Agenda Document Pack - Audit, Risk and Scrutiny Board - 16/03/2026
Renfrewshire Council · 16 March 2026
Back to Audit, Risk and Scrutiny Board — 16 March 2026 and its agenda
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Notice of Meeting and Agenda Audit, Risk and Scrutiny Board Date Time Venue Monday, 16 March 2026 15:00 Council Chambers (Renfrewshire), Council Headquarters, Renfrewshire House, Cotton Street, Paisley, PA1 1AN MARK CONAGHAN Head of Corporate Governance Membership Councillor Andy Doig (Convener): Councillor Janis McDonald (Depute Convener): Councillor Jennifer Adam: Councillor Gillian Graham: Councillor Lisa-Marie Hughes: Councillor Robert Innes: Councillor James MacLaren: Councillor Will Mylet: Councillor Ben Smith: Further Information This is a meeting which is open to members of the public. A copy of the agenda and reports for this meeting will be available for inspection prior to the meeting at the Customer Service Centre, Renfrewshire House, Cotton Street, Paisley and online at http://renfrewshire.cmis.uk.com/renfrewshire/CouncilandBoards.aspx For further information, please email democratic-services@renfrewshire.gov.uk Webcasting of Meeting This meeting will be filmed for live or subsequent broadcast via the Council’s internet site – at the start of the meeting the Convener will confirm if all or part of the meeting is being filmed. To find the webcast please navigate to https://renfrewshire.public-i.tv/core/portal/home Published: 9/3/26
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Hybrid Meeting Please note that this meeting is scheduled to be held in the Council Chambers. However, it is a hybrid meeting and arrangements have been made for members to join the meeting remotely should they wish. Members of the Press and Public Members of the press and public wishing to attend the meeting should report to the customer service centre where they will be met and directed to the meeting.
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Apologies Apologies from members. Declarations of Interest and Transparency Statements Members are asked to declare an interest or make a transparency statement in any item(s) on the agenda and to provide a brief explanation of the nature of the interest or the transparency statement. AUDIT 1 Annual Internal Audit Plan 2026/27 Report by Chief Auditor. 1 - 18 2 External Audit Plan 2025/26 Report by Director of Finance & Resources. 19 - 68 MONITORING & REVIEWING SERVICE DELIVERY PERFORMANCE POLICIES AND PRACTICE 3 Internal Audit Review of Compliance with the Code of Corporate Governance Report by Chief Auditor. 69 - 72 4 Annual Review of Compliance with the Local Code of Corporate Governance 2025 Report by Chief Executive. 73 - 134 5 Report on Keeping The Promise in Renfrewshire 2026 Report by Promise Manager. 135 - 208 6 Audit Scotland: Local Government Financial Bulletin 2024/25 Report by Director of Finances & Resources. 209 - 218
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7 Summary of recent Audit Scotland Publications Report by Director of Finance & Resources. 219 - 228 ANNUAL PROGRAMME 8 Programme of Reviews - Strategic Plan for Social Economy and Community Investment Briefing by Laura McIntyre, Head of Policy & Partnerships, Chief Executive's. 9 Programme of Reviews - Houses to be Demolished – Plans for Demolition/ Temporary Use options /Redevelopment of Areas Briefing by Louise Feely, Head of Housing, Environment, Housing & Infrastructure. AUDIT EXEMPT Exempt Item Exempt documents are no longer available in print format. You will require to log in to Audit, Risk & Scrutiny Exempt Items to access documents. Please note that access to exempt documents is now restricted. EXCLUSION OF PRESS AND PUBLIC The Board may by resolution exclude the press and public from the meeting during consideration of the following items of business as it is likely, in view of the nature of the business to be transacted, that if members of the press and public are present, there could be disclosure to them of exempt information as defined in paragraph 1 of Part I of Schedule 7A of the Local Government (Scotland) Act, 1973.
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10 Summary of Outstanding Critical Internal Audit Recommendations Report by Chief Auditor.
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PUBLIC ___________________________________________________________________ To: Audit, Risk and Scrutiny Board On: 16 March 2026 ___________________________________________________________________ Report by: Chief Auditor ___________________________________________________________________ Heading: Annual Internal Audit Plan 2026/2027 ___________________________________________________________________ 1. Summary 1.1 In line with the requirements of the Global Internal Audit Standards in the Public Sector, a risk based internal audit plan for 2026/27 has been developed. The audit plan takes into account the outcomes of internal corporate and service risk identification and evaluation processes, and the current business environment. In addition to undertaking work which will provide assurance on the robustness of key internal controls, the plan seeks to reflect the key priorities and challenges for the council. 1.2 A number of methods have been employed to facilitate production of the risk based audit plan for 2026/27: • Consultation with all Directors and their Senior Management Teams. • Consultation with senior management from the associate bodies. • Benchmarking with other Local Authorities. • Review of strategic, corporate and service risk registers. • Cumulative audit knowledge and experience. • Review of key external audit and inspection reports. 1.3 The total available resource is 1144 days, the operational audit time available for 2026/27 has been identified as 841 days (74%). The remaining 303 days (26%) relates to training, service development, administration and management. Coverage of the plan is achieved through the use of in-house staff and where relevant, commissions from other providers. Item 1 Page 1 of 228
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PUBLIC 1.5 Operational and non-operational time has been calculated in accordance with CIPFA benchmarking criteria. Non-operational time includes provision for training, performance management and service development. In addition to the internal audit assurance function the Interim Chief Auditor has managerial responsibility for risk management, insurance and corporate counter fraud which are excluded from the calculation of available operational audit resources. 1.6 Delivery of the risk based annual audit plan supports effective member scrutiny of the council’s internal financial and other control mechanisms. ___________________________________________________________________ 2. Recommendations 2.1 Members are asked to approve the content of the risk based audit plan for 2026/27. 2.2 Members are asked to note that the progress of the 2026/27 annual audit plan and summaries of the findings from each audit assignment will be reported to the Board on a quarterly basis. ___________________________________________________________________ Implications of the Report 1. Financial - None 2. HR & Organisational Development - None 3. Community Planning – Safer and Stronger - effective internal audit is an important element of good corporate governance. 4. Legal - None 5. Property/Assets - None 6. Information Technology - None 7. Equality & Human Rights - None 8. Health & Safety – None 9. Procurement - None 10. Risk - The subject matter of this report is the risk based Internal Audit Plan for 2026 –2027 Page 2 of 228
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PUBLIC 11. Privacy Impact – None 12. COSLA Implications – None 13. Climate Risk – None 14. Children’s Rights - None ________________________________________________________________ Author : Karen Campbell, Chief Auditor Page 3 of 228
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Date March 2026 PUBLIC Annual Internal Audit Plan 2026/27 Finance & Resources Internal Audit Page 4 of 228
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Page 3 of 15 PUBLIC Renfrewshire Council Annual Internal Audit Plan 2026/27 Contents Page Audit Plan Overview 4 - 9 Supporting Appendices 1 Annual Council Internal Audit Plan 2026/27 10 – 12 2 Annual Other Bodies Internal Audit Plan 2026/27 13 3 Analysis of plan by service 14 4 Annual Audit Plan 2026/27 – Integration Joint Board 15 Page 6 of 228
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Page 4 of 15 PUBLIC Audit Plan Overview 1. Introduction 1.1 In line with the requirements of the Global Internal Audit Standards in the Public Sector and the Internal Audit Charter, a risk based internal audit plan for 2026/27 has been developed. In formulating the audit plan a risk assessment has been undertaken, giving consideration to the following sources of information: Risk assessment (1) Risk assessment and prioritisation of all auditable activities (audit universe). (2) Strategic and Corporate Risk Register. Consultation (3) The Chief Auditor has met with each member of the CMT and their senior management teams to ascertain any changes to operational practice and national policy and to determine their priorities and risks. (4) Senior Management from the Associate Bodies and One Ren have been consulted to ascertain their priorities and risks. (5) The Chief Executive has been consulted on what he sees as the council’s priority and risk areas for the forthcoming year. (6) Feedback from, and the expectations of, the Audit, Risk and Scrutiny Board are identified through the regular meetings with the members of the board. (7) The Chief Auditor has met with the local External Audit team to ascertain their approach to the statutory audit and identify any thematic reviews they will be undertaking to avoid any duplication of effort. Benchmarking (8) Other Local Authority internal audit plans. (9) Discussion with other Chief Auditors through the Scottish Local Authority Chief Auditors Group. Review of key internal reports (10) Renfrewshire’s Council Plan 2022 -2027 (11) The results of internal audit work in 2025/26 and in previous years. (12) Review of the results of the Business-as-Usual risk assurance modules. Review of key external reports (13) External Audit’s - Report to Members and the Controller of Audit on the 2024/25 Audit. (14) Audit Scotland: Best Value reports issued during 2025/26 (15) Review of other relevant Reports issued by External Inspection Agencies during 2025/26. 1.2 On the basis of the above, the audit engagements planned for 2026/27 are set out in Appendix 1, 2 and 4, for the Council, Associate Bodies and the Integration Joint Board in the following categories of audit activity: • Assurance • Governance • Contingency • Planning and Reporting 1.3 It is the responsibility of management to ensure that they have good governance, risk management and internal control arrangements over the functions they are responsible for. It is internal audit’s role to provide an independent, objective assurance and consulting activity. The scope of the internal audit plan encompasses, but is not limited to, the examination and evaluation of the adequacy and effectiveness of the organisation's governance, risk management, and internal control processes; as well as the quality of performance in carrying out assigned responsibilities to achieve the organisation’s stated goals and objectives. Page 7 of 228
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Page 5 of 15 PUBLIC 1.4 Internal Audit has authorised full, free unrestricted access to any and all of Renfrewshire Council’s records, physical properties, systems and personnel pertinent to carrying out any audit engagement. 1.5 Delivery of the internal audit plan supports the requirement for the Chief Auditor to provide an annual opinion which is used to inform the annual governance statement. 1.6 The Chief Auditor shares information and coordinates activities with other internal and external providers of assurance and consulting services, as appropriate, to ensure proper coverage and minimise duplication of effort. Internal audit may place reliance on the work of other providers of assurance and the ability to do so will be considered during each audit engagement. 1.7 The plan also includes provision for managing and developing the internal audit activity including audit planning, reporting, periodic quality assessments and for following up on previous recommendations and reactive investigative work. The plan includes contingency time to allow for completion of work carried forward from 2025/26 and provides for consultancy engagements to be undertaken where these can improve the council’s operations, add value and improve the management of risks. Contingency time also provides for sufficient flexibility to accommodate changing risks and priorities during the course of the year. More detail on each of these elements is set out in sections 4 to 7 of this plan. 1.8 The internal audit service is delivered and developed in accordance with its purpose which, as set out in the Internal Audit Charter, is to provide assurance by independently reviewing the council’s risk management, control and governance processes. 2. The current business environment and key risk areas 2.1 The audit plan detailed in Appendix 1 has been developed to support the achievement of the council’s objectives and the challenges we face in achieving those objectives. The key challenges included in the planned audit work are detailed below:- (1) Asset Management Effective governance and management of the council’s property assets is essential, otherwise there is a significant risk of harm to employees and citizens, financial loss and service disruption within the Council. The 2026/27 audit plan includes time for:- • Reviewing the adequacy of the processes in place for operating the new Renfrew Bridge. • Conducting a compliance check on the evidence being submitted to the Housing Regulator to support the Housing Assurance Statement. (2) Financial Challenges The medium-term financial outlook for the Council remains challenging and significant savings will require to be made after many years of already delivering substantial efficiencies and reduction in our spending. Alongside this, our communities are experiencing increased cost- of-living costs and the demand for our services continues to be high. Therefore, the financial outlook continues to be subject to significant and regular scrutiny. The 2026/27 audit plan includes time for reviews of: • The processes in place to undertake financial assessments for HCSP Clients who access chargeable services to ensure the correct charges are applied. • The collection of Parking Income to ensure the procedures in operation are adequate. • Insurance Claims against the Council to ensure services are proactive in taking sufficient action to prevent the recurrence of future similar claims. Page 8 of 228
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Page 6 of 15 PUBLIC (3) Governance Arrangements The Council’s governance framework ensures that its business is conducted in accordance with the law and proper standards, and that public money is safeguarded. It comprises the systems and processes, and culture and values, by which the Council is directed and controlled. These arrangements should be subject to regular review whilst undertaking transformation change programmes. During 2026/27 Internal Audit will undertake the following engagements:- • A compliance review of the Local Code of Corporate Governance to ensure there is adequate supporting evidence to support the code’s elements. • An operational review of the governance arrangements of the Council’s Joint Venture Partnership to ensure they are efficient and effective. • A compliance review of the processes in place to administer non-domestic rates on behalf of East Renfrewshire Council (4) Fraud and Error Attempts at undertaking cyber-attacks and other fraudulent activity against individuals and organisations are rapidly increasing. The Council is committed to minimising the risk of this activity occurring within the operation of its services by internal and external parties. To assist in achieving this aim, it is important that the Council continually reviews the adequacy of the internal controls in operation and its arrangements for continued service delivery if such activity occurred. The 2026/27 Audit Plan includes time for : • Reviewing the adequacy of the Business Continuity arrangements across the Council. • Undertaking a review to ensure the Council’s policies in place for staff induction and termination are complied with. (5) Workforce Planning There are recruitment and retention challenges for particular roles in the labour market and it may be very difficult to recruit suitably qualified and skilled officers into some job roles. In addition, there can be fluctuations in demand for certain Council Services or reduced staff availability throughout the year. The 2026/27 audit plan includes time for: • Reviewing the processes in place for the utilisation of casual/sessional staff. • Ensuring that the Absence Management Policy is being applied as intended within the HCSP. (6) Public Protection Public protection is a wide-ranging agenda relating to the protection of vulnerable people, communities, businesses and organisations. During 2026/27, internal audit will review the adequacy of the arrangements in place for : • The resettlement of refugees. • Ensuring that the appropriate pre-employment checks for staff working in regulated roles in sheltered housing complexes are undertaken. • Administering medicine to school pupils. (7) Strategic Sustainable Planning for People and Assets When major transformation is ongoing to deliver the best services possible, it is inevitable that job roles and service processes will change throughout the Council. This plan includes time for operational reviews of: Page 9 of 228
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Page 7 of 15 PUBLIC • Technical Services processes to ensure there are adequate internal controls in place and they meet client requirements. 2.2 There are a number of significant risks, arising from the external and internal environment, which could impact on the council’s ability to achieve its objectives. The most significant risks and the risk control measures to manage these risks, are identified through the council’s corporate risk management process. Subject to the overall flexibility of the Audit Plan, priority will be given to audit engagements which impact on the council’s strategic and corporate risks. 3. Allocation of Resources 3.1 In addition to the internal audit assurance function, the Chief Auditor has managerial responsibility for counter fraud which is excluded from the calculation of available operational audit resources. 3.2 The Internal Audit Service is a small team with a permanent current establishment of 6 Full Time Equivalents but currently has one vacancy. The current Chief Auditor was appointed permanently to the role during 2025/26 and one of the Senior Auditors has been covering the Assistant Chief Auditor’s post on an interim basis, leaving one Senior’s Auditor’s post vacant. The continual transformation of service delivery across organisations has resulted in a change of desired competencies for Auditors. In addition some councils have faced resilience risks owing to their small size, composition and difficulty recruiting experienced staff. A decision was therefore taken to conduct a review of the current internal audit structure with regards to workforce planning and improving resilience within internal audit and counter fraud services. This review has been completed and a revised structure has been agreed with the Director of Finance and Resources. Discussions are now ongoing to progress the implementation of the revised structure. The Staffing Full Time Equivalents will remain the same. 3.3 Operational and non-operational time has been calculated in accordance with CIPFA benchmarking criteria. The calculation of operational staff time has been based on the permanent establishment of 6 full time equivalent employees , with 3 qualified members and with a vacancy factor built into the calculation. 3.4 Resources from any unfilled elements of posts and other available audit resource will be used flexibly to ensure that the audit plan commitments are met, through the engagement of temporary staff and other audit service providers where appropriate. Currently 60 days are planned to be provided from other service providers. The Chief Auditor is responsible for managing the Internal Audit budget. The team is considered to be adequately resources. 3.5 Non-operational time includes provision for training, performance management and service development. The training budget has been increased to enable internal audit staff to study for a relevant professional qualification. Where engagements are undertaken by the other audit service providers, these can provide an opportunity for benchmarking, training and development. Sufficient resources are available to engage specialist contractors where necessary to address any specific risks faced by the council. 3.6 The total available resource is 1144 days; the operational audit time available for 2026/27 has been identified as 841 days (74%). The remaining 303 days (26%) relates to training, service development, administration and management. Resources are assessed as being sufficient to provide an evidenced based opinion. 3.7 The following paragraphs provide an overview of how the audit time has been allocated to audit categories for the Council and the Associated Bodies we provide services to. A summary of the operational time by audit category is detailed in table 1 below. The analysis of non- operational audit activity is detailed in the table 2 below. The planned operational/non- operational time for 2025/26 is given for comparative purposes. Page 10 of 228
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Page 8 of 15 PUBLIC 2025/26 2026/27 Category of audit Planned Days % of Operational Time Planned Days % of Operational Time GOVERNANCE 76 9% 111 13% ASSURANCE 360 41% 281 34% CONTINGENCY note 1 295 34% 302 36% AUDIT PLANNING / REPORTING 138 16% 147 17% TOTAL OPERATIONAL TIME 869 100% 841 100% Table 1 Notes 1. This category includes time for the finalisation of the previous year’s audits, corporate exercises and groups, investigations, significant project consultancy activities and emerging priorities. 2025/26 2026/27 Activity Planned Days % of Non - operational Time Planned Days % of Non - operational Time TRAINING 51 22% 142 47% STRATEGIC MANAGEMENT 16 7% 17 6% TEAM ADMINISTRATION 91 39% 76 25% DEVELOPMENT note 1 73 32% 68 22% TOTAL NON-OPERATIONAL TIME 231 100% 303 100% Table 2 Notes 1. This category includes time allocated to development activities to support continuous improvement. 4. Governance (13% of operational time) 4.1 Internal Audit must evaluate the risk exposures relating to the council and associate bodies governance arrangements. The engagements within this category form the basis for the Chief Auditor’s annual audit opinions and support the annual governance statements. 4.2 The results of the risk assessment are detailed at Appendix 1 and 2, Part A in respect of the current year, with a total of 111 days being allocated to these engagements for 2026/27. 5. Assurance (33% of operational time) 5.1 A risk-based assessment has been undertaken of all auditable areas taking into account the risk management framework and the expectation of senior management and the Audit, Risk and Scrutiny Board. The engagements within this category also form the basis for the Chief Auditor’s annual opinions and support the annual governance statements. For each engagement internal audit will consider whether there are any available external sources of assurance that can be relied upon to deliver the plan. Page 11 of 228
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Page 9 of 15 PUBLIC 5.2 Time is also allocated to following up on the implementation of prior years’ audit recommendations. 5.3 The results of the risk assessment are detailed at Appendix 1 and 2, Part B in respect of the current year, with a total of 281 days being allocated to these engagements for 2026/27. 6. Contingency (36% of operational time) 6.1 This category includes time allocations for finalisation of the 2025/26 audit plan, undertaking reactive investigations of theft, fraud or other malpractice and provides for post-report work which includes attending disciplinary or appeal hearings, employment tribunals and court, as required. It also includes time for involvement in Council projects, relevant Council Governance Groups and provision of advice in relation to changes in working practices as requested. 6.2 The allocation of time for this category is an estimate based on prior experience and available resources. However, this will be monitored during the course of the year to ensure that internal audit continue to be in a position to respond to other priority areas which emerge during the course of the year, and, if necessary, revise the audit plan accordingly. Appendix 1 and 2, Part C details the indicative time of 302 days allocated across the contingency heading. 6.3 Should more time become available this will be added to the contingency budget and will be used to deliver audit reviews from the reserve list detailed on Appendix 1, Part E. 7. Audit Planning / Reporting (17% of operational time) 7.1 This category includes annual planning activity and reporting arrangements to the Corporate Management Team and the Audit, Risk and Scrutiny Board, the Integration Joint Board Audit, Risk and Scrutiny Board and the Boards of the other bodies we provide internal audit services to under a service level agreement. Appendix 1 and 2, Part D details the time of 147 days allocated to planning and reporting activities. 8. Analysis of Plan by Service 8.1 Appendix 3 shows the amount of operational audit time allocated to individual services in 2026/27 and compares it to the planned days for 2025/26. 8.2 The planned days allocated to all services relates to work which is cross-cutting rather than service specific as well as time which is allocated out to services as the year progresses, such as contingency and investigations. 9. Conclusion 9.1 The annual internal audit plan for 2026/27, based on the strategic risk assessment, reflects the current priorities and challenges for the council, and demonstrates that the internal audit service continues to deliver added value while continuing to improve the service in line with best practice. 9.2 The allocation of internal audit resources is sufficient to allow for flexibility to deal with emerging priorities and provide adequate coverage of governance, risk management and internal control to inform the annual assurance statement. 9.3 In order to continue to focus on areas of greatest priority or emerging risks and other unforeseen circumstances, the plan will be subject to regular review during the course of the year. The Audit, Risk and Scrutiny Board will be requested to approve any necessary changes. Chief Auditor March 2026 Page 12 of 228
