board agendas include an item in relation to declarations of interest. Briefings for Elected Members on their responsibilities under the Code of Conduct for Councillors are held regularly every year, conducted by the Head of Corporate Governance (last briefing Oct 2024). The induction programme for Members elected in 2022 included sessions on the roles and responsibilities of officers and Members. The Council’s protocol for relationships between political groups, Elected Members and officers sets out the rights and responsibilities of Councillors and political groups in the course of conducting Council business and provide good practice guidelines in relation to the multi- member ward issues. (updated Feb 2024) Councillors are advised of and can attend sessions delivered by the Standards Commission. Standards Commission updates and revised guidance are circulated to Members when issued by the Commission. Protocol for Relationships between Political Groups, Elected Members and Officers The Council’s elected member and inter-party protocols and protocol for member/ officer relations were reviewed and combined into one composite protocol which was approved by the Finance and Resources Policy Board on 12th November 2014. An updated version was approved by Council on 29 February 2024. Any alleged contraventions of the Ethical Standards in Public Life etc (Scotland) Act 2000 would be referred for investigation to the Commissioner for Ethical Standards in Public Life. And thereafter for consideration by the Standards Commission appointed by Scottish Ministers. Where a hearing involving a member of Renfrewshire 1.1.1 1.1.2 1.2.1 5.2.1
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Page 23 of 61 PUBLIC Council has taken place, the outcome of this is reported to the Council. Since August 2009 all Council and Board agendas include an item in relation to declarations of interest. Code of Corporate Governance The Council complies with this requirement through its adoption of the CIPFA Code of Corporate Governance and its annual reporting of compliance with the code. 1.1.1 6.3.4 Cross-Party Governance Group The Cross-Party Governance Group was established in 2023 and comprised one member from each of the four political parties and one member to represent the Independents. The agenda was set by the group members and made recommendations with a report on the activities of the group being considered at Council on 29 February 2024. One key recommendation was that the Protocol (referred to above) be updated and training be given to managers in respect of this. That recommendation was fully implemented. 1.1.1 2.2.1 5.2.1 Scheme of delegated functions The Council’s scheme of delegation ensures that decisions are made at the lowest or most local level consistent with the nature of the issues involved, with the exception of those powers which cannot be delegated or have been reserved to the Council. These functions have been delegated to Boards and committees, the Chief Executive, Directors and Heads of Service and other officers, including through statutory appointments of officers. The Scheme is changed to reflect any restructuring of Council services and transfer of functions between services. The Scheme was last updated in September 2025. 1.1.1 1.3.1 1.3.2 1.3.4 2.1.2 5.2.2 Our Values The Council’s values were launched in 2020. These are continually embedded across the organisation through our policies and our training and development programmes. Staff news updates include details of staff who have been nominated by peers or customers for living the values through demonstrating fairness, collaboration, helpfulness and a commitment to learning. 1.1.3 1.2.2 2.1.1
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Page 24 of 61 PUBLIC Council Plan The Council Plan sets out the strategic priorities for the organisation. The current plan for 2022-2027 was approved by Council in September 2022 and the accompanying performance scorecard was approved by Leadership Board in November 2022. The Plan was subsequently refreshed in 2024 to reflect the shift in the operating landscape/ Progress on delivering on the priorities in the Council Plan is reported to the Leadership Board on a six-monthly basis; the most recent report was in December 2025. The Council Plan has five strategic outcomes with an additional overarching aim to improve outcomes for children and families. Services align their own service planning to these outcomes, providing clear linkages between operational activities and strategic goals. 1.1.3 2.1.1 3.1.1 3.1.2 3.1.3 4.2.4 Community Plan (Local Outcomes Improvement Plan) Renfrewshire’s Community Plan acts as the Local Outcomes Improvement Plan and was refreshed in 2022. It was informed by a strategic needs assessment and by findings from consultations undertaken with our communities. It sets out a clear vision for partnerships and for Renfrewshire and its people, as well as the key areas of priority and actions to be undertaken. Six monthly updates on progress with the Community Plan are reported to the Leadership Board; the most recent report was approved in December 2025. 1.1.3 2.1.1 2.2.2 3.1.2 5.1.3 Senior Officers’ Register of Interests The Council has a register of interests for Senior Officers. Information contained on the register is subject to Freedom of Information legislation. Chief Officers are contacted on an annual basis to update the register. 1.1.4 1.2.1 1.2.3
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Page 25 of 61 PUBLIC Information from the register of senior officers’ interests was published for the first time in October 2016 on the Council’s website. Renfrewshire was the first Council in Scotland to publish information on the interests of its senior officers online. Code of Conduct on Gifts and Hospitality The Code of Conduct on Gifts and Hospitality applies to all council staff and provides a framework for deciding whether it is appropriate to accept gifts or hospitality from individuals, businesses or organisations who are, or wish to be, associated with the Council. It also sets out the requirements for reporting and recording any such offers. 1.1.4 1.2.1 1.2.2 1.2.3 1.2.4 Whistleblowing policy The Council’s Whistleblowing was approved by the Finance, Resources and Customer Services Policy Board on 9 February 2023. It provides a mechanism for staff to raise concerns about any potential malpractice, illegality, wrongdoing or serious failures of standard of work. A short refresher session on this policy was presented to Council Managers at the Leaders Forum in January 2026. 1.1.4 Complaints Handling Procedure Complaints handling guidance and procedures were reviewed and updated in 2024, and reflect the latest advice from the Scottish Public Service Ombudsman (SPSO). An Annual Complaints Report is presented to each year to the Audit Risk and Scrutiny Board. This includes a breakdown on number of complaints, how timeously we have responded to complainants and improvements made to complaints handling. A refreshed quality assurance process was introduced in 2024, with a cross-council panel assessing a random sample of complaints in line with SPSO quality assurance guidance. 1.1.4 6.2.4
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Page 26 of 61 PUBLIC Performance information on complaints handling is part of service-level and CMT performance reporting, and is currently part of a wider ‘deep dive’ exercise on customer enquiries. Elected Member Register of Interests Councillors hold public office under the law and must observe the rules of conduct stemming from the law, the Code of Conduct for Councillors and any guidance from the Standards Commission and the rules, standing orders and regulations of the Council. In addition, the Council has developed an inter-party protocol which highlights that Political Groups have the responsibility not to require individual Councillors to vote on party lines in respect of decisions where group decision- making would be unlawful, contrary to the Councillors’ Code of Conduct or against any Council approved guidance; in particular on planning applications, specific regulatory matters, employment issues affecting individuals, all matters coming before the Audit, Risk and Scrutiny Board or any matter which requires to be determined on the basis of evidence given to or the findings of a forum on which Councillors serve. Members are required to register their interests in terms of the Code of Conduct for Councillors’ and declare these interests at meetings. Declarations of interest are minuted and are available for public view on each member’s online profile page on the website. Elected Members are formally asked to regularly update their register of interests every six months. 1.1.4 1.2.1 Provision of ethical awareness training The elected member induction programme includes a session which covers the code of conduct, protocols, roles and responsibilities, and the role of the Standards Commission. Elected members can also access resources directly from the Standards Commission. Standards 1.2.2