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Page 10 of 15 PUBLIC Appendix 1 Renfrewshire Council Internal Audit Annual Plan 2026/27 Entity Engagement Title Service Days Allocated Risk Category Council Plan Theme Objective Rationale Part A – Governance 66 Corporate Governance Corporate Governance Framework Corporate - All Services 6 N/A Living Our Values Compliance Regulatory Requirement Regeneration and Investment Governance of Joint Venture Partnership Chief Executive’s 20 Strategic Economy Operational Significance of Risk Insurance Services Insurance Services Finance & Resources 20 Strategic Living our Values Operational Organisational Theme or Trend Corporate Asset Management Bridge Operation Policies Environment, Housing & Infrastructure 20 Strategic Economy Operational Organisational Theme or Trend Part B – Assurance 238 Follow Up Follow Up Corporate - All Services 35 N/A N/A Operational Regulatory Requirement Policies and Procedures Commencement & Termination of Staff Corporate – All Services 20 Strategic/ BAU Living Our Values Cyber Significance of Risk Workforce Planning Sessional/Casual Workers Corporate – All Services 25 Strategic Fair Operational Organisational Theme or Trend Business Continuity – All Services Business Continuity Corporate – All Services 20 Strategic/ BAU Living Our Values Cyber Significance of Risk Schools Procedures Administration of Medicines Children’s Services 20 N/A Fair Compliance Significance of Risk Parking Charges & Penalties Parking Income Environment, Housing & Infrastructure 20 Strategic Financial Sustainability Financial Significance of Risk Technical Services Technical Services Operations Environment, Housing & Infrastructure 20 N/A Place Operational Time since last Engagement Page 13 of 228
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Page 11 of 15 PUBLIC Entity Engagement Title Service Days Allocated Risk Category Council Plan Theme Objective Rationale Housing Assurance Statement Housing Assurance Statement Environment, Housing & Infrastructure 8 Place Compliance Regulatory Requirement Homeless and Housing Support Services Resettlement/Sheltered Housing Environment, Housing & Infrastructure 20 Strategic Fair Compliance Significance of Risk Client Financial Assessment & Charges Financial Assessments Finance & Resources /HSCP 20 Strategic Living Our Values Financial Regulatory Requirement Non-Domestic Rates Non-Domestic Rates Finance & Resources 10 N/A N/A Financial Regulatory Requirement Supporting Attendance Supporting Attendance HCSP 20 BAU Living Our Values Compliance Organisational Theme or Trend Part C – Contingency 295 Contingency Contingency Corporate - All Services 120 Contingency Corporate Groups Corporate - All Services 35 Contingency Investigations Corporate - All Services 140 Part D – Planning & Reporting 124 Planning & Reporting Planning & Reporting Corporate - All Services 124 Part E – Prioritised Reserve List 125 Pupil Registration System SEEMIS Children’s Services 25 Service Page 14 of 228
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Page 12 of 15 PUBLIC Entity Engagement Title Service Days Allocated Risk Category Council Plan Theme Objective Rationale Child payments Section 22 Payments - Child Children’s Services 20 Strategic Fair Compliance Regulatory Requirement Licensing Licensing - Short Term Lets Finance & Resources 20 N/A Place Compliance Regulatory Requirement VAT Management VAT Management Finance & Resources 20 Strategic Living Our Values Compliance Regulatory Requirement Corporate Policy and Planning Trading Operations - New Regulations Finance & Resources 20 Strategic Living Our Values Financial Regulatory Requirement Marketing and Events Marketing & Events Chief Executive’s 20 N/A Place Operational Organisational Theme or Trend Page 15 of 228
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Page 13 of 15 PUBLIC Appendix 2 Other Bodies Internal Audit Annual Plan 2026/27 Entity Engagement Title Service Objective Rationale Days Allocated Part A – Governance 45 Integration Joint Board – Governance Arrangements Clinical Governance Processes Integration Joint Board Compliance Regulatory Requirement 20 Integration Joint Board – Governance Arrangements Corporate Governance Framework Integration Joint Board Compliance Regulatory Requirement 5 SE – Governance Arrangements Governance of Services Provided to External Organisations Scotland Excel Compliance Significance of Risk 20 Part B – Assurance 43 OneRen – Other Systems Establishments’ Stock Control/Inventory Processes OneRen Operational Time since last audit 23 RVJB – Other Systems Payroll Processes RVJB Operational Organisational Theme or Trend 20 Part C – Contingency 7 Contingency Contingency All Associate Bodies 7 Part D – Planning & Reporting 23 Planning & Reporting Planning & Reporting All Associate Bodies 23 Page 16 of 228
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Page 14 of 15 PUBLIC 2025/26 2026/27 Service Planned Days % of Operation al Time Planned Days % of Operational Time All Services note 1 535 62% 525 63% Chief Executive’s Service 20 2% 20 2% Finance & Resources 90 10% 50 6% Children’s Services 20 2% 20 2% Adult Services 20 2% 20 2% Environment, Housing & Infrastructure 68 8% 88 11% COUNCIL TOTAL 753 87% 723 86% Scotland Excel 25 3% 25 3% Renfrewshire Valuation Joint Board 25 3% 25 3% Renfrewshire Health & Social Care Integration Joint Board (Appendix 4) 40 4% 42 5% OneRen 26 3% 26 3% TOTAL 869 100% 841 100% Notes 1 Planned time includes, Follow up Audit, Contingency, Planning and Reporting and an element of Cross cutting Assurance and Governance Audits and is allocated against services during the course of the year Appendix 3 Analysis by Service Page 17 of 228
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Page 15 of 15 PUBLIC Audit Category Engagement Title No. of days Detailed work Governance Local Code of Corporate Governance 5 Annual review of the adequacy and compliance with the Local Code of Corporate Governance to inform the governance statement. Governance Clinical Governance 20 The purpose of the audit is to provide assurance that the accountability arrangements in place for continuously improving service quality and safeguarding high standards of care are applied consistently. Planning & Reporting Annual Plan, Annual Report and Audit Committee annual assessment, reporting & Training 14 The Chief Internal Auditor is required to prepare an annual plan and annual report for the Audit Committee, summarising the work undertaken by Internal Audit during the year and using this to form an opinion on the adequacy of the control environment of the IJB. Time is also available to assist in the annual assessment against the CIPFA position statement on Audit Committees. Contingency Ad-hoc advice and Consultancy 3 Time for advice and consultancy on relevant priorities and risks or change related projects and following up on the implementation of internal audit recommendations. Appendix 4 Annual Audit Plan 2026/27– Integration Joint Board Page 18 of 228
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PUBLIC ___________________________________________________________________ To: Audit, Risk and Scrutiny Board On: 16 March 2026 ___________________________________________________________________ Report by: Director of Finance and Resources ___________________________________________________________________ Heading: External Audit Plan 2025/26 ___________________________________________________________________ 1. Background 1.1 The Council’s appointed external auditor, Azets, has submitted an Audit Plan that outlines its approach to the audit of the 2025/26 annual accounts of Renfrewshire Council, and the Coats Observatory Trust. The audit will assess whether the accounts provide a true and fair view of the Council and Trust’s financial positions and also whether they have been prepared in accordance with proper accounting practice, i.e. the 2025 Code of Practice on Local Authority Accounting in the UK. 1.2 The Audit Plan also outlines the responsibilities of the Council and of Azets; its assessment of key challenges and risks and the approach and timetable for completion of the audit. 1.3 The statutory deadline for the approval of the audited accounts for 2025/26 is 30 September 2025, and the annual audit report is scheduled to be reported to the Audit, Risk and Scrutiny Board at its meeting on 21 September 2026. 1.4 On page 35 of the Audit Plan, the proposed audit fee is detailed. For the Council, this is indicated at £499,590 for the 2025/26 audit, and represents an increase of 2.5% above the previous year audit fee. 1.5 The expected audit fee is reviewed by Audit Scotland each year. The 2025/26 expected audit fee is based on applying a 3.8% increase to the 2024/25 fee. This increase is applied on a sector basis and reflects the conditions of the public sector market. Item 2 Page 19 of 228
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PUBLIC 1.6 On page 36 of the Audit Plan, the proposed audit fee for the Coats Observatory Trust for 2025/26 is indicated at £6,760 which also represents 4.3% increase in line with Audit Scotland’s approach. ___________________________________________________________________ 2. Recommendations 2.1 Members are asked to note the content of the attached report, including the proposed audit fees for the Council and the Coats Observatory Trust. _________________________________________________________ Implications of the Report 1. Financial –The audit fee is set by Audit Scotland, with some discretion afforded to local audit teams. The proposed audit fee for the Council for 2025/26 is £499,590 and for the Coats Observatory Trust it is £6,760. 2. HR & Organisational Development – None arising directly from this report. 3. Community Planning – None arising directly from this report. 4. Legal – An audit opinion free from qualification demonstrates compliance with the statutory accounting requirements set out in the Local Government (Scotland) Act 1973. 5. Property/Assets – None arising directly from this report. 6. Information Technology – None arising directly from this report. 7. Equality & Human Rights - None arising directly from this report. 8. Health & Safety – None arising directly from this report. 9. Procurement – None arising directly from this report. 10. Risk – the audit plan highlights audit issues and risks, and the approach that Azets will adopt in seeking assurance that these risks are being managed. 11. Privacy Impact – None arising directly from this report. 12. COSLA Policy position – None arising directly from this report. 13. Climate Risk – None arising directly from this report. ________________________________________________________ Author: Christine McCourt, Head of Finance and Procurement Page 20 of 228
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PUBLIC azets.co.uk External Audit Annual Plan Year ended 31 March 2026 February 2026 azets.co.uk Renfrewshire Council PUBLIC azets.co.uk y azets.co.ukazets.co.ukazets co ukazets co uk External Audit Annual Plan Year ended 31 March 2026 February 2026 Renfrewshire Council y External Audit Annual Plan Year ended 31 March 2026 March 2026 azets.co.uk azets.co.uk Page 21 of 228
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Renfrewshire Council: External Audit Annual Plan 2025/26| Azets Page 2 of 48 PUBLIC Table of Contents IIntroduction 3 Audit scope and general approach 5 Financial statements - significant and other risks of material misstatement 15 Wider scope of public audit 255 Audit team, logistics and requirements 311 Independence, objectivity and other services provided 333 Audit Fees 355 Appendices 377 Appendix 1: Materiality 38 Appendix 2: Responsibilities of the Council and the Auditor 411 Page 22 of 228
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Renfrewshire Council: External Audit Plan 2025/26 | Azets Page 3 of 48 PUBLIC IIntroduction Purpose This audit plan highlights the key elements of our proposed audit strategy and provides an overview of the planned scope and timing of the statutory external audit of Renfrewshire Council (“the Council”), including the charitable trust administered by the Council for the year ended 31 March 2026 for those charged with governance. The main elements of the audit include: x an audit of the financial statements and an opinion on whether they give a true and fair view and are free from material misstatement; x an audit opinion on other statutory information published with the financial statements in the annual accounts, including the Management Commentary, Annual Governance Statement, and the Remuneration Report; x consideration of arrangements in relation to wider scope areas: financial management; financial sustainability; vision, leadership and governance; and use of resources to improve outcomes; x the audit of Best Value arrangements, including a separate Thematic Review on Best Value – Asset management and Fairness and Equality; x the audit of the Council’s Housing Benefit Subsidy Claim, Non-Domestic Rates Return and where relevant, the Whole of Government Accounts (WGA) return; x review of the Council’s arrangements for preparing and publishing statutory performance information; and x any other work requested by Audit Scotland. Responsibilities of the auditor and the Council The Code of Audit Practice outlines the responsibilities of external auditors appointed by the accounts Commission for Scotland and it is a condition of our appointment that we follow it. Auditor responsibilities are derived from statute, International Standards on Auditing (UK) and the Ethical Standard for auditors, other professional requirements and best practice, the Code of Audit Practice and guidance from Audit Scotland. The Council has primary responsibility for ensuring the proper financial stewardship of public funds. This includes preparing a set of accounts and an annual report that are in accordance with proper accounting practices. The Council is also responsible for complying with legislation and putting arrangements in place for governance and propriety that enable it to successfully deliver its objectives. Appendix 2 provides further details of our respective responsibilities. Page 23 of 228
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Renfrewshire Council: External Audit Plan 2025/26 | Azets Page 4 of 48 PUBLIC AAdding Value through the Audit All of our clients demand of us a positive contribution to meeting their ever-changing business needs. Our aim is to add value through our external audit work by being constructive and forward looking, by identifying areas of improvement and by recommending and encouraging good practice. In this way, we aim to help promote improved standards of governance, better management and decision making and more effective use of resources. Feedback Any comments you may have on the service we provide, the quality of our work, and our reports would be greatly appreciated at any time. Comments can be reported directly to any member of your audit team. This plan has been prepared for the sole use of those charged with governance and management and should not be relied upon by third parties. No responsibility is assumed by Azets Audit Services to third parties.. Openness and transparency This report will be published on Audit Scotland’s website http://www.audit-scotland.gov.uk/ Page 24 of 228
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Renfrewshire Council: External Audit Plan 2025/26 | Azets Page 5 of 48 PUBLIC AAudit scope and general approach Risk-based audit approach Our objective when performing an audit is to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement and to issue an auditor’s report that includes our auditor’s opinion. As part of our risk-based audit approach, we will: x perform risk assessment procedures including updating our understanding of the Council, including its environment, the financial reporting framework and its system of internal control; x review the design and implementation of key internal controls; x identify and assess the risks of material misstatement, whether due to fraud or error, at the financial statement level and the assertion level for classes of transaction, account balances and disclosures; x design and perform audit procedures responsive to those risks, to obtain audit evidence that is sufficient and appropriate to provide a basis for our opinion; and x exercise professional judgment and maintain professional scepticism throughout the audit recognising that circumstances may exist that cause the financial statements to be materially misstated. We will undertake a variety of audit procedures designed to provide us with sufficient evidence to give us reasonable assurance that the financial statements are free from material misstatement, whether caused by fraud or error. Reasonable assurance is a high level of assurance but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements. The risk of not detecting a material misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal control. We include an explanation in the auditor’s report of the extent to which the audit was capable of detecting irregularities, including fraud and respective responsibilities for prevention and detection of fraud. Page 25 of 228
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Renfrewshire Council: External Audit Plan 2025/26 | Azets Page 6 of 48 PUBLIC CCommunication with those charged with governance Auditing standards require us to make certain communications throughout the audit to those charged with governance. These communications will be through the Audit, Risk and Scrutiny Board. We perform our audit of the financial statements in accordance with International Standards on Auditing UK (ISAs (UK)), Ethical Standards, and applicable Practice Notes and other guidance issued by the Financial Reporting Council (FRC). Partnership working We coordinate our work with Audit Scotland, internal audit, other external auditors and relevant scrutiny bodies, recognising the increasing integration of service delivery and partnership working within the public sector. Our Audit Scotland appointment includes Renfrewshire Council, Renfrewshire Valuation Joint Board, Scotland Excel and the Coats Observatory Trust. Azets Audit Services is separately appointed as external auditors of Renfrewshire Leisure Limited (OneRen). Where practicable and appropriate we will share knowledge between our teams to generate efficiencies in the delivery of our audits. Audit Scotland Although we are independent of Audit Scotland and are responsible for forming our own views and opinions, we do work closely with Audit Scotland throughout the audit. This helps identify common priorities and risks, treat issues consistently across the sector, and improve audit quality and efficiency. We share information about identified risks, good practices and barriers to improvement so that lessons to be learnt and knowledge of what works can be disseminated to all relevant bodies. Audit Scotland undertakes national performance audits on issues affecting the public sector. We may also be required to provide information to Audit Scotland to support the national performance audits and we may review the Council’s arrangements for taking action on any issues reported in the national performance reports which have a local impact. We also consider the extent to which the Council uses the national performance reports as a means to help improve performance at the local level. Shared Risk assessment and joint scrutiny planning The Shared Risk Assessment (SRA) process is a vehicle for scrutiny bodies to share intelligence and agree scrutiny risks at councils. A local area network (LAN) has been established for each council in Scotland which comprises representatives from the main local government scrutiny bodies. The LAN is led by external audit and meet as and when is considered appropriate. Page 26 of 228
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Renfrewshire Council: External Audit Plan 2025/26 | Azets Page 7 of 48 PUBLIC IInternal Audit As part of our audit, we consider the scope and nature of internal audit work and look to minimise duplication of effort, to ensure the total audit resource to the Council is used as efficiently and effectively as possible. Delivering the audit Hybrid audit approach We intend to adopt a hybrid approach to our audit which combines on-site visits with remote working. All of our people have the equipment, technology and systems to allow them to work remotely or on-site, including secure access to all necessary data and information. All of our staff are fully contactable by email, phone call and video-conferencing. Meetings can be held over Microsoft Teams or by telephone. We employ greater use of technology to examine evidence, but only where we have assessed both the sufficiency and appropriateness of the audit evidence produced. Secure sharing of information We use a cloud-based file sharing service that enables users to easily and securely exchange documents and provides a single repository for audit evidence. Regular contact During the ‘fieldwork’ phases of our audit, we will arrange regular catch-ups with key personnel to discuss the progress of the audit. The frequency of these meetings will be discussed and agreed with management. Materiality We apply the concept of materiality both in planning and performing the audit, and in evaluating the effect of identified misstatements on the audit and of uncorrected misstatements. Judgments about materiality are made in the light of surrounding circumstances and are affected by our perception of the financial information needs of users of the financial statements, and by the size or nature of a misstatement, or a combination of both. Our determination of materiality: x Informs the scope of our audit and audit procedures x Informs the sample sizes required for substantive testing x Informs our consideration in evaluation the effect of actual and projected misstatements in the financial statements Page 27 of 228
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Renfrewshire Council: External Audit Plan 2025/26 | Azets Page 8 of 48 PUBLIC Materiality is revised as our audit progresses, should we become aware of any information that would have caused us to determine a different amount had we known about it during our planning. The basis for our assessment of materiality for the year is set out in Appendix 1. PPlanning Materiality: We have set our materiality at 2% of the Council’s gross expenditure based on the annual accounts for 2024/25, resulting in £18.100million for the Group and £18.000million for the Council. Performance Materiality: Using our professional judgement, we have assessed performance materiality at 75% of planning materiality, resulting in £13.575million for the Group and £13.500million for the Council. Trivial threshold: We are required to report to those charged with governance on all unadjusted misstatements more than the ‘reporting threshold' amount. We have set this at approximately 5% of planning materiality, resulting in £0.905million for the Group and £0.900million for the Council. Specific Materiality: We also consider whether any specific items of account require a separate, lower materiality. We have determined that no specific materiality levels needed to be set for this audit. When planning, we make judgements about the size of misstatements which we consider to be material, and which provide a basis for determining the nature and extent of our audit procedures. Materiality is revised as our audit progresses, should we become aware of any information that would have caused us to determine a different amount had we known about it during our planning. The basis for our assessment of materiality is set out in Appendix 2. Accounting systems and internal controls The purpose of an audit is to express an opinion on the financial statements. We will follow a substantive testing approach to gain audit assurance rather than relying on tests of controls. As part of our work, we consider certain internal controls relevant to the preparation of the financial statements such that we are able to design appropriate audit procedures. However, this work does not cover all internal controls and is not designed for the purpose of expressing an opinion on the effectiveness of internal controls. If, as part of our consideration of internal controls, we identify significant deficiencies in controls, we will report these to you in writing. Going Concern Management responsibility Management is required to make and document an assessment of whether the Council and Group is a going concern when preparing the financial statements. The review period should Page 28 of 228
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Renfrewshire Council: External Audit Plan 2025/26 | Azets Page 9 of 48 PUBLIC cover at least 12 months from the date of approval of the financial statements. Management are also required to make balanced, proportionate and clear disclosures about going concern within the financial statements where material uncertainties exist in order to give a true and fair view. AAuditor responsibility Under ISA (UK) 570, we are required to consider the appropriateness of management’s use of the going concern assumption in the preparation of the financial statements and consider whether there are material uncertainties about the Council and Group’s ability to continue as a going concern that need to be disclosed in the financial statements. In assessing going concern, we will consider the guidance published in the Code of Practice on Local Authority Accounting in the UK 2025/26 and Practice Note 10 (PN10), which focuses on the anticipated future provision of services in the public sector rather than the future existence of the entity itself. Group audit scope and risk assessment As Group auditor, under ISA (UK) 600 (Revised September 2022) we are required to obtain sufficient appropriate audit evidence regarding the financial information of the components and the consolidation process to express an opinion on whether the group financial statements are prepared, in all material respects, in accordance with the applicable financial reporting framework. Group audit scope Based on the initial assessment the Group consists of the following entities: Component Nature and extent of further audit procedures Level of response required Renfrewshire council Full Scope Full scope statutory audit, as set out in this audit plan. Renfrewshire Leisure Ltd Specific procedures Specific procedures in relation to pension asset/liability Common Good Funds Specific procedures Specific procedures performed - 1.Long-term investments 2.Property, plant and equipment Paisley Museum Reimagined Ltd None No procedures planned. Park Lane Developments (Renfrewshire) LLP None No procedures planned. Coats Observatory Trust None No procedures planned. (*) Strathclyde Partnership for Transport Specific procedures Specific procedures performed - Investments in associates and joint ventures Page 29 of 228
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Renfrewshire Council: External Audit Plan 2025/26 | Azets Page 10 of 48 PUBLIC Strathclyde Concessionary Travel Scheme Joint Committee None No procedures planned. Renfrewshire Valuation Joint Board None No procedures planned. (*) Renfrewshire Health and Social Care Integration Joint Board None No procedures planned. AMIDS Renfrewshire LLP None No procedures planned. (*) Azets Audit Services perform separate statutory audits of these accounts which are not related to the group accounts audit. DDefinitions: Full Scope Design and perform further audit procedures on the entire financial information of the component, beyond procedures completed to review the consolidation. Specific Scope Design and perform further audit procedures on one or more classes of transactions, account balances or disclosures, beyond procedures completed to review the consolidation. None No further audit procedures required, beyond procedures completed to review the consolidation. Risks at the component-level The risks identified at the Council are set out in this external audit plan. There are no other significant risks identified in any of the other components above in respect of the Group audit. Note that a component may require a statutory audit under UK or overseas company law irrespective of whether an audit is required for group reporting purposed. Management should therefore satisfy themselves that all UK and overseas company law requirements are adhered to on a company-by-company basis. Prevention and detection of fraud or error In order to discharge our responsibilities regarding fraud and irregularity we require any fraud or irregularity issues to be reported to us as they arise. In particular we require to be notified of all frauds which: x involve the misappropriation of theft of assets or cash which are facilitated by weaknesses in internal control and; x are over £5,000. Page 30 of 228
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Renfrewshire Council: External Audit Plan 2025/26 | Azets Page 11 of 48 PUBLIC We also require a historic record of instances of fraud or irregularity to be maintained and a summary to be made available to us after each year end. NNational Fraud Initiative The National Fraud Initiative (NFI) in Scotland is a biennial counter-fraud exercise led by Audit Scotland and overseen by the Public Sector Fraud Authority for the UK. It uses technology to compare information held by different public bodies, and on different financial systems that might suggest the existence of fraud or error. The most recent NFI exercise commenced in 2024, the findings of which will be published in Audit Scotland’s NFI report in summer 2026. We continue to monitor the Council’s participation and progress in NFI and, where appropriate, will include references to NFI in our 2025/26 Annual Audit Report. In addition, we are required, in 2025/26, to complete a return for Audit Scotland, assessing the Council’s participation in the NFI exercise. The return will review the adequacy of NFI governance arrangements and follow-up activity. The information provided is a key source of information for Audit Scotland’s NFI report. Anti-money laundering We require the Council to notify us on a timely basis of any suspected instances of money laundering so that we can inform Audit Scotland who will determine the necessary course of action. Wider audit scope work The special accountabilities that attach to the conduct of public business, and the use of public money, mean that public sector audits must be planned and undertaken from a wider perspective than in the private sector. This means providing assurance, not only on the financial statements, but providing audit judgements and conclusions on the appropriateness, effectiveness and impact of corporate governance and performance management arrangements and financial sustainability. Appendix 2 provides detail of the wider scope areas of public sector audit work. Our initial risk assessment and scope of work planned for 2025/26 is outlined in the “Wider scope of public audit” section of this plan. National risk assessment Where particular areas of national or sectoral risk have been identified by the Auditor General, they will request auditors to consider and report on those risks as they apply at a local level. For 2025/26 no such risks have been specified. Page 31 of 228
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Renfrewshire Council: External Audit Plan 2025/26 | Azets Page 12 of 48 PUBLIC BBest Value Appointed auditors have a duty to be satisfied that local government bodies have made proper arrangements to secure best value. Under the Code of Audit Practice, the audit of Best Value in councils is fully integrated within the annual audit work performed by appointed auditors. We are required to evaluate and report on the performance of councils in meeting their Best Value duties. There are six aspects to our work: 1. Follow up: our work will follow up on Accounts Commission findings, Controller of Audit recommendations and any outstanding improvement actions reported in Best Value Assurance Reports, Best Value thematic reports and Annual Audit Reports. Our work will reflect the Council’s self-assessment against outstanding improvement actions and our findings will be based on the Council’s current arrangements for delivering best value. 2. Risk based approach to Best Value themes: we pay due regard to the Council’s arrangements in respect of the seven Best Value themes in identifying any significant risks. 3. Assessing the effectiveness of performance reporting: the best value theme, effective use of resources, includes an expectation that councils report effectively on their performance. Councils should be able to demonstrate a trend of improvement over time in delivering their strategic priorities. 4. Thematic review of asset management: we are required to report on Best Value or related themes prescribed by the Accounts Commission. The thematic work for 2025/26 is on how well the councils are managing their assets to achieve their corporate objectives and respond to challenges around financial sustainability and climate change. 5. Fairness and Equality assessment: Audit Scotland has requested that we carry out audit work on the Council’s arrangements relating to the best value theme of fairness and equality at least once during the audit appointment. Under the statutory Best Value framework, councils are required to demonstrate continuous improvement across a set of national themes, including fairness and equality. 6. Contributing to Controller of Audit reports: the Controller of Audit reports to the Accounts Commission on each council’s performance in meeting its Best Value duties at least once over the five year audit appointment. The report is a summary of information and judgements reported by each auditor. The Controller of Audit prepared a Best Value report for Renfrewshire Council and was considered by the Accounts Commission on 15 May 2025. Following this, the Accounts Commission published their findings on 5 June 2025 and the report was presented to the Council on 26 June 2025. Page 32 of 228
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Renfrewshire Council: External Audit Plan 2025/26 | Azets Page 13 of 48 PUBLIC RReporting our findings At the conclusion of the audit we will issue: x an independent auditor’s report setting out our formal audit opinions within the annual report and accounts, and; x an annual audit report describing our audit findings, conclusions on key audit risks, judgements on the pace and depth of improvement on the wider scope areas, and any recommendations. Definitions We will use the following gradings to provide an overall assessment of the arrangements in place as they relate to the wider scope areas. The text provides a guide to the key criteria we use in the assessment, although not all of the criteria may exist in every case. There is a fundamental absence or failure of arrangements There is no evidence to support necessary improvement Substantial unmitigated risks affect achievement of corporate objectives. Arrangements are inadequate or ineffective Pace and depth of improvement is slow Significant unmitigated risks affect the achievement of corporate objectives No major weaknesses in arrangements but scope for improvement exists Pace and depth of improvement are adequate Risks exist to the achievement of operational objectives Effective and appropriate arrangements are in place Pace and depth of improvement are effective Risks to the achievement of objectives are managed Page 33 of 228
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Renfrewshire Council: External Audit Plan 2025/26 | Azets Page 14 of 48 PUBLIC IIT Audit strategy In accordance with ISA (UK) 315, we are required to obtain an understanding of the IT environment related to all key business processes, identify all risks from the use of IT related to those walkthrough key controls judged relevant to our audit and assess the relevant IT general controls (ITGCs) in place to mitigate them. Our audit will include completing an assessment of the design and implementation of ITGCs related to security management; technology acquisition, development and maintenance; and technology infrastructure. We will consult internally with our Technology Risk team for them to support the audit team by assessing the information technology general controls (ITGC) of the following systems: IT Application Audit area Planned llevel of IT audit assessment Finance System (Business World) Financial Reporting ITGC assessment (design and implementation effectiveness only). Active Directory Network Access ITGC assessment (design and implementation effectiveness only) Page 34 of 228
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Renfrewshire Council: External Audit Plan 2025/26 | Azets Page 15 of 48 PUBLIC FFinancial statements - significant and other risks of material misstatement Significant risks are defined as risks that require special audit consideration and include risks of material misstatement that are close to the upper range of inherent risk due to their nature and a combination of the likelihood and potential magnitude of misstatement, or are required to be treated as significant risks due to requirements of auditing standards. The table below summarises each significant risk. Detail behind each risk and the work undertaken is set out on the following pages. Significant risk Financial Statement/Assertion Level Risk Fraud Risk Approach to controls Level of judgement / estimation uncertainty Management ooverride of controls Financial Statement Level Yes Assess design and implementation Low Fraud in rrevenue recognition (Rebutted) Assertion Level No Assess design and implementation Low Fraud in eexpenditure recognition (Rebutted) Assertion Level No Assess design and implementation Low Valuation of PPension Asset/ Liability Assertion Level No Assess design and implementation High Valuation of lland and buildings Assertion Level No Assess design and implementation High Valuation of CCouncil Dwellings Assertion Level No Assess design and implementation High Page 35 of 228
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Renfrewshire Council: External Audit Plan 2025/26 | Azets Page 16 of 48 PUBLIC SSignificant risks at the financial statement level The table below summarises significant risks of material misstatement identified at the financial statement level. These risks are considered to have a pervasive impact on the financial statements as a whole and potentially affect many assertions for classes of transaction, account balances and disclosures. Management override of controls (Council and Group) Planned audit procedures Auditing Standards require auditors to treat management override of controls as a significant risk on all audits. This is because management is in a unique position to perpetrate fraud by manipulating accounting records and overriding controls that otherwise appear to be operating effectively. Although the level of risk of management override of controls will vary from entity to entity, the risk is nevertheless present in all entities. Due to the unpredictable way in which such override could occur, it is a risk of material misstatement due to fraud and thus a significant risk. Specific areas of potential risk include manual journals, management estimates and judgements and one-off transactions outside the ordinary course of the business. Risk of material misstatement: Very High Procedures performed to mitigate risks of material misstatement in this area will include: x documenting our understanding of the journals posting process and evaluating the design and implementation effectiveness of management controls over journals; x analysing the journals listing and determining the criteria for selecting high risk and/or unusual journals; x testing high risk and/or unusual journals posted during the year and after the draft accounts stage back to supporting documentation for appropriateness, corroboration and to ensure approval has been undertaken in line with the Council’s journals policy; x gaining an understanding of the key accounting estimates and critical judgements made by management. We will challenge assumptions and consider for reasonableness and indicators of bias which could result in material misstatement due to fraud; and x evaluating the rationale for any changes in accounting policies, estimates or significant unusual transactions. Page 36 of 228
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Renfrewshire Council: External Audit Plan 2025/26 | Azets Page 17 of 48 PUBLIC SSignificant risks at the assertion level for classes of transaction, account balances and disclosures Fraud in revenue recognition - Rebutted (Council and Group) Audit approach Material misstatement due to fraudulent financial reporting relating to revenue recognition is a rebuttable presumed risk in ISA (UK) 240. Having considered the nature of the revenue streams at the Council, we consider that the risk of fraud in revenue recognition can be rebutted due to the following: x There is little incentive to manipulate revenue recognition; x Opportunities to manipulate revenue recognition are very limited; x The culture and ethical frameworks of local authorities mean that all forms of fraud are seen as unacceptable Therefore, we do not consider this to be a significant risk for the Council and group. We do not consider this to be a significant risk for the Council and Group and standard audit procedures will be carried out. We will keep this rebuttal under review throughout the audit to ensure this judgement remains appropriate. Fraud in eexpenditure - Rebutted (Council and Group) Audit approach Due to the presumption that there are risks of fraud in expenditure recognition, we are required to evaluate which types of expenditure, expenditure transactions or assertions give rise to such risks. We do not consider this to be a significant risk for the Council and Group and standard audit procedures will be carried out. We will keep this rebuttal under review throughout the audit to ensure this judgement remains appropriate. Page 37 of 228
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Renfrewshire Council: External Audit Plan 2025/26 | Azets Page 18 of 48 PUBLIC FFraud in eexpenditure -- RRebutted (Council and Group) Audit approach We have considered Practice Note 10, which comments that for certain public bodies, the risk of manipulating expenditure could exceed the risk of manipulating revenue. We have therefore considered the risk of fraud in expenditure at the Council for all expenditure streams and concluded that there is not a significant risk. This is due to the low fraud risk in the underlying nature of the transactions, the high predictability of certain expenditure streams, such as payroll or interest, or the immaterial nature of the expenditure streams both individually and collectively. Our consideration of expenditure streams also included capital expenditure and similarly we concluded that there is not a significant risk. Capital expenditure transactions are likely to be larger and subject to more scrutiny, reducing the risk of improper recognition. Page 38 of 228
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Renfrewshire Council: External Audit Plan 2025/26 | Azets Page 19 of 48 PUBLIC VValuation of PPension AAsset/LLiability –– IIAS 19 (key accounting estimate) ((Council and Group) Planned audit procedures The pension fund net liability/asset is considered a significant estimate due to the size of the numbers involved and the sensitivity of the estimate to changes in key assumptions. An actuarial estimate of the net defined benefit pension liability/asset is calculated on an annual basis under IAS 19 ‘Employee Benefits’, and on a triennial funding basis, by an independent firm of actuaries with specialist knowledge and experience. The triennial estimates are based on the most up to date membership data held by the pension fund and a roll forward approach is used in intervening years, as permitted by the CIPFA Code. The calculations involve a number of key assumptions, such as discount rates and inflation and local factors such as mortality rates and expected pay rises. The estimates are highly sensitive to changes in these assumptions and the calculation of any asset ceiling when determining the value of a pension asset (where relevant). ISAs (UK) 500 and 540 require us to undertake audit procedures on the use of external experts (the actuary) and the methods, assumptions and source data underlying the estimates. Procedures performed to mitigate risks of material misstatement in this area will include: x evaluating managements processes for the calculation of the estimate, the instructions issued to management’s expert (the actuary) and the scope of their work; x evaluating the competence, capabilities and objectivity of the actuary; x assessing the controls in place to ensure that the data provided to the actuary by the Council and their pension fund was accurate and complete; x evaluating the methods, assumptions and source data used by the actuary in their valuations, with the support of an auditors’ expert; x testing the consistency of the pension fund asset and liability and disclosures in the notes to the core financial statements with the actuarial report from the actuary; x if the pension fund is in surplus, ensuring that any asset recorded in the financial statements, and any additional liabilities for secondary contributions have been accounted for correctly in line with the requirements of IFRIC 14; x obtaining assurances from the pension fund auditor as to the controls surrounding the validity and accuracy of membership data; contributions data and benefits data sent to the actuary by the pension fund and the fund assets Page 39 of 228
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Renfrewshire Council: External Audit Plan 2025/26 | Azets Page 20 of 48 PUBLIC VValuation of PPension AAsset/LLiability –– IIAS 19 (key accounting estimate) ((Council and Group) Planned audit procedures This represents a key accounting estimate made by management within the financial statements due to the size of the gross asset and liability values involved, the subjectivity of the measurement and the sensitive nature of the estimate to changes in key assumptions. We have therefore identified the valuation of the net pension liability/asset as a significant risk. Inherent risk of material mmisstatement: PPension Asset/Liability (Valuation): High valuation in the pension fund financial statements; andensuring pension valuation movements for the year and related disclosures have been correctly reflected in the financial statements. Page 40 of 228
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Renfrewshire Council: External Audit Plan 2025/26 | Azets Page 21 of 48 PUBLIC VValuation of LLand and Buildings ((key accounting estimate) ((Council and GGrroup) Planned audit procedures The Council held land and building assets at a net book value of £366.032 million at 31 March 2025. The Council revalues land and buildings on a five- year rolling basis. Revaluation of operational land and buildings should be performed in line with the revised revaluation requirements for 2025/26 onwards set out in the CIPFA Code. The Council has adopted the following revaluation approach to its land and buildings valuations for 2025/26 onwards on a rolling five year programme with use of indexation in intervening years, to ensure compliance with the revised requirements set out in the 2025/26 CIPFA Code. Management engaged the services of and employed a qualified valuer, who is a Regulated Member of the Royal Institute of Chartered Surveyors (RICS) to undertake any valuations required as of 31 March 2026 and to provide advice on appropriate indices. The valuations and index uplifts involve a wide range of assumptions and source data and are therefore sensitive to changes in market conditions. ISAs (UK) 500 and 540 require us to undertake audit procedures on the use of external expert valuers and the methods, assumptions and source data underlying the fair value estimates. This represents a key accounting estimate made by management within the Procedures performed to mitigate risks of material misstatement in this area will include: x evaluating management processes, controls and assumptions for the calculation of the estimate, the instructions issued to the valuation experts and the scope of their work; x evaluating the competence, capabilities and objectivity of the valuation expert; x considering the basis on which the valuations and indexation uplifts are carried out and challenging the key assumptions applied; x evaluating the reasonableness of the valuation movements for assets revalued during the year, with reference to market data; x for unusual or unexpected valuation movements, testing the information used by the valuer to ensure it is complete and consistent with our understanding; x ensuring revaluations made during the year have been input correctly to the fixed asset register and the accounting treatment within the financial statements is correct; x evaluating the assumptions made by management for any assets not revalued or indexed during the year and how management are satisfied that these are not materially misstated; and x engaging our own valuations expert, where necessary, to assess any Page 41 of 228
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Renfrewshire Council: External Audit Plan 2025/26 | Azets Page 22 of 48 PUBLIC VValuation of LLand and Buildings ((key accounting estimate) ((Council and GGrroup) Planned audit procedures financial statements due to the size of the values involved, the subjectivity of the measurement and the sensitive nature of the estimate to changes in key assumptions. We have therefore identified the valuation of operational land and buildings as a significant risk. We will further pinpoint this risk to specific assets, or asset types, on receipt of the draft financial statements and the year-end updated asset valuations, to those assets where the valuation movement falls outside of our expectations, there are significant changes to any of the key assumptions or the year-end valuation is considered material. Inherent risk of material misstatement: Land and Buildings (Valuation): High judgemental assumptions used that underpin the final valuations. Page 42 of 228