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Page 27 of 61 PUBLIC Commission updates and revised guidance are circulated to Members when issued by the Commission. Appraisal processes and Personal Development Plans A new appraisal process specifically for senior officers has been rolled out across the Chief Officers group. Many services have also adopted this appraisal process for their senior management levels. Following approval of the Council’s new People, Performance and Wellbeing Policy in 2024, training and additional guidance for managers and employees has been developed and is due to be rolled out early spring 2026. This policy supports and complements the Council’s workforce planning approach by enabling services and staff to review performance and identify skills gaps and areas for development that align with the Council’s Values. The People, Performance and Wellbeing Policy replaced the People, Performance and Talent Policy. It provides a focus on improving how we manage and support the performance, development, and the wellbeing of our people. It now aligns a key principle from the Health and Wellbeing Plan where managers will now be trained and supported on managing wellbeing matters, a key driver of performance, including trauma awareness to better understand how their support can positively impact on performance, development and health and wellbeing. Performance will be supported and managed by having structured ‘quality 1-2-1 conversations’ with at least one yearly conversation as a minimum being held between managers and their people to set performance standards and expectations. Training needs and aspirations will also be discussed along with any areas for improvement. 1.2.3 5.2.7
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Page 28 of 61 PUBLIC Recruitment The Council has robust recruitment procedures in place to ensure the fair selection of candidates. There is an appointment panel for Chief Officer level appointments. The Council’s recruitment and selection processes are designed in accordance with best practice principles, legislation and COSLA recruitment and selection guidance. A revised Recruitment Policy was approved by the Finance, Resources and Customer Services Policy Board in November 2022,with a further revision currently in progress. Panel members are required to complete an online course prior to being part of an interview panel for the first time. 1.2.3 Standing Orders relating to contracts The Council has a statutory obligation to have standing orders in place relating to contracts, the main purpose of which is to provide open and transparent procedures for tenderers; to achieve value for money for the Council; and to provide guidelines for officers. These standing orders are reviewed regularly as a matter of good practice; the most recent version took effect on 1 January 2024. Organisations bidding for Renfrewshire Council contracts are required to complete a questionnaire, typically in the format of a Single Procurement Document (SPD), as a self-declaration that they have not breached any of the mandatory and discretionary exclusion grounds set out in the Procurement Regulations, and that they meet any additional legislative or industry requirements, qualifications, and standards. Bidders are also required to complete and submit an Equalities Questionnaire, setting out their Equalities policies and to confirm that they fully comply with their statutory duties under the Equalities Act 2010. To help support small businesses, bidders must also sign an undertaking to pay their sub-contractors within 30 days of receipt of a valid invoice. 1.2.3 1.2.4 1.3.1 1.3.2 1.3.4
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Page 29 of 61 PUBLIC To protect the workforce, bidders are required to respond to a number of scored and evaluated questions which assess the organisations approach to Fair Work with consideration given to the Fair Work First criteria. Construction Contracts include a statement in relation to the procurement of construction contracts which links directly to the Council’s Construction Charter. All of these measures seek to ensure that the appointed contractor is a fit and proper organisation, that their workforce is protected and that the use of exploitative labour is forbidden. Procedural Standing Orders The Council's Procedural Standing Orders govern the conduct of meetings of the Council and its Boards. The Standing Orders provide for such matters including voting, motions and amendments and the power of the Provost/Chair. 1.3.1 1.3.2 1.3.4 Policy Board Reports Reports to the Council and all Board meetings provide members with sufficient information on which they are able to take reasoned decisions and provide clear recommendations. Decisions made during meetings are recorded in the minutes. Report templates include mandatory sections where the implications of reports must be noted. Pre-agenda meetings are held with Convenors and Depute Convenors at which any issues can be addressed prior to the finalised agenda being issued. In addition, each of the Council Boards has a dedicated solicitor who reviews reports in order that the vires of proposed actions can be checked. Each report has a section on legal implications. The frontispieces to reports require that community planning partners are consulted in the preparation of reports where appropriate and reports must outline community/ Council plan implications. 1.3.1 1.3.2 1.3.4 2.1.3 3.2.2 4.1.1 6.2.2
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Page 30 of 61 PUBLIC Statutory Officers Role The Council has nominated officers fulfilling statutory roles: • Head of Paid Service • Chief Finance Officer (CFO) (proper officer in terms of s95 of the Local Government (Scotland) Act 1973) • Monitoring Officer (1.3.4) • Senior Information Risk Owner (SIRO) • Chief Social Work Officer • Data Protection Officer (6.4.1) • Chief Planning Officer The Chief Executive is the Head of Paid Service. The Director of Finance is both the CFO and the SIRO. The Head of Corporate Governance acts as Monitoring Officer in terms of the Local Government and Housing Act 1989 and as detailed in the job description, is responsible for advising the Council on the legality of its decisions and providing guidance to Councillors and officers on the Council’s powers. The Head of Child Care and Criminal Justice is the Chief Social Work Officer,and fulfils that role for the Council and for Renfrewshire Health and Social Care Partnership. The Managing Solicitor (DPO) is the statutory Data Protection Officer whose remit includes overseeing the Council’s implementation of GDPR, other data protection laws and the relevant Council policies and to ensure compliance with those. 1.3.1 1.3.4 6.4.1