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Renfrewshire Council: External Audit Plan 2025/26 | Azets Page 23 of 48 PUBLIC VValuation oof CCouncil dwellings ((key accounting estimate) ((Council and GGroup) Planned audit procedures The Council held council dwellings with a net book value of £800.387 million at 31 March 2025. The Council revalues council dwellings on a five-year rolling basis. Revaluation of council dwellings should be performed with sufficient regularity so that carrying amounts are not materially misstated. Council dwellings are valued using the beacon method, which aggregates the vacant possession value of each unit of housing stock based on the value of a beacon or sample property. A discount factor is applied to reflect the lower rent yield from social housing compared to market rates. Management engaged the services of and employed a qualified valuer, who is a Regulated Member of the Royal Institute of Chartered Surveyors (RICS) to undertake these valuations as of 31 March 2026. The valuations involve a wide range of assumptions and source data and are therefore sensitive to changes in market conditions. ISAs (UK) 500 and 540 require us to undertake audit procedures on the use of external expert valuers and the methods, assumptions and source data underlying the fair value estimates. This represents a key accounting estimate made by management within the financial statements due to the size of Procedures performed to mitigate risks of material misstatement in this area will include: x evaluating management processes, controls and assumptions for the calculation of the estimate, the instructions issued to the valuation experts and the scope of their work; x evaluating the competence, capabilities and objectivity of the valuation expert; x considering the basis on which the valuations are carried out and challenging the key assumptions applied; x evaluating the reasonableness of the valuation movements for assets revalued during the year, with reference to market data; x for unusual or unexpected valuation movements, testing the information used by the valuer to ensure it is complete and consistent with our understanding; x testing a sample of Beacon properties in respect of council dwellings, to consider whether their valuation assumptions are appropriate and representative of other Beacon properties within the Beacon group; x ensuring revaluations made during the year have been input correctly to the fixed asset register and the accounting treatment within the financial statements is correct; x evaluating the assumptions made by management for any assets not revalued during the year and how management Page 43 of 228
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Renfrewshire Council: External Audit Plan 2025/26 | Azets Page 24 of 48 PUBLIC VValuation oof CCouncil dwellings ((key accounting estimate) ((Council and GGroup) Planned audit procedures the values involved, the subjectivity of the measurement and the sensitive nature of the estimate to changes in key assumptions. We have therefore identified the valuation of council dwellings as a significant risk. We will further pinpoint this risk to specific assets, or asset types, on receipt of the draft financial statements and the year-end updated asset valuations, to those assets where the valuation movement falls outside of our expectations, there are significant changes to any of the key assumptions or the year-end valuation is considered material. Inherent risk of material misstatement: Council dwellings (Valuation): High are satisfied that these are not materially different to the current value; and x engaging our own valuations expert, where necessary, to assess any judgemental assumptions used that underpin the final valuations. Other material balances and transactions Under International Standards on Auditing, “irrespective of the assessed risks of material misstatement, the auditor shall design and perform substantive procedures for each material class of transactions, account balance and disclosure”. All other material balances and transaction streams will therefore be audited. However, the procedures will not be as extensive as those adopted for the risks identified in this report. Page 44 of 228
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Renfrewshire Council: External Audit Plan 2025/26 | Azets Page 25 of 48 PUBLIC WWider scope of public audit Introduction The Code of Audit Practice frames a significant part of our responsibilities in terms of four wider scope audit areas: x Financial sustainability x Financial management x Vision, leadership and governance x Use of resources to improve outcomes. Our planned audit work is risk based and proportionate. Our initial assessment builds upon our understanding of the Council’ key priorities and risks along with discussions with management and review of Council minutes and key strategy documents. Our audit approach to the wider scope audit areas Appointed auditors are required to consider the wider scope areas when: x identifying significant audit risks at the planning stage of the audit x reaching conclusions on those risks x making recommendations for improvement x where appropriate, setting out conclusions on the audited body’s performance. Appendix 2 provides further detail on the definition, scope and audit considerations under each wider scope area. We have identified one significant risk in relation to financial sustainability as set out in the table below. Audit planning is a continuous process and we will report all identified significant risks, as they relate to our wider scope audit, in our annual audit report. Page 45 of 228
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Renfrewshire Council: External Audit Plan 2025/26 | Azets Page 26 of 48 PUBLIC WWider scope significant risk Financial sustainability The Council continues to consider its medium-term financial planning through its financial outlook and medium-term financial plan, which are regularly presented to the full Council. The most recent medium-term financial plan update was presented to the full Council in February 2026. The latest cumulative forecast indicates a budget gap of £c.80million over the period 2026/27 to 2030/31 prior to council tax decisions. Assuming a 5.0-6.5% council tax increase in over this period, this would reduce the funding gap to c£40m. The scale of the projected funding shortfall demonstrates the continuing structural financial challenge facing the Council over the medium term. At the time of drafting this report the Council is still to approve its 2026/27 revenue budget at its February 2026 meeting. The budget estimates total expenditure of £622.794million with a deficit of £2.121million, prior to any council tax decisions. The deficit could be temporarily addressed through the use of the financial sustainability fund. The financial sustainability fund estimated balance as of 31 March 2026 is £34.199 million. The fund was established for this primary reason, to support the financial position of the Council in circumstances where, in the short term, savings have not been generated at the scale or pace required to ensure financial balance. In 2025/26, the Financial Sustainability Fund benefited from the second (and final) year of low employer pension contributions. The overall council General Fund balance is forecast to be £146.285million at 31 March 2026 (£138.769million in prior year). The majority of the reserves and funds are ring fenced for specific purposes, with the unallocated reserves standing at £10.280million, equivalent to 1.9% of the Council budgeted net expenditure. Council agreed in September 2025 a £6.3m savings target for 2026/27 to maintain recurring financial balance over the medium term. Directors and their management teams have been developing options to deliver savings at this scale; however, the implementation of proposals is now expected to be phased towards future years. Based on work undertaken by services to date, and that for which specific plans are being developed over the next two years, the Council estimates that £2.8m of savings can be confidently incorporated into the 2026/27 base budget. The Scottish Government’s draft budget announced in January 2026 allocated £493million to the Council, representing a 5% increase (£23.6million) on the prior year allocation. After adjusting for new responsibilities, areas of growing responsibility and other conditional aspects of the settlement, this provides a like-for like comparison to 2025/26 where the Council’s underlying core grant has increased by £11.9m (2.5%). Page 46 of 228
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Renfrewshire Council: External Audit Plan 2025/26 | Azets Page 27 of 48 PUBLIC Pay inflation remains a significant financial risk. The Scottish Government’s medium-term public sector pay policy indicates a 9% increase over the period 2025/6 to 2027/28, with flexibility for employers to configure three-year proposals within this range. The current agreed pay deal leaves only 2.5% of this envelope for 2027/28. The Council has highlighted a timing disconnect between its ability to develop recurring savings and the pace at which the cost pressures are emerging. The medium-term financial plan projects increasing annual funding gaps over the planning period before mitigating actions are implemented. The Council recognises that future financial balance will require a combination of recurring savings, service redesign, income generation, and potentially further council tax increases. There remains uncertainly regarding future Scottish Government settlements, ongoing cost pressures, and the financial sustainability of Renfrewshire Integration Joint Board. The Council acknowledges that while short-term reserve utilisation can assist in managing in-year pressures, underlying structure deficits must be addressed on a recurring basis to ensure long-term financial sustainability. Given the scale of the medium-term funding gap, reliance on reserves, external funding risks, financial sustainability remains a significant audit risk for 2026/27 and will continue to be subject to detailed review as part of our wider scope audit work. OOur audit response: During our audit we will review whether the Council has appropriate arrangements in place to manage its financial position. Our work will include an assessment of progress made in developing financially sustainable plans which reflect the medium and longer term impact of cost pressures and that continue to support the delivery of the Council’s statutory functions and strategic objectives. Further wider scope considerations In formulating our audit plan, we identified areas of further focus for our work in other wider scope areas: Financial management x Whether there are effective arrangements in place to budget for, monitor and deliver its capital plans, including whether capital budgets and profiling reflect delivery capacity and prevailing market conditions. Page 47 of 228
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Renfrewshire Council: External Audit Plan 2025/26 | Azets Page 28 of 48 PUBLIC x Whether the planned savings in the year have been set realistically, monitored effectively and were achieved. VVision, leadership and governance x Whether the Council has effective arrangements in place to support transparent and open decision making, including how options appraisals and business cases are presented to members to support effective scrutiny. x Whether the leadership development has been embedded across the organisation and whether the impact of the leadership programme continues to be assessed on a regular basis, including the Council’s ongoing approach to organisational culture and governance improvement. Use of resources to improve outcomes x Impact of the savings exercises and budget reductions on the quality of the delivery of the Council services. x Whether the Council has effective arrangements in place to deliver major capital projects. x Whether the Council reported its performance in line with the requirements of the Statutory Performance Indicators Direction applicable to 2025/26 to 2027-28. Page 48 of 228
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Renfrewshire Council: External Audit Plan 2025/26 | Azets Page 29 of 48 PUBLIC CCoats Observatory Trust Fund The Charities Accounts (Scotland) Regulations 2006 outline the accounting and auditing requirements for charitable bodies. The Regulations require an auditor to prepare a report to the charity trustees where an audit is required by any other enactment. The Council’s charitable trust is covered by the requirements of section 106 of the Local Government (Scotland) Act 1973 and consequently requires a full audit. Each registered charitable trust has required a full audit since 2013/14. The council has one registered charity – Coats Observatory Trust Fund. Significant risks at the financial statement level The table below summarises the significant risk of material misstatement identified at the financial statement level. This risk is considered to have a pervasive impact on the financial statements as a whole and potentially affect many assertions for classes of transaction, account balances and disclosures. Identified risk of material misstatement Audit approach Management override of controls (The Coats Observatory) Management is in a unique position to perpetrate fraud because of their ability to manipulate accounting records and prepare fraudulent financial statements by overriding controls that otherwise appear to be operating effectively. Although the level of risk of management override of controls will vary from entity to entity, the risk is nevertheless present in all entities. Due to the unpredictable way in which such override could occur, it is a risk of material misstatement due to fraud and thus a significant risk. Risk oof material misstatement: Very High Procedures performed to mitigate risks of material misstatement in this area will include: x documenting our understanding of the journals posting process and evaluating the design and implementation effectiveness of management controls over journals; x analysing the journals listing and determining the criteria for selecting high risk and/or unusual journals; x testing high risk and/or unusual journals posted during the year and after the draft accounts stage back to supporting documentation for appropriateness, corroboration and to ensure approval has been undertaken in line with the Trust’s journals policy; x gaining an understanding of the key accounting estimates and critical Page 49 of 228
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Renfrewshire Council: External Audit Plan 2025/26 | Azets Page 30 of 48 PUBLIC IIdentified risk of material misstatement AAudit approach Management override of controls (The Coats Observatory) judgements made by management. We will challenge assumptions and consider for reasonableness and indicators of bias which could result in material misstatement due to fraud; and x valuating the rationale for any changes in accounting policies, estimates or significant unusual transactions. Page 50 of 228
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Renfrewshire Council: External Audit Plan 2025/26 | Azets Page 31 of 48 PUBLIC AAudit team, logistics and requirements Your core audit team Engagement DDirector Rebecca Lister Rebecca.Lister@azets.co.uk Rebecca is the key contact for senior management and has overall responsibility for the audit quality and the audit opinion. Engagement Manager Adrian Kolodziej Adrian.Kolodziej@azets.co.uk Adrian is responsible for the overall management of the audit and quality assurance of audit work. He is the key contact for the finance team management. Engagement Assistant Manager Ava Campbell Ava.Campbell@azets.co.uk Ava leads the on and off-site audit visits. Ava is the key day-to-day contact for the finance team. Audit Timetable The following timetable indicates the key milestones of the audit. Event Date Audit planning wwork, including planning meetings February 2026 Audit, Risk and Scrutiny Board to consider audit pplan March 2026 Best Value work February – May 2026 Page 51 of 228
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Renfrewshire Council: External Audit Plan 2025/26 | Azets Page 32 of 48 PUBLIC IInterim aaudit work March 2026 RReceipt of draft accounts 30 June 2026 CCommencement of audit ffieldwork 6 July 2026 AAudit, Risk and Scrutiny Board to consider aaccounts and audit report 21 September 2026 Council meeting to approve accounts for signing 24 September 2026 Grant claims and returns: • Non domestic Rate Income return (NDRI) • Housing Benefit subsidy claim (HB) 31 December 2026 Our expectations and requirements For us to be able to complete our work in line with the agreed fee and timetable, we require the following: x Draft financial statements to be produced to a good quality by the deadlines agreed with us. These should be complete including all notes, the management commentary, annual governance statement and the remuneration report; x The provision of good quality working papers at the same time as the draft financial statements. These will be discussed in advance to ensure clarity over our expectations; x The provision of agreed data reports at the start of the audit, fully reconciled to the values in the accounts, to facilitate our selection of samples for testing; x Ensuring staff are available and on site (as agreed) during the period of the audit; and x Prompt and sufficient responses to audit queries to minimise delays. The audit process is underpinned by effective project management to co-ordinate and apply our resources efficiently to meet your deadlines. It is essential that the audit team and the Council’s finance team work closely together to achieve the above timetable. Page 52 of 228
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Renfrewshire Council: External Audit Plan 2025/26 | Azets Page 33 of 48 PUBLIC IIndependence, objectivity and other services provided The Ethical Standards and ISA (UK) 260 require us to give you full and fair disclosure of matters relating to our independence. In accordance with our profession’s ethical requirements and further to our audit plan issued confirming audit arrangements we confirm that there are no further facts or matters that impact on our integrity, objectivity and independence as auditors that we are required or wish to draw to your attention. We consider an objective, reasonable and informed third party would take the same view. We confirm that Azets Audit Services and the engagement team complied with the FRC’s Ethical Standard. We confirm that all threats to our independence have been properly addressed through appropriate safeguards and that we are independent and able to express an objective opinion on the financial statements. In particular: Non-audit services: Separate teams within Azets provides the following services to two of the Council subsidiaries (Paisley Museum Reimagined Ltd, Renfrewshire Leisure Ltd): tax returns/compliance and preparation of the accounts. The fees for these services add up to c.£3,300. We have considered the following threats to independence could be present as a result of non-audit services: self-review, self-interest, management. Accounts preparation services is a straightforward process of the client trial balances being imported and statutory accounts being produced. Any adjustments will be put forward to the clients management for approval before they are made. Accounts are prepared using clients trial balances, any adjustments are agreed with management before posting and second manager review of accounts will be undertaken. We assess the risk of management, self-interest and self-review is mitigated due to the fact that the: audit of subsidiaries is performed by separate audit teams led by a different responsible individuals; preparation of the accounts is an admin task with no judgement applied and adjustment approved by management; impact on group audit of Paisley Museums Reimagined is not significant and normally the Council group audit team would perform specific procedures as required on pension asset of Renfrewshire Leisure Ltd; the fees for preparation of the accounts are significantly lower than audit fees. We assess the risk of management, self-interest and self-review mitigated due to the fact that the separate team members work on the tax computation and audit which is reviewed by separate manager/partner/director. Tax fees are substantially lower than the audit fees. Page 53 of 228
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Renfrewshire Council: External Audit Plan 2025/26 | Azets Page 34 of 48 PUBLIC x Contingent fees: No contingent fee arrangements are in place for any services provided. x Gifts and hospitality: We have not identified any gifts or hospitality provided to, or received from, any member of the Council, senior management or staff. x Relationships: We have no other relationships with the Council, its directors, senior managers and affiliates, and we are not aware of any former partners or staff being employed, or holding discussions in anticipation of employment, as a director, or in a senior management role covering financial, accounting or control related areas. Page 54 of 228
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Renfrewshire Council: External Audit Plan 2025/26 | Azets Page 35 of 48 PUBLIC AAudit Fees The Group and the Council audit The quality of audit work is an essential requirement in successfully delivering a fully compliant ISA and Code of Audit Practice audit. Audit Scotland sets an expected audit fee that assumes the body has sound governance arrangements in place, has been operating effectively throughout the year, prepares comprehensive and accurate unaudited accounts and meets the agreed timetable for audit. The expected fee is reviewed by Audit Scotland each year, based on Audit Scotland’s overall budget proposals. The budget proposal and fee levels (for the 2025/26 audits) have been developed in the context of a challenging economic financial environment and the challenges facing public services. As auditors we negotiate a fee with the Council during the planning process. The fee may be varied above the expected fee level to reflect the circumstances and local risks within the body. The expected fee for auditor remuneration set by Audit Scotland for the 2025/26 audit of the Renfrewshire Council is £311,220. We have proposed an increase of 10% due to additional work required in relation to the group specific scope procedures, quality and complexity of the working papers, additional procedures in relation to payroll testing, and heightened scrutiny over significant risk areas and the need to meet increasing audit quality and regulatory standards It is our policy to bill for overruns or scope extensions e.g., where we have incurred delays, deliverables have been late or of poor quality, where key personnel have not been available, or we have been asked to do extra work. 2025/26 (£s) 2024/25 (£s) Auditor remuneration (expected fee level) 311,220 299,830 Auditor remuneration (above expected fee level for additional areas noted above) 31,120 38,464 Pooled costs 10,730 7,530 Contribution to PABV costs 81,090 79,800 Sectoral cap adjustment 65,430 61,830 Total fee 4999,5990 487,454 We will take account of the risk exposure of the Council and the management assurances in place. We assume receipt of the draft working papers at the outset of our on-site final audit visit. If the draft accounts and papers are late, or agreed management assurances are Page 55 of 228
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Renfrewshire Council: External Audit Plan 2025/26 | Azets Page 36 of 48 PUBLIC unavailable, we reserve the right to charge an additional fee for additional audit work. An additional fee will be required in relation to any other significant exercises not within our planned audit activity. RRenfrewshire Council Charitable Trust (Coats Observatory) audit The audit fee in the table above does not include the cost of auditing charitable trust fund. We propose setting the audit fee for the audit of the charitable trust at £6,760 which represents 4.3% increase in line with Audit Scotland notification. Page 56 of 228
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Renfrewshire Council: External Audit Plan 2025/26 | Azets Page 37 of 48 PUBLIC AAppendices Appendix 1: Materiality 3838 Appendix 2: Responsibilities of the Council and the Auditor 411 Page 57 of 228
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Renfrewshire Council: External Audit Plan 2025/26 | Azets Page 38 of 48 PUBLIC AAppendix 1: Materiality Whilst our audit procedures are designed to identify misstatements which are material to our audit opinion, we also report to those charged with governance and management any uncorrected misstatements of lower value errors to the extent that our audit identifies these. Under ISA (UK) 260 we are obliged to report uncorrected omissions or misstatements other than those which are ‘clearly trivial’ to those charged with governance. ISA (UK) 260 defines ‘clearly trivial’ as matters that are clearly inconsequential, whether taken individually or in aggregate and whether judged by any quantitative or qualitative criteria. An omission or misstatement is regarded as material if it would reasonably influence the users of the financial statements. The assessment of what is material is a matter of professional judgement and is affected by our assessment of the risk profile of the Council and the needs of the users. When planning, we make professional judgements about the size of misstatements which we consider to be material, based on our knowledge of the Council, considering factors such as financial stability, expectations of readers and stakeholders, sector developments and financial reporting requirements. In determining materiality we consider the level of misstatement that could reasonably be expected to influence the economic decisions of users taken on the basis of the financial statements. Our assessment, at the planning stage, of materiality for the year ended 31 March 2026 was calculated as follows. Group and Council Materiality Group Materiality £ Council Materiality £ Overall materiality for the financial statements 18,100,000 18,000,000 Performance materiality (75% of materiality) 13,575,000 13,500,000 Trivial tthreshold 905,000 900,000 Materiality Our initial assessment is based on approximately 2% of the Council’s gross expenditure as disclosed in the 2024/25 audited annual accounts. We consider this to be the principal consideration for the users of the financial statements when assessing financial performance of the Council. The financial statements are considered to be materially misstated where total errors exceed this value. Performance materiality 75% of materiality Page 58 of 228
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Renfrewshire Council: External Audit Plan 2025/26 | Azets Page 39 of 48 PUBLIC Performance materiality is the working level of materiality used throughout the audit. We use performance materiality to determine the nature, timing and extent of audit procedures carried out. We perform audit procedures on all transactions, or groups of transactions, and balances that exceed our performance materiality. This means that we perform a greater level of testing on the areas deemed to be at significant risk of material misstatement. Performance materiality is set at a value less than overall materiality for the financial statements as a whole to reduce to an appropriately low level the probability that the aggregate of the uncorrected and undetected misstatements exceed overall materiality. TTrivial tthreshold 5% of overall materiality Trivial misstatements are matters that are clearly inconsequential, whether taken individually or in aggregate and whether judged by any quantitative or qualitative criteria. Individual errors above this threshold are communicated to those charged with governance. We also consider whether any specific items of account require a separate, lower materiality. We have determined that no specific materiality levels needed to be set for this audit. Common Good Funds and Coats Observatory Materiality The Council maintains three Common Good funds, which were deregistered as charities two years ago and do not require a separate audit opinion. However, we set out separate materiality levels for these funds as these will be specifically covered by the Renfrewshire Council auditor’s opinion and are shown as a separate statement in the Council’s financial statements. Overall Materiality £ Performance Materiality £ Trivial Threshold £ CGF Paisley 197,000 147,750 9,850 CGF Johnstone 1,500 1,125 100 CGF Renfrew 1,104,000 828,000 55,200 Coats Observatory Trust 55,000 41,250 2,750 Overall materiality: our assessment is based on approximately 3% of net assets. We consider this benchmark to be the principal consideration for the users of the financial statements when assessing the performance of each charitable trust. Performance materiality: Using our Page 59 of 228
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Renfrewshire Council: External Audit Plan 2025/26 | Azets Page 40 of 48 PUBLIC professional judgement we have calculated performance materiality at approximately 75% of overall materiality. Trivial threshold: 5% of overall materiality for the financial statements, with the Johnstone Fund rounded up to £100. Page 60 of 228
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Renfrewshire Council: External Audit Plan 2025/26 | Azets Page 41 of 48 PUBLIC AAppendix 2: Responsibilities of the Council and the Auditor The Council’s responsibilities The Council has primary responsibility for ensuring the proper financial stewardship of public funds, compliance with relevant legislation and establishing effective arrangements for governance, propriety and regularity that enables it to successfully deliver its objectives. The features of proper financial stewardship include the following: Area Council rresponsibilities Corporate ggovernance The Council is responsible for establishing arrangements to ensure the proper conduct of its affairs including the legality of activities and transactions, and for monitoring the adequacy and effectiveness of these arrangements. Those charged with governance should be involved in monitoring these arrangements. Financial sstatements and related rreports The Council has responsibility for: x preparing financial statements which give a true and fair view of the financial position and its expenditure and income, in accordance with the applicable financial reporting framework and relevant legislation; x maintaining accounting records and working papers that have been prepared to an acceptable professional standard and support the balances and transactions in its financial statements and related disclosures; x ensuring the regularity of transactions, by putting in place systems of internal control to ensure that they are in accordance with the appropriate authority; and x preparing and publishing, along with the financial statements, an annual governance statement, management commentary (or equivalent) and a remuneration report in accordance with prescribed requirements. Management commentaries should be fair, balanced and understandable. Management is responsible, with the oversight of those charged with governance, for communicating relevant information to users about the entity and its financial performance, including providing adequate disclosures in accordance with the applicable financial Page 61 of 228
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Renfrewshire Council: External Audit Plan 2025/26 | Azets Page 42 of 48 PUBLIC AArea CCouncil rresponsibilities reporting framework. The relevant information should be communicated clearly and concisely. The Council is responsible for developing and implementing effective systems of internal control as well as financial, operational and compliance controls. These systems should support the achievement of its objectives and safeguard and secure value for money from the public funds at its disposal. The Council is also responsible for establishing effective and appropriate internal audit and risk-management functions. SStandards of cconduct for pprevention and ddetection of ffraud and error The Council is responsible for establishing arrangements to prevent and detect fraud, error and irregularities, bribery and corruption and also to ensure that its affairs are managed in accordance with proper standards of conduct by putting proper arrangements in place. FFinancial pposition The Council is responsible for putting in place proper arrangements to ensure the financial position is soundly based having regard to: x Such financial monitoring and reporting arrangements as may be specified; x Compliance with statutory financial requirements and achievement of financial targets; x Balances and reserves, including strategies about levels and their future use; x Plans to deal with uncertainty in the medium and long term; and x The impact of planned future policies and foreseeable developments on the financial position. Best value The Council has a specific responsibility to make arrangements to secure Best Value. Best Value is defined as continuous improvement in the performance of the body’s functions. In securing Best Value, the local government body is required to maintain an appropriate balance among: • The quality of its performance of its functions • The cost to the body of that performance • The cost to persons of any service provided by it for them on a wholly or partly rechargeable basis. In maintaining that balance, the Council shall have regard to: • Efficiency Page 62 of 228
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Renfrewshire Council: External Audit Plan 2025/26 | Azets Page 43 of 48 PUBLIC AArea CCouncil rresponsibilities • Effectiveness • Economy • The need to meet the equal opportunity requirements. The Council should discharge its duties in a way which contributes to the achievement of sustainable development. Specified audited bodies are required to prepare and publish performance information in accordance with Directions issued by the Accounts Commission. Page 63 of 228
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Renfrewshire Council: External Audit Plan 2025/26 | Azets Page 44 of 48 PUBLIC TThe Accounts Commission, Controller of Audit and Audit Scotland The Accounts Commission is an independent public body. Its members are appointed by Scottish Ministers and are responsible for holding local government to account. Under statute, the Accounts Commission appoints a Controller of Audit to consider the results of the audit of accounts, including the wider-scope responsibilities and Best Value auditing. The Controller of Audit makes reports to the Accounts Commission on matters arising from the accounts and on Best Value and acts independently of the Accounts Commission when reporting to it. Audit Scotland is an independent statutory body that co-ordinates and supports the delivery of high-quality public sector audit in Scotland. Audit Scotland oversees the appointment and performance of auditors, provides technical support, delivers performance audit and Best Value work programmes and undertakes financial audits of public bodies. Auditor responsibilities Code of Audit Practice The Code of Audit Practice (the Code) describes the high-level, principles-based purpose and scope of public audit in Scotland. The Code of Audit Practice outlines the responsibilities of external auditors appointed by the Accounts Commission and it is a condition of our appointment that we follow it. Our responsibilities Auditor responsibilities are derived from the Code, statute, International Standards on Auditing (UK) and the Ethical Standard for auditors, other professional requirements and best practice, and guidance from Audit Scotland. We are responsible for the audit of the accounts and the wider-scope responsibilities explained below. We act independently in carrying out our role and in exercising professional judgement. We report to the Council and others, including Audit Scotland, on the results of our audit work. Weaknesses or risks, including fraud and other irregularities, identified by auditors, are only those which come to our attention during our normal audit work in accordance with the Code and may not be all that exist. Wider scope audit work Reflecting the fact that public money is involved, public audit is planned and undertaken from a wider perspective than in the private sector. Page 64 of 228
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Renfrewshire Council: External Audit Plan 2025/26 | Azets Page 45 of 48 PUBLIC The wider scope audit specified by the Code broadens the audit of the accounts to include additional aspects or risks in areas of financial management; financial sustainability; vision, leadership and governance; and use of resources to improve outcomes. FFinancial MManagement Financial management means having sound budgetary processes. Audited bodies require to understand the financial environment and whether their internal controls are operating effectively. AAuditor considerations Auditors consider whether the body has effective arrangements to secure sound financial management. This includes the strength of the financial management culture, accountability, and arrangements to prevent and detect fraud, error and other irregularities. FFinancial sustainability Financial sustainability means being able to meet the needs of the present without compromising the ability of future generations to meet their own needs. AAuditor considerations Auditors consider the extent to which audited bodies show regard to financial sustainability. They look ahead to the medium term (two to five years) and longer term (over five years) to consider whether the body is planning effectively so it can continue to deliver services. Page 65 of 228
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Renfrewshire Council: External Audit Plan 2025/26 | Azets Page 46 of 48 PUBLIC VViision, leadership and governance Audited bodies must have a clear vision and strategy and set priorities for improvement within this vision and strategy. They work together with partners and communities to improve outcomes and foster a culture of innovation. AAuditor considerations Auditors consider the clarity of plans to implement the vision, strategy and priorities adopted by the leaders of the audited body. Auditors also consider the effectiveness of governance arrangements for delivery, including openness and transparency of decision-making; robustness of scrutiny and shared working arrangements; and reporting of decisions and outcomes, and financial and performance information. Use of resources to improve outcomes Audited bodies need to make best use of their resources to meet stated outcomes and improvement objectives, through effective planning and working with strategic partners and communities. This includes demonstrating economy, efficiency and effectiveness through the use of financial and other resources, and reporting performance against outcomes. Auditor considerations Auditors consider the clarity of arrangements in place to ensure that resources are deployed to improve strategic outcomes, meet the needs of service users taking account of inequalities, and deliver continuous improvement in priority services. Best Value Appointed auditors have a duty to be satisfied that local government bodies have made proper arrangements to secure best value. Our work in respect of the Council’s best value arrangements is integrated into our audit approach, including our work on the wider scope areas as set out in this plan. Audit quality The Auditor General and the Accounts Commission require assurance on the quality of public audit in Scotland through comprehensive audit quality arrangements that apply to all audit Page 66 of 228
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Renfrewshire Council: External Audit Plan 2025/26 | Azets Page 47 of 48 PUBLIC work and providers. These arrangements recognise the importance of audit quality to the Auditor General and the Accounts Commission and provide regular reporting on audit quality and performance. Audit Scotland maintains and delivers an Audit Quality Framework. The most recent audit quality report can be found at Quality of public audit in Scotland: Annual report 2024/25 | Audit Scotland Page 67 of 228
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PUBLICPUBLIC info@azets.co.uk | azets.co.uk © Azets 2026. All rights reserved. Azets refers to Azets Audit Services Limited. Registered in England & Wales Registered No. 09652677. VAT Registration No. 219 0608 22. Registered to carry on audit work in the UK and regulated for a range of investment business activities by the Institute of Chartered Accountants in England and Wales. Moving forward with confidence Page 68 of 228
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1 PUBLIC ___________________________________________________________________ To: Audit, Risk and Scrutiny Board On: 16 March 2026 ___________________________________________________________________ Report by: Chief Auditor ___________________________________________________________________ Heading: Internal Audit Review of Compliance with the Code of Corporate Governance ___________________________________________________________________ 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 The Chief Executive has responsibility for reporting annually to the Audit, Risk and Scrutiny Board on compliance with the Code and any changes to the Code that may be necessary to maintain it and ensure its effectiveness in practice. In addition, the Council’s Chief Auditor has responsibility to review independently and report to the Audit, Risk and Scrutiny Board annually, to provide assurance on the adequacy and effectiveness of the Code and the extent of compliance with it. 1.3 Internal Audit has reviewed the adequacy and effectiveness of the revised Code which was presented to the Audit, Risk and Scrutiny Board on 17 March 2025. Based on our sample check of the evidence used to demonstrate compliance, we would confirm that the Council complies with the requirements of the Local Code of Corporate Governance. In addition, it is evident that the Local Code has been subject to review and updating in line with developments in best practice and any revised Council Policies. Item 3 Page 69 of 228
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2 PUBLIC 1.4 The Chief Executive endorses the Chief Auditor’s recommendation that the Local Code should continue to be subject to an annual review to ensure that it continues to reflect developments in best practice in governance. ___________________________________________________________________ 2. Recommendations 2.1 Members are invited to note the contents of this report. _________________________________________________________ 3. Background 3.1 Delivering Good Governance in Local Government: Framework, published by CIPFA in association with Solace in 2007, set the standard for local authority governance in the UK. CIPFA and Solace reviewed the Framework in 2015 to ensure it remains ‘fit for purpose’ and published a revised edition in spring 2016. The new code places greater emphasis on relationship and behaviours between elected members and senior management; performance reporting; and council and service level plans. 3.2 The Council’s Local Code of Corporate Governance has been reviewed and updated in line with this framework and to reflect any updated Council policies. Page 70 of 228
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3 PUBLIC ___________________________________________________________________ Implications of the Report 1. Financial - None 2. HR & Organisational Development - None 3. Community Planning – None 4. Legal - None 5. Property/Assets - None 6. Information Technology - None 7. Equality & Human Rights – None 8. Health & Safety – None 9. Procurement - None 10. Risk - None 11. Privacy Impact – None 12. COSLA Implications – None 13. Climate Risk – None 14. Children’s Rights - None ___________________________________________________________________ Author: Karen Campbell, Chief Auditor Page 71 of 228
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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. Item 4 Page 73 of 228
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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. Page 74 of 228
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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 Page 75 of 228
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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 Page 76 of 228
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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. Page 77 of 228
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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 Page 78 of 228
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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. Page 79 of 228
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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. Page 80 of 228
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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, Page 81 of 228
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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 Page 82 of 228
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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. Page 83 of 228
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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. Page 84 of 228
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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 Page 85 of 228
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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. Page 86 of 228
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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 Page 87 of 228
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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. Page 88 of 228
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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 Page 89 of 228
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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. Page 90 of 228
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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 Page 91 of 228
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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. Page 92 of 228
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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 Page 93 of 228
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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 Page 94 of 228
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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 Page 95 of 228
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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 Page 96 of 228
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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 Page 97 of 228
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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 Page 98 of 228
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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 Page 99 of 228
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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 Page 100 of 228
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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 Page 101 of 228
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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 Page 102 of 228
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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 Page 103 of 228
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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 Page 104 of 228
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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 Page 105 of 228
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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 Page 106 of 228
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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 Page 107 of 228
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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 Page 108 of 228
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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 Page 109 of 228
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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 Page 110 of 228
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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 Page 111 of 228
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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. Page 112 of 228
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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 Page 113 of 228
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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 Page 114 of 228
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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 Page 115 of 228
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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 Page 116 of 228
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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. Page 117 of 228
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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 Page 118 of 228
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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. Page 119 of 228
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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 Page 120 of 228
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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 Page 121 of 228
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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 Page 122 of 228
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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 Page 123 of 228
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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 Page 124 of 228
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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 Page 125 of 228
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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 Page 126 of 228
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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 Page 127 of 228