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Page 31 of 61 PUBLIC Promotion of the Community Empowerment (Scotland) Act 2015 The Council has promoted awareness of the powers and potential use of the Community Empowerment Act through engagement with statutory and non-statutory community organisations and with third sector partners. The Council initially published details of the legal and procedural framework in relation to Community Asset Transfer in February 2017 and revised the policy and procedures in 2022. The Council reports information to the Scottish Government each year in relation to the Act including in relation to community asset transfers or participations requests. An annual report on community planning activities is prepared and published in line with the Act. 1.3.3 Renfrewshire Forum for Empowering Communities The Renfrewshire Forum for Empowering Communities is part of the local Community Planning structure. It is run by Engage Renfrewshire, the local Third Sector Interface organisation. Membership is drawn from third sector groups and community councils, as well as from local public sector bodies. The Forum is intended to act as a community sounding board for the Community Planning Partnership. 2.1.4 2.3.3 4.2.2 Community Planning Arrangements Renfrewshire Community Planning Partnership includes a range of organisations working in Renfrewshire— Renfrewshire Council; Police Scotland; the NHS; Scottish Fire and Rescue, West College Scotland, University of West of Scotland, Scottish Enterprise, One Ren, the Third Sector Interface called Engage Renfrewshire, Skills Development Scotland, Renfrewshire Health and Social Care Partnership and the Department of Work and Pensions. The Partnership is led by an Executive Group chaired by the Council’s Chief Executive. 2.2.1 2.2.2 2.2.3 Petitions Board The Petitions Board provides an opportunity for individual members of the public to raise issues of concern with the Council, either as individuals or on behalf of an organisation. 2.3.1 4.1.2
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Page 32 of 61 PUBLIC The Council introduced a public petitions procedure in 2007 which strengthens the connection between the Council and the community to raise issues of concern in relation to services provided by the Council or other bodies such as the police and health board, recognising that the Council has limited influence over other bodies. Details of petitions received and their outcomes are included in the annual report to the Board and on the Council’s website. Petitions previously were considered by the Audit, Scrutiny and Petitions Board but as of June 2017, a separate Petitions Board has been established to consider petitions only. The Board met twice in 2025, to consider petitions on the installation of a path at Drumcross Road in Bishopton, and on dog fouling in Johnstone. The Petitions Board also produces annual reports providing an update on actions in response to petitions. Local Partnerships Renfrewshire has seven Local Partnerships, created in 2019 to replace the previous Local Area Committee structure. A review of arrangements took place during 2023 and early 2024 and made recommendations on strengthening these. With a focus on “Local Plans, Local Priorities and Local Voices”, a range of development actions were agreed. This development programme and related campaign commenced from the end of February 2024 with a key focus throughout 2024 on enhancing communications in relation to Local Partnerships activities, refreshing partnership membership and supporting a review of current priorities for each Local Partnership. During 2025 all Local Partnerships worked to identify refreshed priorities which will be developed with them. 2.3.3
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Page 33 of 61 PUBLIC Community engagement mechanisms Formal mechanisms, such including the Community Planning Partnership’s Forum for Empowering Communities, are one way in which community groups can contribute to local priority setting. The Renfrewshire Climate Panel and the Fairer Renfrewshire Lived Experience panel have more focused remits and allow local residents with particular interests and/or experiences to inform decision-making. The approaches to participatory budgeting detailed elsewhere in this report are an opportunity for individuals to directly influence spend in their community, and have a wider reach than the more formal groups noted above. The Council’s new Consultation and Engagement Policy, approved by Leadership Board in February 2025 laid the groundwork for additional co-ordination, oversight and consistency of approach to consultation and engagement activities. An officer has been appointed to lead this work and a Consultation and Engagement Advisory Group, comprised of officers from all council services, supports co-ordination of activity. The Council commissioned a Resident’s Survey in 2025 and this involved 1,016 individual fieldwork interviews (a mix of telephone and face-to-face) and 1,029 survey responses.. Findings were reported to elected members and are available on the Council’s website. 2.3.5 Policy Board Implications All policy board papers have an implications section requiring the report author to detail implications under these headings: Financial, HR and Organisational Development, Community/Council Planning, Legal, Property/Assets, ICT, Equality and Human Rights, Health and Safety, Procurement, Risk, Privacy Impact, COSLA Position, Climate 2.2.1 3.2.1
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Page 34 of 61 PUBLIC and Children’s Rights. Report authors should use this section to note impacts arising from the recommendations of the report. Renfrewshire’s Plan for Net Zero Renfrewshire’s Plan for Net Zero was approved by elected members in 2022 and sets out how the Council intends to become a net zero organisation and how it will work in partnership with communities, businesses and other organisations to make Renfrewshire as a whole net zero. The Plan is centred around five themes – clean energy; sustainable transport; resilient place; circular economy; connected communities. The team leading on this provide updates to elected members and the most recent report was provided to the Planning and Climate Change Policy Board in May 2025. 2.3.3 2.3.4 2.3.6 Service Improvement Plans Each service prepares annual service plans which set out priority actions for the forthcoming three-year period, and provide performance measures and actions to demonstrate improved outcomes. These plans align to the Council Plan. Plans are approved by the relevant Policy Board and those boards receive updates on progress twice a year. 3.1.1 3.1.2 3.1.3 3.1.5 4.2.1 4.2.5 4.3.4 6.2.1 6.2.4 6.4.3 Operational Performance Reports Elected members receive operational performance reports each board cycle. These include reports on customer services, business services and facilities management provided to the Finance, Resources and Customer Services Policy Board, and a service update from Environment, Housing and Infrastructure to the Infrastructure, Land and Environment Policy Board and the Communities and Housing Policy Board. 6.2.4
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Page 35 of 61 PUBLIC Capital Programme/Capital Investment Strategy The Council’s capital spending plans are policy-led and therefore reflect the main strategic intent of the Council and comply with the Prudential Framework for Capital Investment. Full Council usually approves a five-year rolling programme as part of the annual revenue and capital budget-setting process. In 2026/27, a ten-year capital plan has been developed in recognition of longer term commitments for the Learning Estate Strategy and Roads Investment Programme. Updates on the progress of capital investment plans are reported on a routine basis to each Policy Board. . 3.2.1 Annual Governance Statement The Council complies with this requirement through its Annual Governance statement which details the organisation’s governance arrangements. This is in line with national guidance and is updated on an annual basis. The statement is approved by the Corporate Management Team and the Audit, Risk and Scrutiny Board in advance of its publication in the Council’s Annual Accounts. Our Business as Usual risk assessment is a key piece of evidence for assurance. Each Head of Service completes 12 risk assessments annually matched to key areas of governance and any key risks identified through the Business as Usual Risk Assessment process, e, would be reflected in the governance statement. 6.3.4 7.2.3 7.2.4 7.3.4 Access to services The Council aims to make its services accessible to all, and to make reasonable adjustments as necessary to ensure all residents have fair access. All Council documents can be provided in differing formats and languages in order to meet any communication needs. In recent years, the Council has introduced a wider range of digital services, allowing customers to request services online at a time that 3.2.4