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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 Page 128 of 228
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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) Page 129 of 228
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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 Page 130 of 228
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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 Page 131 of 228
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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 Page 132 of 228
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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. Page 133 of 228
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Page 2 of 6 OFFICIAL To: Audit, Risk and Scrutiny Board On: 16 March 2026 ___________________________________________________________________ Report by: Director of Children’s Services ___________________________________________________________________ Heading: Report on Keeping The Promise in Renfrewshire 2026 _______________________________________________________________ 1. Summary 1.1. At the Audit, Risk and Scrutiny Board meeting on 19 January 2026, a report titled Audit Scotland Briefing: Improving Care Experience – Delivering ‘The Promise’ was presented. The Board agreed that the Keeping The Promise in Renfrewshire – March 2026 annual report would be submitted to a future meeting. 1.2. This paper invites elected members to note the annual report, formally titled: Renfrewshire’s Promise – Report on Keeping The Promise to Renfrewshire’s Infants, Children, Young People and Families (2026), covering activity from February 2025 to February 2026. The report will also have been considered by the Education and Children’s Services Policy Board on 12 March 2026. 1.3. The report outlines Renfrewshire’s continued progress in delivering Scotland’s Promise, ensuring Care Experienced infants, children, young people and families are safe, loved and respected. It summarises key developments across early help, whole‑family support, education, youth voice, employability and children’s hearings. 1.4. The report highlights strengthened partnership working, increased participation from young people, growth of the Promise Keeper Network, and ongoing workforce development rooted in trauma‑informed and rights‑based practice. It also sets out how services, including housing, employability, justice, maternity, digital inclusion and education, are embedding compassionate, relational approaches shaped by lived experience. 1.5. The report demonstrates Renfrewshire’s collective commitment to system change, reducing stigma, improving outcomes and building a more inclusive environment for Care Experienced people. 1.6. Two versions of the report have been produced: • Renfrewshire’s Promise (2026): a full strategic and operational report for stakeholders. Item 5 Page 135 of 228
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Page 3 of 6 OFFICIAL • The Pinky Promise 2026: a child‑friendly, plain English version created with younger readers to support accessible understanding of The Promise. ___________________________________________________________________ 2. Recommendations 2.1. The Audit, Risk and Scrutiny Board is asked to: note the contents of both reports attached (Renfrewshire’s Promise 2026 and The Pinky Promise 2026), which outline Renfrewshire’s progress in delivering The Promise during 2025–26. ___________________________________________________________________ 3. Background 3.1. The Promise remains a core strategic priority for Renfrewshire’s Children’s Services Partnership. Partners are committed to providing support to children and families at the earliest opportunity, as outlined in the Children’s Services Partnership Plan 2023–26 and reinforced through Scotland’s Promise Plan 24‑30 and associated national implementation requirements. 3.2. Delivering The Promise in Renfrewshire forms part of a broader vision to improve outcomes for infants, children and young people who may face adversity, trauma, inequality or barriers to positive life chances. The local approach aligns with GIRFEC, UNCRC incorporation, the National Trauma Transformation Programme and the Whole Family Wellbeing agenda. 3.3. Between 2017 and 2020, Scotland’s Independent Care Review engaged with more than 5,500 people, including Care Experienced infants, children, young people, adults, and members of the paid and unpaid workforce. Their insights informed the foundations of The Promise. 3.4. The Independent Care Review concluded in 2020 with a set of recommendations describing the changes required to transform Scotland’s “care system.” The Scottish Parliament committed to fully implementing these recommendations by 2030. Renfrewshire’s local activity is directly aligned with these national expectations. 3.5. Renfrewshire’s local governance and delivery are supported by dedicated leadership and strong partnership oversight. The Promise Manager provides strategic leadership for Renfrewshire’s Children’s Services Partnership, ensuring local plans reflect national priorities and legislative developments, and coordinating multi‑agency implementation across council services, appropriate children’s services partners and third‑sector partners. The Promise Ambassador supports teams to embed the voice of Care Experienced people in service design and improvement and co‑chairs the Supporting the Workforce workstream, which focuses on developing employment pathways and strengthening staff capability. 3.6. Oversight is provided by Renfrewshire’s Promise Strategic Oversight Group, chaired by the Chief Social Work Officer and bringing together senior leaders from the council, children’s services partners and third‑sector partners. The Group meets three to four times per year to provide clear governance, monitor progress and ensure a cohesive, cross‑sector approach to keeping The Promise. Page 136 of 228
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Page 4 of 6 OFFICIAL 3.7. Delivering The Promise is both a programme of work and a cultural shift. It challenges traditional systems, redefines roles and supports the development of services that are compassionate, inclusive and responsive. 3.8. The full 2026 report provides detailed information on activity delivered across Renfrewshire, including progress in the following areas: The Promise in Renfrewshire - Provides an overview of Renfrewshire’s commitment to Keeping The Promise, including guiding principles, priorities, challenges, and how services are aligning with national expectations. Renfrewshire’s Promise Approach in Numbers - Summarises key statistics showing activity, engagement, and progress across the year, such as numbers of Promise Keepers, youth participation, school involvement, and partnership work. Youth Voice Leading Change - Highlights how Care Experienced young people shape decisions, including youth‑led campaigns, creative projects, community space redesigns, and events like Promise YouthyFest. Renfrewshire’s Promise Keeper Network - Describes the expanding network of Promise Keepers across services and sectors, showcasing how staff champion The Promise and influence practice and culture change. Promise Keeper Conference 2025 - Reports on the annual conference focused on employability for Care Experienced people, including key speakers, themes, reflections, and outcomes. Renfrewshire Language Policy - Explains work to promote inclusive, non‑stigmatising language around Care Experience, including progress, consultation, and planned updates. Supporting the Workforce and Spotlight on Employability - Covers efforts to improve employability for Care Experienced young people, including the Human Library, Care Experienced Staff Network, guaranteed interview scheme, and workforce learning. Whole Family Wellbeing Approach in Renfrewshire - Describes Renfrewshire’s approach which delivers early, relationship-based family support aligned with The Promise, enhancing wellbeing, strengthening families and reducing the need for crisis interventions. Keeping The Promise in Children’s Hearings - Outlines improvements across the Children’s Hearings System, including trauma‑informed practice, child‑friendly scheduling, advocacy, and cross‑council collaboration. Community Justice and The Promise: Working Together - Demonstrates how community justice activity aligns with The Promise through early intervention, partnership working, lived‑experience involvement, and whole‑system planning. Renfrewshire Council’s Housing Services: Delivering on The Promise - Describes how housing and homelessness services support Care Experienced young people with personalised pathways, prevention work, and trauma‑informed practice. Renfrewshire’s Promise Partnership Projects in Education - Summarises two major school‑based Promise projects showing how schools improved inclusion, transitions, and wellbeing. Page 137 of 228
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Page 5 of 6 OFFICIAL Communities that Care: Building Inclusive School Communities - Explains the whole‑school programme delivered with Who Cares? Scotland to reduce stigma, integrate learning about Care Experience, and promote empathy and inclusion. Stronger Start: Embedding The Promise in Maternity Support - Describes a wrap‑around financial advice and advocacy service in maternity settings, supporting families early and reducing stressors that impact infant wellbeing. Circuit: Reimagining Digital Education and Creative Technology - Outlines the digital skills programme co‑designed with Care Experienced young people, offering creative tech learning, safe spaces, and improved access to digital opportunities. ___________________________________________________________________ Implications of this report 1. Financial - Delivering The Promise needs sustained investment with long‑term, stable funding vital to maintain early intervention and prevention. 2. HR and Organisational Development - There are workforce impacts, including promoting the Care Experienced Staff Network, iLearn Promise module, revised recruitment and the Guaranteed Interview Scheme, requiring HR input, staff training and wider organisational awareness. 3. Community/Council Planning Building strong, safe and resilient communities - Providing families and children with support to remain together will ensure our communities are supportive places for children to grow up in. Tackling inequality, ensuring opportunities for all - Providing families and children with the help they need at the earliest point possible will ensure our communities are inclusive for all. Working together to improve outcomes - Providing excellent quality care is central to ensuring that the most vulnerable children and families in Renfrewshire are provided with an opportunity to achieve their potential 4. Legal - The report references forthcoming legislation including the Children (Care, Care Experience and Services Planning) (Scotland) Bill and UNCRC incorporation, both of which will have implications for compliance, duties and decision‑making across Children’s Services. 5. Property/Assets - None 6. Information Technology - None 7. Equality and Human Rights - Activity around The Promise directly supports equality, anti‑stigma work, trauma‑informed practice and rights‑based delivery. The report outlines Page 138 of 228
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Page 6 of 6 OFFICIAL whole‑system work aimed at reducing inequality, improving inclusion, and addressing discriminatory barriers for Care Experienced people 8. Health and Safety - None 9. Procurement - None 10. Risk - The report references short‑term funding, workforce pressures, and evolving legislative reform, alongside a heavy reliance on cross‑sector collaboration to deliver outcomes. 11. Privacy Impact - None 12. Climate Risk - None 13. Children’s Rights - The report links The Promise to UNCRC incorporation, embedding children’s rights in planning and practice so young people are heard, involved in decisions and supported through rights-based, trauma-informed services. 14. COSLA Policy Position - COSLA remains committed to delivering The Promise, noting this requires realistic, coherent and adequately funded national policy. List of Background Papers The foregoing background papers will be retained within children’s services for inspection by the public for the prescribed period of four years from the date of the meeting. ___________________________________________________________________ Children’s Services Author: Maurice Gilligan, Promise Manager, Children’s Services, maurice.gilligan@renfrewshire.gov.uk Page 139 of 228
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Renfrewshire’s Promise Keeping The Promise in Renfrewshire Report on Keeping The Promise to Renfrewshire’s Infants, Children, Young People and Families. March 2026 Page 140 of 228
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Renfrewshire’s Promise Contents 1 5 6 8 9 10 11 14 15 17 19 21 26 29 32 34 35 36 39 The Promise in Renfrewshire Renfrewshire’s Promise Approach in Numbers Youth Voice Leading Change Renfrewshire’s Promise Keeper Network Promise Keeper Conference 2025 Renfrewshire Language Policy Supporting the Workforce — Spotlight on Employability Whole Family Wellbeing Approach in Renfrewshire Keeping The Promise in Children’s Hearings Community Justice and The Promise: Working Together Renfrewshire Council’s Housing Services: Delivering on The Promise Renfrewshire’s Promise Partnership Projects in Education Communities that Care: Building Inclusive School Communities Stronger Start: Embedding The Promise in Maternity Support Circuit: Reimagining Digital Education and Creative Technology Promise Team Contact Information and Biographies Appendix 1 — Renfrewshire’s Promise Strategic Oversight Group Appendix 2 — What is the Promise Glossary Page 141 of 228
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Renfrewshire’s Promise The Promise in Renfrewshire This report reflects our shared commitment to Keeping The Promise in Renfrewshire and marks our continued progress on this journey. It covers the period from February 2025 to February 2026. Thank you to all who continue to champion this work. Page 142 of 228
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1Renfrewshire’s Promise The Promise in Renfrewshire Our Commitment The Promise remains a strategic priority for Renfrewshire’s Children’s Services Partnership. As partners, we are committed to working together to provide support to children and families at the earliest possible stage, in line with our shared ambition to keep The Promise. This commitment is embedded in the Renfrewshire Children’s Services Partnership Plan 2023–26 and is aligned with our wider vision to improve outcomes for infants, children and young people who face poverty, adversity, trauma and inequality Our approach actively encourages a culture where children, young people and families feel safe, empowered and heard. We strive to create environments where they can ask questions, express concerns, and shape the services they receive. Listening meaningfully to lived experience is a cornerstone of our work, and we are committed to ensuring that engagement leads to action. Loving and Nurturing Principles: Central to our approach is a commitment to loving, nurturing relationships and listening to children, young people and families. We strive to create a culture where people feel safe and empowered to ask questions and shape the services they receive. We recognise that children experience the care system through relationships, and that those relationships must be grounded in compassion, trust, and respect. Page 143 of 228
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2Renfrewshire’s Promise The Promise in Renfrewshire Resources and Funding Short-term, fragmented funding continues to hinder progress. We advocate for long-term, trust-based investment that prioritises prevention and early intervention. Strategic modelling of investment and disinvestment is essential to ensure resources are allocated effectively. Legislative Reform The development of the Children (Care, Care Experience and Services Planning) (Scotland) Bill and the incorporation of the UNCRC must simplify the legal landscape, strengthen rights, and enhance protections for all Care Experienced people. Whole Family Support Support must be holistic, relational, and free from stigma. The ten principles of intensive family support should be embedded in practice, ensuring timely and equitable access for all families. Supporting the Workforce Scotland’s workforce faces increasing pressures, including high caseloads, retention challenges, and limited resources. There is a growing consensus on the need to enhance support through improved wellbeing initiatives, continuous training, and opportunities for reflective practice. Addressing these issues is vital to sustaining a resilient and effective workforce. Data, Measurement and Reporting Informed by The Promise Progress Framework, we recognise the need for improved data linkage, transparency, and local outcome measurement— particularly from the perspective of Care Experienced individuals. Guided by National Priorities Our local delivery is aligned with and guided by the national priority areas set out by The Promise, which define the systemic changes required by 2030. These priorities are interdependent and must be addressed collectively across both national and local systems. Voice and Participation Meaningful engagement is essential. Coproduction and inclusive decision-making ensure that services reflect lived experience and respond to genuine need. Governance and Accountability Clear roles, responsibility, and oversight are fundamental. We advocate for streamlined structures, stronger leadership, and shared accountability across Children’s Services and wider partnerships. Strategic Planning and Direction The publication of Plan 24–30 marks a shift towards more actionable planning. Sector-specific route maps and alignment with national frameworks are key to delivering consistent and effective services. Page 144 of 228
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3Renfrewshire’s Promise The Promise in Renfrewshire Our Promise work is aligned with key national frameworks and the emerging legislative landscape including: • Incorporation of the UNCRC • Getting It Right For Every Child (GIRFEC) • National Trauma Transformation Programme • Equalities legislation and approaches stigma-free communication around Care Experience, and contributes to its ongoing refinement. A Promise Delivery Mapping and Planning Tool, developed in collaboration with The Promise Scotland, continues to inform our local implementation. This tool has been shared with other local authorities as an example of good practice. Strategic Drivers and Alignment Renfrewshire’s Promise work is now entering a critical phase in the 10-year programme. The publication of Plan 24–30 and the Scottish Government’s Implementation Plan Update have provided a renewed framework for delivery. These plans emphasise: • The need for clear roles, responsibilities and milestones • A shift from consultation to action and measurable impact • The importance of whole-system collaboration and long-term investment In Renfrewshire, we have mapped our local priorities against these national plans and reviewed our governance arrangements to ensure they are fit for purpose. We are actively engaging with children, young people, parents and carers to understand what Plan 24–30 means for them. Governance and Oversight Renfrewshire’s delivery of The Promise is overseen by the Promise Strategic Oversight Group, which reports directly to the Children’s Services Partnership. Following a recent governance review, reflecting national recommendations for streamlined and accountable structures, three core workstreams now inform and provide reports to the Oversight Group: • Whole Family Wellbeing Steering Group • Supporting the Workforce • Renfrewshire Children’s Hearings Improvement Partnership Each workstream is chaired by senior leaders across the partnership and thereby reflecting the national priority areas. Renfrewshire Health and Social Care Partnership (RHSCP) provides strategic leadership in delivering The Promise, contributing to planning, service development, and performance oversight. RHSCP Senior leaders are active members of the Promise Strategic Oversight Group and play a key role in shaping Renfrewshire’s Whole Family Wellbeing approach. They also support workforce development through the Supporting the Workforce workstream. Additionally, RHSCP champions Renfrewshire’s Language Policy, promoting person-centred, Page 145 of 228
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4Renfrewshire’s Promise The Promise in Renfrewshire Next Steps • Continue to strengthen relationships with national partners • Monitor and respond to legislative developments • Support the development and implementation of Plan 24–30 route maps • Ensure our local delivery is aligned with the Promise Progress Framework and contributes to the national Story of Progress • Maintain a focus and advocate for long term, trust-based funding, workforce wellbeing, and whole family support National Engagement and Influence Renfrewshire’s Promise Team maintains strong, constructive relationships with: • The Promise Scotland • Scottish Government • COSLA We are active participants in COSLA’s Promise Leads Network and have hosted visits from national partners to showcase our progress. Renfrewshire Council’s Children’s Service contributions to national consultations have included: • The Children (Care, Care Experience and Services Planning) (Scotland) Bill • Developing a universal definition of Care Experience • Future of Fostering Consultation • Children’s Hearings Redesign Community Planning and Strategic Engagement The Promise Manager and Promise Ambassador have provided strategic support, insight, and challenge to key partnership forums, including Renfrewshire’s Children’s Services Partnership, the Community Planning Partnership Executive Group, and the Forum for Empowering Communities. These contributions have helped reinforce the statutory role of Community Planning Partnerships in tackling inequalities. As a result, Chief Officers and third sector leaders have demonstrated increased awareness and a stronger commitment to delivering on The Promise. The Promise Manager continues to work closely with policy leads across Renfrewshire Council and HSCP to embed The Promise into: • Service Improvement Plans • Strategic Plans • Mid-Year Monitoring Reports • Corporate Management Team discussions Page 146 of 228
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5Renfrewshire’s Promise We continue to build momentum, strengthen partnerships, and place infants, children, young people, and families at the heart of everything we do. This snapshot highlights the commitment of all involved in The Promise, the innovation within our communities, and the leadership demonstrated across services. The numbers below tell a story of progress, of growing networks, meaningful engagement, and tangible change. From schools embracing the Communities That Care programme to young people shaping their own spaces through YouthyFest, Renfrewshire is demonstrating what it means to Keep The Promise. We know that behind every statistic is a person be it a child, a practitioner, a partner all working together to make things better. Promise Keeper Network • 407 active Promise Keepers in Renfrewshire • 105 new Promise Keepers joined in the past year Annual Promise Keeper Conference • 102 attendees (December 2025) Promise Human Library • 101 staff members Promise Team Engagements • 146 internal partner engagements • 57 external partner engagements • 82 Renfrewshire organisations (including council services) actively involved in Keeping The Promise Youth Voice • 189 participants attended Promise YouthyFest 2025 Recognition & Strategic Alignment • 2 submissions to national awards showcasing Renfrewshire Council’s Promise-related work • 7 key partner/service plans aligned with The Promise Communities That Care (CtC) Programme • 63 schools completed Stage 1: Care Aware • 61 schools completed Stage 2: Curriculum Delivery • 43 schools actively delivering CtC lessons • 85% of schools engaged in lesson delivery • 500+ sector partners trained • 783 pupils provided feedback Education Projects 2 school projects funded via the Promise Partnership Fund: • Johnstone High School • St Andrew’s Academy Next Steps • Utilise and share data to demonstrate Renfrewshire’s commitment to Keeping The Promise • Integrate insights into strategic planning processes • Monitor engagement trends to identify active areas and those requiring further outreach • Acknowledge and celebrate the contributions of active partners and Promise Keepers • Promote cross-sector collaboration by highlighting the breadth of commitment across services Renfrewshire’s Promise Approach in Numbers Page 147 of 228