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Page 36 of 61 PUBLIC suits them, and there are now 170 online services available. For those who prefer face-to-face or telephone contact, these options are still available. The Council has contracts with local independent advocacy groups who can support people with specific needs to access services. The Council has also worked with partners as part of service review or improvement activities to consider barriers to access. Our work on digital inclusion has been recognised nationally. Our Lived Experience Panel has been able to provide a range of insights across multiple council services about how those experiencing poverty may face additional barriers to accessing services. We have a specific workstream with a focus on the changing population and our area demographics. Accountability and partnership arrangements – Integration Joint Board and OneRen Arrangements are in place between Renfrewshire Council and its Community Planning partners, the IJB (for health and social care) and OneRen (for culture and leisure). The Council agreed at the February 2026 Leadership Board to review the governance arrangements between the Council and OneRen. Governance arrangements, such as systems for managing, monitoring and scrutinising the IJB’s business and finances have been developed. Effective arrangements are in place for sharing information between partners that can lead to improving how services are provided, such as the Community Safety Partnership. The Head of Policy and Partnerships is the One Ren Monitoring Officer and undertakes quarterly meetings to review performance of OneRen. 7.3.5
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Page 37 of 61 PUBLIC In addition, six-monthly updates and an Annual Business Plan is reported to and agreed by the Leadership Board. The Head of Policy and Partnerships and the Head of Corporate Finance and Procurement are also Council observers on the One Ren Board. Self-assessment A core value of Renfrewshire Council is ‘We Value Learning’ and the Council has established an ongoing programme of self-assessment to learn and improve. This helps to ensure that all elements of Best Value are being delivered and to drive forward corporate improvement activities in line with our commitment to continuous improvement as an organisation. In December 2024, Renfrewshire Council launched an innovative new approach to self-assessment focused on organisational culture, known as Renfrewshire’s Cultural Assurance Model (CAM). The CAM is a first of its kind within the Scottish public sector and was developed in partnership with the Improvement Service and based on the Public Service Improvement Framework which has been used in Renfrewshire Council for over 15 years. It explores four key themes – leadership, people, collaborative learning and listening, and ethics and governance. Self-assessment was undertaken by Chief Officers, the Our Leaders Forum, and the staff forums in each Council service. A survey was followed by workshops and the results from both helped generate actions to be added to the Corporate Improvement Plan. Progress with the Corporate Improvement Plan is reported annually to the Leadership Board, with the latest report being considered at the meeting on 18 February 2026. 7.3.4 Minutes of Agreement Minutes of Agreement set out the rights, duties, powers, liabilities and obligations of parties to the Agreement e.g. the Council and partner 4.2.3
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Page 38 of 61 PUBLIC organisations. Appointments of members to outside bodies are not taken up until the Director of Finance and Resources confirms that the organisation has appropriate insurance policies in place. Benchmarking / peer review Services across the Council are involved in both formal and informal benchmarking arrangements through for example, the Association for Public Sector Excellence and the Scottish Housing Best Value Network (SHBVN) annual benchmarking process. We engage with the wider national public sector reform agenda, working closely with the Improvement Service and SOLACE. All 32 Scottish local authorities use the Local Government Benchmarking Framework as a means of peer review, and to contribute to their Statutory Performance reporting obligations. The Council’s performance in terms of Local Government Benchmarking Framework indicators is reported to and reviewed by the Audit, Risk and Scrutiny Board each year. This includes information on service levels, service costs and customer satisfaction. Service level benchmarking may also be undertaken in relation to specific areas of performance including in relation to educational attainment, procurement or in relation to specific service review exercises. 4.2.6 5.1.2 7.3.3 Audit, Risk and Scrutiny Board The Audit, Risk and Scrutiny Board functions as the Council’s audit committee and has an overview of the internal audit role to ensure that resources are being targeted effectively. The Board undertakes an annual self assessment of its operations and effectiveness against the CIPFA Good Practice Guidance for Audit Committees and the outcomes and actions of the last assessment were reported to Council on 26 June 2025 as part of the ARSB’s Annual Report. Member Training Sessions on topics are now undertaken regularly. 5.1.1 5.2.7 6.2.3 6.2.4 6.3.1 6.3.5 6.4.3 7.2.1
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Page 39 of 61 PUBLIC The Board considers summaries and risks identified from the work of internal audit and considers the Chief Auditors annual opinion on the effectiveness of the Council's governance, internal control and management of risk. Recommendations made by external audit and/or national external audit reports along with management’s response and/or Renfrewshire Council’s position are reported to the Audit, Risk and Scrutiny Board. The Audit, Risk and Scrutiny Board’s remit includes audit scrutiny, risk management, monitoring and review of service delivery, performance, policies and practice, community leadership through monitoring of other public bodies, and standards and ethics. The Audit, Risk and Scrutiny Board approves the Risk Management Strategy. The Council maintains, monitors and reviews its corporate and strategic risk registers in line with the strategy and presents these every six months to the Audit, Risk & Scrutiny Board along with an annual report on health of the Council’s risk management arrangements. In terms of the Global Internal Audit Standards in the UK Public Sector, the Council’s Chief Auditor submits quarterly reports on internal audit performance and an annual report to the Audit, Risk and Scrutiny Board on the activities of internal audit to demonstrate performance and containing a view on the overall adequacy and effectiveness of the Council’s framework of governance, risk management and control. Again, in terms of the above standards, regular reports are submitted to the Audit, Risk and Scrutiny Board in relation to the findings of the Council’s internal and external auditors which details the main issues arising. 7.3.1 7.3.2
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Page 40 of 61 PUBLIC The Council’s performance in terms of Local Government Benchmarking Framework Indicators is reported to and reviewed by the Audit, Risk and Scrutiny Board each year. This includes information on service levels, service costs and customer satisfaction. In addition, the Annual Complaints Report is presented to Board annually. This includes a breakdown on number of complaints, how timeously we have responded to complainants and improvements made to complaints handling. The Audit, Risk and Scrutiny Board prepares an annual programme, including areas for specific review. Members suggesting an area for review must identify the purpose and objectives of the review and the intended outcome. The Board takes a common sense approach to reviewing decisions and policies and the process provides the opportunity for Elected Members to examine the various functions of the Council, to ask questions on how decisions have been made, to consider whether service improvements can be put in place and makes recommendations as appropriate. For each review, the Chief Executive appoints a lead officer to assist members of the Board to identify potential issues and questions to be asked of witnesses. Following each review, a report is prepared by the lead officers for approval by the Board and thereafter the Council. If appropriate, minority of dissenting views are recorded in the minutes of the meeting. Members met in October 2025 to agree the programme of reviews and a phased implementation plan of reviews was agreed at the ARSB on 19/01/26.
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Page 41 of 61 PUBLIC Procurement – delivering sustainability and social value Section 9 of the Procurement Reform (Scotland) Act 2014 places a duty on public sector contracting authorities to consider how their procurement activities can: i. improve the economic, social, and environmental wellbeing of the authority’s area, ii. facilitate the involvement of small and medium enterprises, third sector bodies and supported businesses in the process, and iii. promote innovation In accordance with the requirements of the Act, the Council has set out how we will ensure delivery of these ambitions in our Procurement Strategy, which covers the period 2023 to 2026. It sets out our commitment to balance cost, value, the delivery of social value, the delivery of supply chain and supplier sustainability, and the need to tackle climate change. Procurement and Economic Development are working jointly to deliver support to local suppliers as part of our Community Wealth Building approach. Our procurement activity also delivers community benefits within contracts; 162 identified benefits were delivered in 2024/25, including 11 new jobs, 23 new apprenticeships, 41 work experience placements and 10 new qualifications. Relevant tenders are evaluated according to the Fair Work criteria. The strategy also notes the key enabling role of procurement in working towards a Net Zero Renfrewshire by 2030. 2.3.6 4.3.4 Corporate Asset Management The Council has recently published its Corporate Asset Management Plan covering 2026-2031, alongside a report looking back over 5.1.1
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Page 42 of 61 PUBLIC investment in assets since 2021. Both documents consider assets under the categories defined in CIPFA guidance – Property, Housing, Open Spaces, Fleet, ICT and Roads and Infrastructure. Asset management encompasses large council programmes such as our strategic approach to property, our learning estate strategy, and our digital strategy. Community Asset Transfer Policy The Council’s Community Asset Transfer was revised in 2022. The policy, guidance and documents relating to asset transfers can all be found on the Council’s website. 5.1.1 Meetings between Chief Executive and senior elected members The Chief Executive holds weekly meetings with the Leader and regular meetings with opposition leaders. 5.2.1 Cross Party Sounding Board The Council at its statutory meeting in May 2017 established a Cross Party Sounding Board. as part of its decision-making structure. The remit of which is to act as a sounding board and discussion forum, with no decision-making powers: to provide an opportunity to discuss matters of common interest or of Council wide relevance. The Board has a membership of six – the Leader and Depute Leader, the leaders of the three opposition political groups, and a representative of the independent members. Meetings are convened as and when appropriate matters arise. 5.2.1 Member-Officer Group on Local Place Plans This engagement workstream sits alongside extensive community and stakeholder engagement on the development of the LDP and also a programme of work to support communities to develop local place plans. Local Place Plans are community-led plans setting out proposals for the development and use of land. Introduced by the Planning 5.2.1
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Page 43 of 61 PUBLIC (Scotland) Act 2019, these plans will set out a community’s aspirations for its future development. To encourage communities to prepare Local Place Plans the Council has prepared a How-to Guide, officers attend a wide range of community group meetings and run a monthly drop-in advice session. £100k funding was allocated in the 2025/26 budget to fund grant awards to community groups to develop place plans and support costs such as research, consultation, professional services and events/venue hire etc. Division of leadership roles – paid service and elected representation The Chief Executive has responsibility as head of the paid service for all aspects of operational management. He leads on the implementation of decisions taken by elected members through full Council and the board structure. He has overall responsibility for managing service delivery, with clear lines of accountability throughout the senior management structure. The Leader of the Council has responsibility for forming an administration and enabling democratically-accountable decision- making. The Chief Executive and the Leader of the Council meet weekly. 5.2.3 HR & OD Policies The People & OD team continue to refresh the suite of HR & OD policies. In 2025, an updated Equality, Diversity and Inclusion Policy and updated Respect at Work Policy were approved at Board. Policies currently under review are the Recruitment Policy, Flexible Retirement Policy and Whistleblowing Policy. 5.2.8 Health and Safety Plans The latest Corporate Health and Safety Policy was approved by the Finance, Resources and Customer Service Policy Board in November 2025. 5.2.8
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Page 44 of 61 PUBLIC Each service also has its own Health and Safety Plan and working group. Health and Safety reports for each service are presented to policy boards annually, with a progress report after six months. . SPI Direction Audit Scotland published a revised SPI Direction in December 2024. This sets out the requirements of monitoring and reporting information by Councils, and each iteration applies for three years. Councils are required to report on performance in a way that is balanced, timely and accessible. Performance reporting should show how Councils are delivering on their strategic priorities, how performance making informs decision-making, how Community Planning priorities are being delivered, and how Best Value is being demonstrated. The Direction takes effect from 1 April 2025 and covers performance reporting from 2025/26 onward. 6.4.3 Council’s Approach to Performance Management and Reporting The Council’s approach to performance management and reporting, both internally and externally, demonstrate compliance with multiple elements of the code of corporate governance. Our approach can be split into the following elements: • Scrutiny by elected members • Scrutiny by Corporate Management Team and Performance Board • Scrutiny by senior managers in each service • Public performance reporting • Scrutiny by external bodies • Performance management systems 2.1.1 4.2.5 4.2.6 5.1.1 5.2.4 5.2.7 6.2.4 6.4.3 7.1.1 7.1.2 7.2.1 7.2.2
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Page 45 of 61 PUBLIC The Council Plan and its associated action plan and performance scorecard are one of the ways in which elected members can scrutinise performance against the strategic priorities of the Council. Progress reports are presented to the Leadership Board twice a year. Members also receive progress updates on the Community Plan. The Corporate Management Team (CMT) has established an officer Performance Group to provide additional supportive challenge and scrutiny of performance and drive forward improvements in areas requiring focus. Membership is drawn from all four council services and those members act as peer mentors to services requesting support with a particular challenge. The approach allows for greater cross- service collaboration and problem-solving. A verbal update is provided to CMT following each meeting of the group and there is a two-way referral process between the group and CMT, allowing issues to be escalated to CMT or delegated to the group for more intensive support. Each council service produces a Service Improvement Plan which sets out how they will contribute to the delivery of the Council Plan and how they will measure their contribution and performance. As well as allowing senior managers to track the performance of their service, this approach allows for elected member scrutiny; progress on service improvement plans is reported through policy boards every six months. Services also participate in a scrutiny exercise every six months, led by the Chief Executive. Members also receive reports on operational performance, on corporate performance on complaints and on the Local Government Benchmarking Framework.