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6Renfrewshire’s Promise Renfrewshire Council Youth Services has been at the forefront of amplifying the voices of Care Experienced young people across the region. Through a rights- based approach rooted in the UNCRC and aligned with National Youth Work Outcomes, the service has embedded youth voice into local decision-making. Empowerment is championed through locality-based forums and targeted outreach, ensuring that even the most marginalised voices are heard and acted upon. Central to this work is the Promise Champs programme, which continues to evolve, reflecting young people’s transitions to positive destinations and welcoming new members through ongoing consultation and outreach. Youth-Led Campaigns and Events The Promise Champs have played a pivotal role in shaping services and leading change. Their involvement in youth-led initiatives has included the annual Promise Present Drives, which in 2023 and 2024 distributed over 300 parcels to Care Experienced young people across Renfrewshire. These campaigns were supported by Youth Services, social workers, and Promise Keeper networks. The Champs also organised inclusive events such as the Festive Lunch and WinterFest, which brought together young people, carers, and families for celebration, connection, and youth-led activities. Summer Programme and Residential Experiences Thanks to the Promise Partnership Youth-led Corra Fund, Youth Services delivered a six-week summer programme co-designed with Promise Champs. Activities included weekly youth clubs, drama workshops, residentials, and trips to destinations such as Edinburgh Zoo and Glasgow’s Splatter Art Studio. These experiences removed barriers to participation and created safe spaces for building friendships, developing skills, and accessing support. One young person shared, “This year we were encouraged to be more independent as a group and plan and decide on things ourselves. It was cool that we got to choose exactly what we wanted to do without the worry of money restrictions.” Creative Projects and Visual Identity Creative projects have also been central to the Champs’ work. The Promise Champs logo and branding were developed through interactive workshops with artist Rachel Jardine, resulting in branded hoodies and posters that strengthened group identity and visibility. A parallel project with Promise Ambassadors at St Andrews High School led to the creation of a logo for badges and keyrings, designed to support peer mentoring and reduce stigma. These visual storytelling efforts align with Renfrewshire’s Language Policy and promote trauma-informed, inclusive representation of Care Experience. Youth Voice Leading Change Page 148 of 228
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7Renfrewshire’s Promise Youth Voice Leading Change Wider Strategic Alignment These activities are mapped using Renfrewshire’s Promise Mapping Tool and reported to the Strategic Oversight Group, ensuring transparency and alignment with national priorities. The programme contributes directly to Renfrewshire’s Promise Plan 2024–2030 and will inform the development of the Promise Strategic Plan 2026–2029. Next Steps • Continue consulting with Care Experienced young people to identify unmet needs and opportunities for improvement • Support youth-led redesigns and creative projects that reflect the voices and experiences of young people • Ensure learning from these activities inform and support the Promise Strategic Oversight Group and align all work with Scotland’s Promise Plan (2024–2030) and Renfrewshire’s Promise Strategic Plan (2026–2029) • Review progress regularly to ensure accountability and impact Youth-Led Redesign of Community Spaces Youth-led redesigns of community spaces have further demonstrated the Champs’ leadership. Four venues were transformed, including the Throughcare meeting room at St James Centre, the Methodist Halls used for youth clubs, an outdoor garden at Johnstone High School, and the entrance of Paisley YMCA. These redesigns created welcoming, youth-friendly environments that support wellbeing, learning, and social connection. A young person involved in the redesign shared, “Redesigning the space made me feel like it was ours, it’s somewhere I want to be.” Promise YouthyFest 2025 The Promise YouthyFest 2025, attended by 189 participants, was a standout achievement. Designed and delivered by Promise Champs, the festival featured music, funfair activities, creative zones, and wellbeing spaces. It showcased youth voice and removed barriers to participation, with families describing the event as “inclusive,” “uplifting,” and “fun.” As one young person reflected, “Planning the summer Youth Festival was my favourite part of this year, it was super fun with lots of things to do and I got to do it all with my friends from club.” Page 149 of 228
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8Renfrewshire’s Promise Renfrewshire’s Promise Keeper Network is a community of local champions for The Promise who promote, advocate and improve outcomes for the Care Experienced community. There are currently 407 Promise Keepers, and this number is growing across Renfrewshire. They ensure The Promise remains at the forefront of service design and delivery. The Promise Keeper Network encompasses the idea that Care Experienced people will access lots of different services in their lives, from council tax to leisure services. It is important that those areas are informed and sensitive to their needs. Our Care Experienced community have told us that they want genuine and authentic people to champion The Promise, and the dedication and commitment our Promise Keepers show further emphasises this. The Promise Keeper network is diverse in terms of seniority and services represented. For example, Social Work, Education, the wider council, the HSCP, Elected Representatives, Community Planning Partners and the third sector. We have been delighted that over the past year, we have expanded our network in both numbers and diversity, welcoming nearly 100 more Promise Keepers to the network. We also now have representation from local sports teams, with both Glenvale FC and Basketball Paisley having Promise Keepers. The Promise Keeper Network has supported the long-term sustainability of the CORRA funded project in St Andrew’s Academy, with Senior Leaders and Principal Teachers joining the network and considering the small changes they can enact within their school and curriculum to advocate for the rights and awareness of their Care Experienced pupils. The Corporate Management Team within the Council made a commitment to ensuring that as a group, they would sign up to become Promise Keepers. We have supported a number of the Corporate Management Team to meet this commitment, including the Chief Executive, over the past year. We have also welcomed volunteers from Home-Start Renfrewshire to the Promise Keeper Network, who brought their commitment and enthusiasm to the role in ensuring that they are sensitive to the needs of both Care Experienced children and adults when working with the families that they support. We aim promote a sense of community and commitment within the Promise Keeper Network, supporting individuals to cascade their learning to their wider teams. Across this past year, this has involved numerous discussions, inputs and presentations across Renfrewshire to further promote the network. We have hosted a range of Promise Keeper Catch-Up sessions in 2025, with a key focus on employability and language which has continued to inform our work centrally. We continue to listen to our Promise Keepers in terms of the support and information they would benefit from and respond accordingly. One of the core principles of the Promise Keeper Network is that it is a learning network, as a Promise Keeper and as a network, we are constantly learning from each other. Renfrewshire’s Promise Keeper Network is informed by our Care Experienced community, they are at the very heart of what we do. Next Steps: • Continue to raise awareness and grow the network • Celebrate success and share case studies • Support our current Promise Keepers Renfrewshire’s Promise Keeper Network Page 150 of 228
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9Renfrewshire’s Promise On the 4th of December 2025, we hosted our third annual Promise Keeper Conference with a theme focused on employability – “How Can We Strive for Renfrewshire to be the Best Place for Care Experienced People to Work?”. The half day event involved a range of speakers, videos and discussions, with networking opportunities throughout. Over 100 Promise Keepers attended the event which was the highest turnout for a Promise Keeper Conference to date. The conference was opened by Alan Russell, Chief Executive of Renfrewshire Council who set the tone for the day, reinforcing both his commitment and the council’s commitment to The Promise and supporting our Care Experienced community in Renfrewshire. Colleagues from OneRen reflected on the journey they have been on over the past few years around The Promise, sharing details about changes to recruitment, opportunities for Care Experienced people and how Care Experience has been included within the redesign of Paisley Museum. Yvonne Ward shared information with the group about the success of the Career Ready programme in Renfrewshire and showcased a short film where young people who were involved in the programme shared their experiences. Melissa McGrogan from Invest in Renfrewshire shared information about their service offer for Care Experienced young people including some positive case studies emphasising the importance of their work. Prior to the conference, the Promise Ambassador worked with three Care Experienced members of staff to create a short film sharing their experience of being Care Experienced and working in Renfrewshire. This film highlighted the importance of ensuring that we consider the needs of Care Experiences adults in our work, and remember that some of our colleagues may also be Care Experienced and require support and compassion. The final item of the day was a session termed “In Conversation With…” which was chaired by Pauline Moss. This involved a short interview which each participant including Thomas Seisay from Haus of Seisay, Mary Cumming from Glenvale FC and Raymond Cree and Eddie Simpson from People & OD in Renfrewshire Council. Each participant engaged in an informal conversation with Pauline about their work on The Promise and their visions for the future. “Thank you so much for an amazing and inspiring event.” “Great speakers and a lovely mix of different perspectives.” “My first Promise Keeper Conference and was a great experience” “It felt the speakers came from a diverse number of services and backgrounds. In the previous Promise Conference, there were a diverse group of speakers but mostly from Social work and universal services. I think this year’s speakers demonstrates the progress made in highlighting the role of the wider council staff, communities and partners in understanding and implementing the Promise.” “From listening to others, I have came away with both some ideas and renewed motivation, especially in respect of our recruitment processes.” “All speakers were brave and inspiring.” “Speakers were all very engaging with interesting and varied speeches - great to hear more about what is going on, there is so much more than we knew about on our door step.” Promise Keeper Conference 2025 Page 151 of 228
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10Renfrewshire’s Promise The Renfrewshire Language Policy was launched in April 2022 and was created through consultation with Care Experienced young people and staff from the Promise Keeper network around words they felt were negative or stigmatising. The Language Policy is a set of guidelines for how we speak about, describe Care Experience, and Care Experienced children and young people. This language will continue to evolve, and services and organisations are encouraged to review their language. The policy is helping us to move away from overly professionalised words and phrases to adopt person-centred language, which challenges existing stigma. Staff across all services at Renfrewshire Council as well as council partners, have been asked to consider the impact of our language when engaging with children, young people and their families and modify it where possible. For many of us, acronyms such as LAC/LAAC had been embedded in our everyday language and practices for several years. However, for a child or young person, they may hear this and think they are “lacking” in something. We recognise that “Looked After” is a statutory, legal term, and are encouraging staff to use the term in full “Looked After Child” or “Looked After and Accommodated Child.” We are working to review the Language Policy across 2026/27 through consultation with our Care Experienced community, Promise Keeper Network and wider workforce, while monitoring the legislative landscape for updates which may impact this work. This work has begun, with an initial survey to scope initial thoughts and evaluative feedback of the current policy which will then direct our plans as we commence further consultation. We are keen to gather the views of as many teams and young people as possible and would welcome input at any stage of this work. This evaluation and consultation period allows us to ensure that the Renfrewshire Language Policy is up to date and relevant and still meets its original aims to tackle stigmatising language being used in Renfrewshire where possible. Support is available from the Promise Ambassador for services to implement the Renfrewshire Language Policy in their work. Next Steps: • In 2026/27 we will progress the review of the language policy in consultation with the Care Experienced community and with partners • Produce and promote an updated policy Renfrewshire Language Policy Page 152 of 228
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11Renfrewshire’s Promise We have a working group in place for Supporting the Workforce which is co-chaired by Felix Haggerty (Training and Development Manager) and Sam Macrae (Promise Ambassador). This group is attended by a range of staff from across the partnership and third sector. The group have actioned the below key items around the theme of Supporting the Workforce and improving employment opportunities for the Care Experienced community. The Promise Human Library Across our Promise Keeper Network, we have a wealth and diversity of professional career experience, and weare keen to ensure that our Care Experienced community can benefit from this. We are in the process of creating a “Promise Human Library” where we “match” young people with Promise Keepers who work in a career field that they might be interested in. The Promise Keeper would be able to decide in terms of capacity how they can support the young person, this may be a phone call, an email exchange or an office visit. This project aims to address the lack of social capital that many Care Experienced young people face when accessing informal information and experiences about job opportunities, while complimenting the existing support on offer from our employability services. The Promise Human Library launched in July 2025 after a recruitment period where we have over 100 staff members signed up. Young people can sign up to the Promise Human Library through a Microsoft Forms page where they can share information about the career area they are interested in and other interests they have. From this they will be matched with a member of staff who aligns to their interests. Young people can access a phonecall, email exchange, online meeting, in person meeting, office visit and work shadowing through the Human Library, dependent on the career area and staff availability. Across the past year we have supported 5 young people to access the Promise Human Library, with positive feedback being reported about the experience. We are currently working to raise awareness of this resource across teams and services. “The young person did confirm that she found this meeting to be extremely helpful and informative, and she would recommend this type of shared knowledge for career minded young people.” Next Steps: • Continue to recruit staff to the Human Library • Raise awareness of the Human Library to ensure young people are able to access Supporting the Workforce — Spotlight on Employability Page 153 of 228
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12Renfrewshire’s Promise Supporting the Workforce — Spotlight on Employability Next Steps: • Continue to work with Marketing and Communications to ensure that all staff are aware of the network • Continue to expand on the membership of the network • Continue to develop the work and scope of the network Care Experienced Staff Network In May 2025, we launched the Care Experienced Staff Network. This mirrors similar networks which are in place in organisations for LGBT+ staff, or for those with caring responsibilities. One of the network aims is to share the living experience of Care Experienced staff to inform improvements around how we can better support Care Experienced colleagues in the Council. Most importantly, the network will provide a space for individuals seeking peer support and a safe space to create and experience a sense of community and belonging. This network is for those with both direct and indirect Care Experience to ensure a breadth of experiences. We will continue to be mindful of the balance between these two groups and ensure that both are given appropriate space to share their views. Those with indirect experiences of care act as allies within the group, given their proximity to the issues that affect Care Experienced people. To date, the group have met twice and have discussed ideas around membership, terms of reference, meeting structures and areas for future focus. The sessions are stigma free, with a focus on providing a safe space and enacting positive change, rather than focused on the sharing of personal Care Experiences. iLearn Module for all Staff An iLearn module has been developed to ensure that all staff can access basic information about The Promise and can be signposted to further information and how they can get involved locally. The module covers the journey from the Independent Care Review to The Promise, highlighting key issues and why this work was needed. It also covers examples of local practice such as the Promise Keeper Network and Renfrewshire Language Policy. The module is accessible to all staff on the e-learning platform and can be requested by external organisations who can receive a bespoke link. The iLearn will be reviewed in 2026 to ensure it is up to date and reflective of the current status of the Promise in Renfrewshire. Next Steps: • Continue to promote the iLearn module across the council and partners Page 154 of 228
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13Renfrewshire’s Promise Supporting the Workforce — Spotlight on Employability all application forms for roles, with an explanation of Care Experience. Care Experienced people would be able to self-identify on this form if they choose to, however there is no requirement to do so. We are also working closely with HR around this project to ensure that hiring managers are able to provide a good package of feedback if the person is unsuccessful to ensure they are able to bring that feedback to their next interview. Next Steps: • Continue to liaise with HR and CMT colleagues to launch this work • We will be working closely with hiring managers around the time of the launch to ensure they are educated about this and understand the significance Guaranteed Interviews for Care Experienced People who meet Minimum Job Requirements In July 2022, the Corporate Management Team approved the creation of a Guaranteed Interview Scheme for Care Experienced applicants who meet the essential criteria of the role. An option to declare Care Experience on myjobscotland will be in place if the applicant wishes to share that they are Care Experienced. This scheme aims to address some of the barriers that Care Experienced people may face when entering employment for the first time or advancing through their careers. The scheme will launch in early 2026 and a range of briefings and learning materials will be available for hiring managers and those involved in the recruitment process. There will also be monitoring of data around the uptake of the scheme.We have been working closely with HR colleagues to ensure that Care Experienced people are able to receive support when applying for council roles. We are working on introducing guaranteed interviews for Care Experienced people who meet the minimum requirements for job roles in the council. This project aims to level the playing field and address some of the barriers that many Care Experienced people may experience when gaining experience and qualifications. This will be clearly displayed on Page 155 of 228
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14Renfrewshire’s Promise Renfrewshire’s Whole Family Wellbeing Approach is firmly rooted in the foundations of The Promise: Voice, Family, Care, People and Scaffolding. It reflects a shared commitment across the Children’s Services Partnership to ensure children grow up loved, safe and respected, with support that is relational, compassionate and available early. Since 2022, investment through the Scottish Government’s Whole Family Wellbeing Fund has strengthened early help pathways, improved access to support, and enabled the development of an integrated Family Wellbeing Service offering the right help at the right time. The approach continues to evolve through ongoing collaboration with families, the third sector and the wider workforce, ensuring support reflects what matters to children and those who care for them. The structure of the Family Wellbeing Service delivers on The Promise’s call for a simplified, decluttered system. It strengthens GIRFEC staged intervention, reduces duplication, and ensures support follows family need rather than organisational boundaries. In line with the Promise foundations of Voice and Scaffolding, Renfrewshire has introduced a digital Request for Assistance, allowing children, families and professionals to seek help directly, without stigma or gatekeeping. This promotes equity of access and reinforces a culture where asking for help is welcomed. Through strong partnerships with third sector organisations, Renfrewshire provides flexible, relationship-centred support based on what families say they need. This includes: • weekend and holiday activities for children with ASN • therapeutic music, arts and water-based programmes • parenting and early years support • nurture-focused community activities • support for neurodiverse families and care experienced parents Joint training, coproduction and shared learning help create a coherent, joined-up system. More than 1,000 families accessed support last year, reflecting both the level of need and the impact of a compassionate, accessible early help model. Evaluation shows: • improved child wellbeing and emotional regulation • increased parental confidence • strengthened family relationships • reduced escalation to crisis services This progress aligns directly with The Promise’s call to shift practice and investment towards prevention, relational support and community-based help. Renfrewshire’s Whole Family Wellbeing Approach fully embodies the foundations of The Promise. Families’ voices shape service design: digital tools improve access and transparency; support is relational, non-stigmatising and sustained for as long as needed; and system scaffolding is being redesigned to provide stable, rights-based support. The workforce is supported through strong supervision, training and shared values that centre relationships and uphold children’s rights. Next Steps • The Family Wellbeing Manager will continue to attend Renfrewshire’s Promise Strategic Oversight Group to ensure accountability for delivering the changes children and families have asked for. • For further information on Renfrewshire’s Whole Family Wellbeing Approach, please contact the Family Wellbeing Manager. Whole Family Wellbeing Approach in Renfrewshire Page 156 of 228
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15Renfrewshire’s Promise The Paisley Children’s Hearings Improvement Partnership (CHIP) has evolved as a key multi-agency forum for driving forward change across the Children’s Hearings System in Renfrewshire, East Renfrewshire, and East Dunbartonshire. This demonstrates a deepening commitment to the principles of The Promise and recognises the importance of collaborative, cross boundary leadership. It seeks to create a system that is truly rights based, trauma informed and centred on the needs and experiences of children and young people. The CHIP brings together a broad range of statutory and third-sector partners, each playing a key role in driving improvement. Core membership includes representatives from the Scottish Children’s Reporter Administration (SCRA), led by Locality Reporter Managers and Senior Practitioners. Children’s Hearings Scotland (CHS) is represented by the Partnership Coordinator and Wellbeing Coordinator. Senior officers from Renfrewshire, East Renfrewshire, and East Dunbartonshire Councils participate, including the Promise Manager and Education and Social Work leads. Extended membership includes Police Scotland and NHS Greater Glasgow and Clyde. The CHIP is also seeking additional representation from the legal profession. Advocacy organisations such as Who Cares? Scotland, Barnardo’s, and Partners in Advocacy ensure the voices of children and young people inform the improvement process. The Children 1st Safeguarders Panel also contributes, embedding safeguarder perspectives in discussions. The CHIP is also advocating for wider extended membership from key partners such as Police Scotland, Health and Wellbeing leads, and representatives from the legal profession, including the local Bar Association. This diverse and inclusive membership places the group in a strong position to adopt a whole-system approach to improvement. It acknowledges that a child’s experience of a Hearing is shaped by the combined efforts of various agencies and professionals. Previously known as the Renfrewshire Better Hearings Group, the forum was renamed in August 2020 to “Keeping The Promise in Renfrewshire’s Children’s Hearings”. This clearly signalled a pivotal shift in purpose and alignment with the national ambition articulated in The Promise, with a specific focus on the Children’s Hearings System. Since its inception, the CHIP has overseen the development and implementation of a range of initiatives, including the co-production of the Renfrewshire Charter “Our Commitments to Children and Young People Attending Hearings” and the creation of Hearing Preparation Guidelines to support children and young people in understanding and participating meaningfully in their Hearings. These resources are now being adapted for use across the wider CHIP footprint, ensuring consistency and shared learning across the three local authority areas. The group’s work has been consistently informed by SCRA’s Keeping The Promise Route Plan, which outlines the national organisation’s commitments to reforming the Children’s Hearings System. This alignment ensures local developments are responsive to the needs of children and families while contributing effectively to national transformation efforts. Keeping The Promise in Children’s Hearings Page 157 of 228