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Page 46 of 61 PUBLIC Public performance reporting is undertaken in the interests of transparency; it allows local residents, businesses and partner organisations to track the Council’s performance over time. Service- and Council-level performance reports are available online through the agendas and minutes of public meetings but the Council also produces an annual report which is available as a storymap on the Council’s website. This format allows for comparison with other councils on measures included in the Local Government Benchmarking Framework. Performance data is accompanied by case studies which demonstrate the difference services are making to Renfrewshire. To ensure consistency and provide an audit trail, all performance indicators are collected, recorded and tracked using the Pentana performance management system. Performance management guidance has recently been refreshed and circulated to managers. Council’s approach to risk management The Council has a well-established and robust approach to risk management which includes ‘Risk Matters’, the Council’s combined risk management policy and strategy. It is refreshed every two years; the next version is due to be approved by the Audit, Risk and Scrutiny Board in May 2026. Risk Matters is explicit regarding the Council’s risk management philosophy and regarding members’ and managers’ responsibility for risk management. The Strategic Risk Management Development Plan underpins Risk Matters. It reflects the development work required to fulfil the objectives in Risk Matters, and is refreshed every two years. The Council maintains, monitors and reviews its corporate and strategic risk registers in line with the strategy and presents these 3.1.4 6.1.1 6.1.2 6.1.3 6.3.1 6.3.2 6.5.2
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Page 47 of 61 PUBLIC every six months to the Audit, Risk & Scrutiny Board along with an annual report on health of the Council’s risk management arrangements. Since 2023/24, the Council has implemented a new approach to reviewing ‘business as usual’ risks on a thematic basis. Each Head of Service reviews the 12 thematic areas over the course of a year and confirms the level of assurance for their service area against each theme. This then informs Internal Audit’s overall level of assurance. The Strategic Risk & Insurance Services Manager, who reports to the Head of Business Services, Risk & Safety, is supported by the Corporate Risk Management Group (CRMG), which comprises representatives from each council service as well as specialists on particular areas of risk. This group meets regularly to discuss matters of common interest, to share learning and to co-ordinate review of and deep dives into risks and reporting to CMT and Board. The CRMG oversees the ongoing development, monitoring and review of the corporate risk management register arrangements and facilitates an escalation process whereby risk can be moved between corporate, business as usual or service level. Services are expected to review their risks on at least a quarterly basis. There are extensive risk management training and development opportunities available to all council officers; both online and in person courses covering an introduction to risk management, insurance matters relating to procurement, and risk psychology and decision- making.
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Page 48 of 61 PUBLIC Financial risk is included as part of the Corporate Risk Register to ensure financial management is managed and reviewed on a regular basis. The Programme Management Unit ensure that risk assessment, monitoring and mitigation is a key part of any project and programme governance they support. Council’s approach to information governance The corporate approach to information governance provides assurance in relation to how sensitive data is managed and stored across the organisation. Key elements are: • Information Governance Strategy and Framework • Council Data-Sharing Code and individual data-sharing and data-processing agreements • Information Governance Team • Data protection policies and procedures • Information Governance Learning and Development Strategy • Internal and external audits The Council has a Data Sharing Code, based on the ICO Code, which was updated in December 2021. Where data is being shared, appropriate data-sharing and/or data-processing agreements are in place and these are held in a central repository. These agreements specify security requirements. The Managing Solicitor (DPO) reports monitoring figures to the Senior Information Risk Owner (SIRO) on a monthly basis, and to CMT 1.2.4 6.4.1 6.4.2
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Page 49 of 61 PUBLIC annually. The Council is subject to routine external audit by the Information Commissioner’s Office (ICO) as well as internal audit. There are clear procedures in place for reporting any data breach, however minor, and mandatory training is in place for any staff who work with data. Such staff are required to undertake refresher training on an annual basis. The Council’s Data Protection Policy was revised and approved by the Finance, Resources and Customer Services Policy Board in September 2024. Council’s Approach to Cyber Security The Council has extensive cyber security arrangements in place to minimise the risk of malicious acts which could impact information security and service delivery. Details of these are not provided in any public documents for security reasons. 4.2.4 5.1.1 5.2.4 6.1.2 Elected Member Training and Development The CPD framework for Councillors was developed by the Improvement Service and all members have access to it. Members are encouraged to assess their own development needs and develop a personal development plan. Using the Improvement Service CPD framework, Councillors can opt to undertake a 360° peer review of their performance as an Elected Member. In Renfrewshire, focused development for Elected Members takes place regularly through a programme of development events and opportunities is issued to members on a monthly basis. As 2022 was an election year, a comprehensive induction package was delivered for newly-elected and returning members. 1.2.2 2.1.2 5.2.1 5.2.4 5.2.6 5.2.7
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Page 50 of 61 PUBLIC The members’ development programme provides members with briefings as soon as practicable when new legislation is introduced, e.g. the General Data Protection Regulation. Members who are involved in taking quasi-judicial decisions, e.g. planning, licensing, are briefed regularly on their responsibilities. Members who sit on the Licensing Board must undertake and pass a mandatory training course. There is a training programme in place for members of the Audit, Risk and Scrutiny Board and the Chief Auditor proves a regular briefing programme for Board members, to assist them in fulfilling the audit committee role. To reduce the reporting of routine operational matters to policy boards and to allow Boards to focus on policy issues, a range of matters including the exercise of delegated authority by officers are reported to Members by means of a regular bulletin rather than a formal report to a Policy Board. Following a recommendation by the Cross Party Working Group, with a view to raising its profile, the briefing is now issued with the agenda for Full Council Meetings Members have also been provided with briefings specifically focused on the Council’s response to the pandemic as required. An annual record of elected member training is available online after the end of each financial year. Transparency of Council meetings Meetings of the full Council, of Policy Boards, Policy Board sub- committees and the Audit, Risk and Scrutiny Board are all open to the public, unless there is a valid reason under the terms of the Local Government (Scotland) Act 1973 to exclude the press and public from all or part of the meeting. Where a recommendation is made for a 2.1.1 2.1.2 2.1.3 3.2.3 4.1.1
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Page 51 of 61 PUBLIC matter to be held in private, the reason for this will be identified in the agenda and in the minutes of the meeting. These meetings are also webcast live and the recordings retained and made available via the Council’s website for anyone who wishes to view them. Meetings can be conducted fully in-person, fully online or as a hybrid. The timetable for these meetings is published well in advance (meetings are currently timetabled until the end of 2025) and the agenda and papers are available online several days’ prior to the meeting taking place. Only those items which contain exempt or confidential information will not be shared publicly. 4.2.1 6.2.2 Staff Training and Development Staff training and development includes access to online and in-person sessions. Supporting a collaborative, values-led learning culture, there is a suite of mandatory training which all staff must undertake and other mandatory training which is role, or grade-specific. The Council also offers a wide range of courses through its online platform iLearn,and the more informal RenTalks which are open to all staff and cover wellbeing and other topics of interest, as well as work- related issues. Over 8,000 employees completed 73,500 courses during 2025, demonstrating how effective e-learning approaches are to upskilling our workforce. For staff whose work does not include regular access to online learning, bespoke Toolbox Talks are developed and delivered in person. ERP is being developed to enable all online and instructor led courses to be recorded, enhancing learning & development data tracking. 1.3.2 5.1.4 5.2.4
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Page 52 of 61 PUBLIC Management training which leads to a CMI qualification is available at three different levels and the Council also supports staff to access the graduate apprenticeship programme, offering several vocational-based subjects, resulting in degree qualifications. In 2023, a programme of leadership development for senior management was launched and completed for Chief Officers in conjunction with our partners at SOLACE. The programme was revised and then rolled out to the next tier of senior managers across the Council throughout 2024. Following a review of the leadership development programmes delivered in partnership with SOLACE and our in-house CMI-accredited pathways, feedback from participants has informed the next stage of our leadership development journey. A new programme is now being designed, drawing directly on service-level development plans to support leaders at every level, from frontline supervisors to the Chief Executive. This refreshed approach will be needs-based, practical, and flexible, supported by a suite of resources and self-directed learning tools that allow participants to learn at their own pace while focusing on strategic priorities. Internal Audit function The Council’s Internal Audit Charter, was revised and approved by the Audit, Risk and Scrutiny Board in November 2025. The Charter sets out the authority, responsibility independence and reporting lines for internal audit activities. The outcomes of internal audit reviews are reported to Audit, Risk and Scrutiny, providing overall assurance rating and the number of recommendations in each risk category for these reviews. The committee summary for each report, is also provided. For each audit assignment where recommendations have been made, an action plan is put in place to address these and the management summary 1.3.4 1.3.5 5.1.1 6.3.1 6.3.3 6.3.4 7.3.2
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Page 53 of 61 PUBLIC submitted to Board includes a management comment detailing how the implementation of the audit recommendations are progressing. The Council’s Chief Auditor submits quarterly reports on internal audit performance and an annual report to the Audit, Risk and Scrutiny Board on the activities of internal audit to demonstrate performance and containing a view on the overall adequacy and effectiveness of the Council’s framework of governance, risk management and control. Again, in terms of the above standards, regular reports are submitted to the Audit, Risk and Scrutiny Board in relation to the findings of the Council’s internal and external auditors which details the main issues arising. New Global Internal Audit Standards in the UK Public Sector came into force on 01 April 2025 and the Council has been implementing these throughout 2025/26. The findings of any internal audit investigations are reported to the Audit, Risk and Scrutiny Board as they arise. For security reasons, these reports are marked exempt and not publicly available. Consultation and engagement mechanisms The Council’s Consultations page on the website provides links to all active consultations and surveys, which are open to all residents to participate in. Our Feedback Database is open to any resident to join and invites views on new processes on an ad hoc basis. A new Consultation and Engagement Policy was approved by the Leadership Board in February 2025. The new policy introduced additional co- ordination and oversight of all engagement activity and delivery is supported by a dedicated officer and a Consultation and Engagement Advisory Group on which all services are represented. A Resident Survey was carried out in 2025 with over 1,000 telephone or face-to-face interviews taking place. A survey was also available for any resident not selected for an interview and over 1,000 were 2.1.4 2.3.1 2.3.3 2.3.4 3.2.3 4.1.2 5.2.5
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Page 54 of 61 PUBLIC completed. The survey was followed up by focus groups to provide greater depth on people’s views of the council, the services it provides and what people think should be priorities. There are also theme/service specific opportunities to engage with the Council. Tenants’ and Residents’ Associations provide a mechanism for engaging with the Council on housing issues. The Climate Panel meet regularly to discuss local priorities for Net Zero by 2030. The Fairer Renfrewshire Lived Experience Panel help inform work on tackling inequalities. Our participatory budgeting work – noted elsewhere – also provides opportunities for communities to directly contribute to decisions. A range of strategic and service level consultations take place throughout any period – some of these may be prescribed through statutory guidance. Counter-fraud measures The Council has a strategy for the prevention and detection of fraud and corruption, which was revised in 2024 and approved by the Finance, Resources and Customer Services Policy Board. Any matters coming to light are investigated by Internal Audit or Counter- Fraud. The Audit, Risk and Scrutiny Board receives regular reports detailing such investigations (these reports are exempt under the terms of the Local Government (Scotland) Act 1973). The Council also participates in the National Fraud Initiative every two years and the outcomes are reported to the Audit, Risk and Scrutiny Board on a regular basis. 1.3.5 6.3.3
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Page 55 of 61 PUBLIC An Anti-Money Laundering Policy was introduced in June 2017, which has been revised and approved by the Finance, Resources and Customer Services Policy Board in February 2025. External scrutiny The Council is independently evaluated by bodies such as the Care Inspectorate, Education Scotland, the Accounts Commission and the Scottish Public Services Ombudsman (who considers complaints against the Council). These bodies publish scrutiny reports etc on their websites. Accounts Commission scrutiny is reported to the Audit, Risk and Scrutiny Board (and /or full Council as appropriate). School inspections are reported to the Education and Children’s Services Policy Board. Care Inspectorate reports for Children’s Services which include any gradings of Adequate or below are reported to the Education and Children’s Services Board. Inspections of community learning and development are reported to the Communities and Housing Policy Board. Partnership services for children at risk of harm were inspected during 2024 received a very positive report from the Care Inspectorate. Care Inspectorate Reports for Adult Services are reported through the HSCP and IJB. In Winter 2024, Renfrewshire Council, Renfrewshire HSCP and Public Protection partners were inspected. The results were very positive, with Renfrewshire found to be ‘very effective’ against the two quality statements. The Council’s Best Value audit took place in early 2025. The report was positive about leadership and culture, and commended the 7.3.3
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Page 56 of 61 PUBLIC Council for its prudent financial management. It noted areas of strong performance relative to other councils and found that the Council was working hard to build trust with communities. Audit Scotland also carries out annual thematic inspections of all local authorities and the theme for 2025 was Transformation. Communications The Council communicates with members of the community and its stakeholders (and vice versa) through several mechanisms including: • Tenant Forums • Community Planning Groups • Community Councils • Local Partnerships • Council Website • Complaints procedure • Public Performance reports • Customer Service Channels • Local media • Online channels (such as social media, newsletters) and a range of paid for printed materials A Marketing and Communications Strategy and Internal Communications Strategy was developed and approved by the Corporate Management Team in 2024. The strategy outlines a number of methods to continue to improve internal and external communications across the Council. 2.2.1 2.3.2 4.2.2
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Page 57 of 61 PUBLIC Communication is everyone’s responsibility and a fundamental aspect of this is empowering all employees to communicate well. Effective communications help to make the vision and values a reality by supporting Council services, encouraging cultural and behavioural change and enabling new levels of engagement. Our Values were launched in June 2020 and work continues to embed these values in everything we do including working with HR & OD to weave these into the full employee lifecycle/journey. Initial training on this is already available on the council’s iLearn platform. An internal communications and engagement strategy was developed on the approach the Council will use to engage with staff. Various internal communication channels are used, this includes: • ‘Staff News - Take 5’ - weekly staff update; • Manager news – monthly update; • staff monthly newsletter; • Chief Executive’s blog; • use of text messaging and posters to reach frontline workers; • ‘Staff information’ section on website Directed by the council’s marketing and communications strategy, we manage various council channels – including the council website, developed to ensure regular direct communication and the sharing of information with residents, with mechanisms for feedback and response (monitored for effectiveness), we use external media and partners to reach audiences beyond our channel reach and maximise awareness, and we have developed a network of local channels (122)
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Page 58 of 61 PUBLIC operated by local groups who support the cascade and sharing of council news and information. Council communications can be a mix of public campaigns, information on service updates, council decisions and policy changes, and spotlights on the people who deliver council services and those who benefit from them. The overall aim is to communicate our progress on the commitments made in the Council Plan. Participatory Budgeting You Decide is a major element of our participatory budgeting programme, allowing local people to suggest and choose what projects they want to see progressed in their communities. The types of projects funded include outdoor exercise equipment, road safety measures, accessibility improvements, lighting improvements, and installation of interpretation boards, for example. The programme has now been expanded and includes a specific budget for Tenants – this is currently in the nomination phase as residents suggest projects for funding. Another element of our participatory budgeting is Celebrating Renfrewshire, a fund designed by and for young people, where young people aged 12-25 will have a direct say on which projects are funded in their local area. Under the scheme, all young people aged 12-25 who live, go to school or work in Renfrewshire can vote on the projects they want to see delivered in their Local Partnership area. The voting results are announced at an event which will is organised by young people once all voting has been completed. 2.3.3 Financial governance framework The Council has in place financial regulations, which set out the responsibilities of the Director of Finance and Resources, along with the responsibilities of other authorised individuals in relation to the 1.3.1 1.3.2 1.3.4
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Page 59 of 61 PUBLIC financial affairs of the Council. The regulations also set out the responsibility of Boards for financial affairs. Council receives regular updates on the financial position of the organisation. Financial reports detailing revenue expenditure and income are made to Policy Boards throughout the year and are based on the total cost of the main divisions of service and the total cost based on the key expenditure headings such as employee costs, etc. These reports provide projected outturns and are also used to advise members of any anticipated deviation from budget. Capital expenditure and income reports also follow this same process with each capital project showing previous years’ cumulative spend. Through the regular submission of budget reports to Policy Boards, the publication of the Annual Accounts, submission of the annual audit report and other audit reports to the Council and/or Audit, Risk and Scrutiny Board as appropriate and by publishing performance information on the Council’s website, the Council demonstrates transparency and compliance with statutory reporting requirements. The medium-term financial strategy is presented to Council each year, and sets out the current financial position and the significant financial challenges to be faced in the forthcoming years, together with likely indications of grant and spending levels. Overall, the Council’s medium-term financial position takes into consideration all known influencing factors. 4.2.7 4.2.8 4.3.1 4.3.2 4.3.3 6.2.5 6.5.1 7.2.1 7.2.5 Transformation programme to support financial sustainability The Council’s current Reshaping Renfrewshire transformation programme launched in 2025 and is intended to delivery further savings, building on the success of previous transformation 3.2.2 4.1.1 4.2.8 4.3.1
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Page 60 of 61 PUBLIC programmes. The work is overseen by a Transformation Board and work is aligned to the Council Plan themes. Detailed updates are provided to elected members and the most recent update was approved by the Leadership Board in February 2026. he Council’s transformation activity since 2010, alongside strategic finance activities, has delivered around £190m of savings. Most recently, the Right for Renfrewshire transformation programme, which has now concluded, delivered £26m of savings against a target of £25m. The next phase of transformation – Reshaping Renfrewshire – will be overseen by a refreshed Transformation Board. More detail on this work can be found in a paper approved by the Leadership Board in February 2026. 4.3.2 4.3.3 6.5.1 Data Advisory Group Following a data maturity assessment (completed in 2022), the Council has established a Data Advisory Group (DAG) to lead on corporate business intelligence work, share best practice , ensure overall alignment with Council and national policies, manage a Council-wide overview of data assets, manage a list of Master Data Sets, and work with services on appropriate culture change strategies and support the adoption of new roles and responsibilities to drive the required change. DAG membership is a mix of subject-matter experts and service representatives. 6.4.1 6.4.2 6.4.3 Our Leaders Forum and Chief Officers Forum The ‘Our Leaders Forum’ is a meeting of all Chief Officers and third-tier managers across the Council and typically takes place three or four times per year.. This forum has been in place for a number of years and provides an opportunity for senior leaders to discuss issues on a 5.1.3
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Page 61 of 61 PUBLIC cross-service basis, as well as help shape corporate priorities. The Chief Officers meet as a group four times a year to work on strategic development areas. These groupings also support our ongoing commitment to leadership development.