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16Renfrewshire’s Promise Keeping The Promise in Children’s Hearings • Embedding trauma-informed, rights-based approaches across all aspects of the Hearing process. The CHIP’s governance arrangements ensure strong accountability and alignment with local and national structures. The Chair, Nicola Harkness (Locality Reporter Manager, SCRA), provides regular updates to the Renfrewshire Strategic Promise Oversight Group, and equivalent corporate parenting forums in East Renfrewshire and East Dunbartonshire will also be provided updates. This ensures that the work of the CHIP is visible, strategically aligned, and supported at the highest levels. Next Steps • As the CHIP continues to evolve, the Promise Manager will maintain active engagement in all relevant forums and working groups • The group will continue to monitor the implementation of legislative changes, share learning across local authority boundaries, and adapt its approach in response to feedback from children, families, and practitioners The CHIP’s work is taking place within a rapidly evolving legislative and policy landscape. The implementation of the Children (Care and Justice) (Scotland) Act 2024 and the anticipated passage of the Children (Care, Care Experience and Services Planning) (Scotland) Bill represent significant shifts in how Scotland supports children and young people. These reforms place a renewed emphasis on early intervention, family support, and the rights of Care Experienced children and young people. The CHIP is actively engaging with these developments, ensuring that local planning and practice are aligned with emerging statutory duties and national expectations. In response to the Scottish Government’s December 2023 reply to the Hearings for Children Report, the CHIP had developed an Action Plan. Aligned with The Promise and structured around the report’s recommendations, the plan will now guide the next phase of improvement across the three local authority areas. Key priorities include: • Strengthening advocacy access and uptake, ensuring children and young people are supported to express their views and understand their rights. • Improving the quality and consistency of reports and information presented at Hearings. • Supporting the workforce through joint training, reflective practice, and a shared understanding of the purpose and use of compulsion. A key area of focus over the past two years has been the implementation and expansion of Child Friendly Scheduling. Recognising that traditional Hearing arrangements can be disempowering or distressing for children, the group has led the Deferred Hearings Project in Renfrewshire. This initiative aims to reduce unnecessary deferrals and provide a more personalised experience by offering children and young people greater flexibility in the timing, location, and format of their Hearings. The project has shown early success in increasing participation and reducing delays and how now being scaled up as part of Phase 2 of the national Child Friendly Scheduling pilot. Continued success and wider rollout will rely on strong engagement from all agencies, particularly in capturing the voices of children and their families. This work is closely linked to the Taking Control of My Hearing project, co-designed with young people from Our Hearings, Our Voice. The project includes two key components: redesigned Pre-Hearing Visits (PHVs) delivered by trained SCRA support staff, and the distribution of the “Taking Control of My Hearing” Scrapbook, a child-friendly resource that helps children prepare for their Hearing and express their views. These developments reflect a clear commitment to the Foundation of Voice, ensuring that children are heard and actively involved in shaping their own experiences. Page 158 of 228
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17Renfrewshire’s Promise Renfrewshire Community Justice Partnership exemplifies how local justice work can support and advance the aims of The Promise. By embedding lived experience, promoting early intervention, and aligning with broader strategic priorities, the Community Justice Partnership is helping to create a justice system that is more responsive, inclusive, and supportive of children and families. The partnerships work delivers justice outcomes while also laying the foundation for lasting societal transformation, helping ensure every child in Renfrewshire grows up feeling loved, safe, and respected. Renfrewshire’s Community Justice Partnership (RCJP) plays a vital role in delivering community justice priorities locally, with a strong focus on collaboration, innovation, and person-centred approaches. Its work is closely aligned with the principles of The Promise, especially in supporting children, young people, and families affected by justice involvement. The Partnerships 2024–2025 annual return to Community Justice Scotland demonstrates how the Community Justice Partnership has embedded The Promise into its strategic and operational frameworks, ensuring justice activity contributes meaningfully to improved outcomes for families in Renfrewshire. Central to the Community Justice Partnership’s approach, delivered through the Community Justice Strategic Group, is a strong commitment to early intervention, prevention, and rehabilitation. The partnership recognises that individuals involved in the justice system often face complex challenges, including poverty, trauma, mental health issues, and substance use. By addressing these root causes through integrated, person-centred support, the partnership aims to reduce reoffending and support individuals to rebuild their lives. Effective collaboration among justice partners is essential to when helping people subject to community justice interventions desist from offending. By pooling expertise, sharing information, and creating seamless pathways tailored to individual needs, we are better equipped to tackle the underlying drivers of offending behaviour and promote positive outcomes. This approach reflects The Promise’s call for holistic, trauma informed, and rights-based support for families particularly those affected by parental imprisonment. The governance structure is deliberately designed to support and advance the aims of The Promise. Through shared leadership, integrated planning, cross sector collaboration, and a strong focus on lived experience, the partnership ensures that justice initiatives are part of a cohesive, child-centred approach to public service delivery in Renfrewshire. RCJP’s governance is closely aligned with Renfrewshire’s Promise Strategic Oversight Group, enabling justice initiatives to be developed within a broader, child-centred vision. This alignment supports shared leadership and joint planning, especially in areas like mitigating the impact of parental imprisonment and enhancing support for justice affected families. Strategic and operational sub-groups use data, lived experience, and service insights to inform decisions thus reflecting The Promise’s emphasis on listening to those with lived experience and shaping services around their voices. Community Justice and The Promise: Working Together Page 159 of 228
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18Renfrewshire’s Promise Community Justice and The Promise: Working Together Next Steps • Strengthen alignment between The Promise Strategic Oversight Group and the Community Justice Strategic Group to ensure unified leadership and planning • Integrate the needs of justice-involved families into all relevant strategic frameworks • Advance targeted support for children and families affected by imprisonment, including wraparound and community-based alternatives • Promote staff and stakeholder engagement to cultivate a compassionate justice culture • Provide regular updates on joint progress and areas for improvement to stakeholders and the wider community their experiences, informing service improvements. Similarly, the Community Navigator Pilot, delivered with Braveheart Industries, offered person centred support and generated independent evidence on service user experiences. These initiatives embody The Promise’s call for co-designed services that are respectful, effective, and shaped by those they serve. Supporting families during and after justice involvement is a key priority and the partnership works with housing, health, and employability services to ensure individuals leaving custody have access to stable accommodation, healthcare, and employment pathways. Integration with wider strategic planning further reinforces the commitment to whole-system change. The partnership is actively working to reduce stigma and build public confidence in community-based justice. Through targeted communications, staff engagement, and collaboration with the third sector, the partnership is promoting a more compassionate and inclusive understanding of justice and this is fully aligned with The Promise’s vision. The governance model is intentionally designed to advance The Promise’s aims through: • Shared leadership and strategic alignment: Both the Community Justice Strategic Group and the Promise Strategic Oversight Group are chaired by John Trainer, ensuring a unified vision and seamless coordination • Evidence informed planning: Operational sub- groups gather insights from lived experience and service impact to guide strategic decisions • Cross-sector collaboration: The partnership works closely with other strategic bodies, including the Local Employability Partnership and Alcohol and Drug Partnership, to ensure justice involved individuals and their families are considered in wider service planning • Community and third sector engagement: Initiatives like the Community Justice Grant Scheme empower local organisations to deliver justice related activities aligned with The Promise Participatory methods are central to the Community Justice partnership’s approach. Projects like the Community Payback Order (CPO) Photo Project have provided individuals with creative platforms to share Page 160 of 228
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19Renfrewshire’s Promise Housing and homelessness services are integral to Renfrewshire Council’s commitment to The Promise, particularly in supporting Care Experienced children, young people, and families. The Promise sets out a clear vision: every child and young person should grow up in a safe, stable, and loving home. It recognises that housing instability, including frequent moves, unsuitable accommodation, and homelessness, can severely impact the wellbeing, development, and relationships of Care Experienced individuals. Renfrewshire Council’s Environment, Housing and Infrastructure (EH&I) Strategic Improvement Plan (SIP) reflects this priority through a series of targeted actions led by Housing Services and the wider EH&I team. These actions are designed to tackle and prevent youth homelessness and ensure that Care Experienced young people have access to housing pathways that are tailored, affordable, and responsive to their individual needs and preferences. Key commitments outlined in the SIP include: • Developing personalised housing pathways for Care Experienced young people, co-designed with partners and stakeholders • Supporting Renfrewshire’s Promise Team and Oversight Group, ensuring that the voices of Care Experienced individuals are central to service design, delivery, and evaluation • Embedding The Promise across housing and homelessness services, including promoting the Promise Keeper Network, implementing Renfrewshire’s inclusive Language Policy, and encouraging staff to complete The Promise i-learn module • Reviewing service arrangements and practices to ensure they are informed by lived experience and reflect trauma-informed, relationship centred approaches • Creating meaningful feedback opportunities for Care Experienced service users to influence continuous improvement • Supporting inclusive recruitment practices, including guaranteed interviews for Care Experienced applicants who meet essential criteria, to promote representation within Housing Services Renfrewshire Council’s Housing Services: Delivering on The Promise Page 161 of 228
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20Renfrewshire’s Promise Renfrewshire Council’s Housing Services: Delivering on The Promise Next Steps • The Promise Manager and Promise Ambassador will continue to support Housing and Homelessness services in relation The Promise • Support the wider E,H&I around all aspects in relation to The Promise In addition to strategic planning, Renfrewshire Council provides direct support to young people under 25 who are homeless or at risk. Youth Housing Options Advisers conduct Housing Options Interviews to assess individual circumstances and prevent homelessness wherever possible. Where emergency accommodation is required, ongoing support is provided to help young people transition into stable housing. Support is tailored to individual needs and may include assistance with family reconciliation, resettlement, tenancy sustainment, and practical life skills such as budgeting and furnishing a home. Care Experienced young people receive enhanced support with housing applications, priority assessments, and are often supported outside of formal homelessness processes to ensure equitable access to housing and opportunities for independent living. Renfrewshire Housing Services remain committed to delivering on The Promise by ensuring that Care Experienced children, young people, and families are supported through compassionate, responsive, and inclusive housing solutions. The Council’s work reflects a broader commitment to improving outcomes and creating a system that acts with the same care and consistency as a good parent in never allowing a young person to leave care into homelessness or uncertainty. The Promise also highlights the impact of housing insecurity as a contributing factor in children entering care. Renfrewshire Council has embedded early intervention strategies within its services to support families at risk of eviction, overcrowding, or poor living conditions. This preventative work is aligned with the SIP’s cross cutting theme of Improving Outcomes for Children and Families, ensuring that housing services contribute to safe and nurturing environments. Support for kinship and foster carers is another critical area. Housing Services work to ensure that carers particularly those supporting sibling groups have access to appropriate housing that offers space, stability, and security. The council acknowledges the significant responsibilities many carers undertake and is committed to addressing housing and financial barriers to support sustainable, nurturing placements. Renfrewshire Council’s Housing Services approach is increasingly trauma-informed and relationship centred, aligning with The Promise’s call for a joined-up system across services. Housing policy and practice are being shaped to reflect the complex realities of Care Experienced individuals, ensuring that services are accessible as well as empathetic and empowering. Page 162 of 228
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21Renfrewshire’s Promise Renfrewshire has successfully delivered two projects funded through the Scottish Government’s Promise Partnership Fund, administered by Corra between December 2022 and December 2025. Both initiatives focus on the theme of Supportive School Structures (Right to Education), aiming to foster environments that promote support, opportunity, and a strong sense of belonging for Care Experienced pupils within schools. Keep The Promise Funded Project 1 The Promise Partnership project at Johnstone High School in Renfrewshire was developed to reduce exclusion and improve outcomes for children and young people with Care Experience. The central aim was to ensure that every Care Experienced pupil had a consistent and trusted adult who could advocate for them throughout their educational journey. This approach was co-produced with Care Experienced pupils, ensuring that their voices shaped the design and delivery of the support they received. This directly reflects the Foundation of Voice, which emphasises the importance of listening to children and involving them meaningfully in decisions about their lives. The school has delivered meaningful and lasting change for Care Experienced children and young people. Through dedicated roles, inclusive spaces, data- informed support, and strong partnerships, the school has created an environment where pupils feel seen, heard, and valued. The creation of the Principal Teacher of The Promise role and the Promise Key Worker role provided dedicated advocacy and support. These roles were designed in collaboration with pupils and focused on improving attendance, participation, and wellbeing. The presence of these trusted adults helped pupils feel seen, heard, and valued, and contributed to a more inclusive and nurturing school culture. The development of these roles also influenced wider practice across Renfrewshire, with other schools exploring similar models of support. A key feature of the project was the establishment of The Cove, a safe and stigma-free space within the school where Care Experienced pupils could access support, build relationships, and engage in wellbeing activities. The Cove became a central part of the school’s trauma-informed approach and provided a consistent environment where pupils felt secure and supported. This initiative aligns with the Foundation of Care, which calls for children who cannot live with their families to be cared for in loving and stable environments. The project also included contextual safeguarding activity delivered in partnership with Barnardo’s. This approach recognises that young people may face risks outside their home environment, such as in school or the wider community. Barnardo’s worked closely with the school leadership team to conduct a safety audit and implement safeguarding strategies tailored to the local context. These efforts contributed to a safer and more responsive environment for all pupils, particularly those with Care Experience. This work reflects the Foundation of Scaffolding, which emphasises the need for systems of support that are ready and responsive when required. Renfrewshire’s Promise Partnership Projects in Education Page 163 of 228
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22Renfrewshire’s Promise Renfrewshire’s Promise Partnership Projects in Education The Corra Foundation provided highly positive feedback on the final report, commending its comprehensive and reflective approach. They highlighted strong leadership, meaningful co-production, and effective partnership working, while recognising the development of dedicated roles and data systems as thoughtful and sustainable progress. Despite its successes, the project faced challenges, including rising costs due to inflation and national pay awards. These financial pressures required careful budget management and prioritisation. The school responded by reallocating funds to sustain key roles and activities, demonstrating strategic foresight and commitment to the work. Staff transitions also posed a barrier, particularly when the original Principal Teacher of The Promise moved to a new role. However, an internal recruitment process and a well-supported handover ensured continuity of support for pupils. and school. Flexible meeting formats and community- based activities reduced barriers to engagement and promoted a more inclusive approach. This work aligns with the Foundation of Family, which emphasises the importance of supporting families to stay together and nurture loving relationships. The project was overseen by the Promise Manager and aligned strategically through the Promise Strategic Oversight Group. Regular updates were provided by the Head of Education for Inclusion, ensuring that learning was shared across Renfrewshire’s Children’s Services Partnership. The work was also captured on Renfrewshire’s Promise Mapping Tool, which links local activity to national priorities and enables dissemination through the Promise Keeper Network. These mechanisms reflect the Foundation of Scaffolding by ensuring that systems of support are coordinated, accountable, and responsive. Learning from the project was shared through various channels, including Education Managers, School Senior Leadership Networks, and national forums. Collaboration with Promise Scotland’s Communications Team led to the inclusion of Johnstone High School in the Stories of Change Project, ensuring that insights and impact from the initiative could be shared across Scotland. This commitment to reflection and continuous improvement is central to The Promise’s vision for a system that listens, learns, and adapts. To support early intervention and personalised care, the school developed a Wellbeing Tracker informed by SHANARRI indicators and the Glasgow Motivation and Wellbeing Profile. This tool enabled staff to monitor pupil wellbeing in real time, identify emerging issues, and deliver timely support. The tracker also provided a mechanism for pupils to reflect on their own experiences and contribute to the evaluation of support strategies. This data- informed approach aligns with The Promise’s call for improved data systems that focus on outcomes and experiences rather than administrative processes. Staff development was a key component of the project. Training in trauma-informed practice, contextual safeguarding, and inclusive pedagogy increased staff confidence and capability. Teachers and support staff reported feeling better equipped to identify and respond to the needs of Care Experienced pupils. The school leadership team played a vital role in modelling a culture of care and ensuring that staff wellbeing was prioritised alongside pupil outcomes. This reflects the Foundation of People, which calls for a workforce that is supported to build nurturing and compassionate relationships. Family engagement was enhanced through inclusive events and the creation of Parent and Carer Ambassador Groups. These groups provided families with a platform to influence policy and practice and helped to strengthen relationships between home Page 164 of 228
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23Renfrewshire’s Promise Renfrewshire’s Promise Partnership Projects in Education The Promise Team, comprising a Principal Teacher of Inclusion and a Project Leader for Enhanced Transition Support, played a central role in reshaping the school’s approach to transitions. Their work focused on identifying what worked well within existing practices and creatively amplifying those elements to provide intensive, tailored support for pupils allocated a secondary school place towards the end of their primary seven year. This included the development of enhanced transition programmes, summer activities and one-to-one wellbeing sessions, all designed to build trust, reduce anxiety and foster a sense of belonging. The project was underpinned by the principles and foundations of The Promise, particularly those of Voice, Family, Care, People and Scaffolding. The Foundation of Voice was reflected in the school’s commitment to listening to children and families. Keep The Promise Funded Project 2 The recently concluded Promise Partnership project at St Andrew’s Academy in Renfrewshire has been a transformative initiative focused on improving transitions for Care Experienced pupils. Transitions are a natural part of school life, but for young people with Care Experience, they can be particularly challenging and destabilising. This project recognised that late or unplanned transitions often result in missed opportunities for emotional preparation, relationship-building and continuity of support. In response, the school established a dedicated Promise Team to address these challenges and ensure that every child, particularly those with Care Experience, receives the support they need to thrive. The Promise Partnership project at St Andrew’s Academy has turned ambition into action. It has built a caring, inclusive, and rights-focused culture that is now at the heart of the school. Key lessons from the project include the importance of strategic leadership, co-production, and flexible, stigma-free engagement with families. The value of dedicated advocacy roles and real-time data systems was clearly demonstrated, as was the need for succession planning and sustainability. The school has already taken steps to embed aspects of the Principal Teacher of The Promise role into a Project Lead position and has secured additional funding to extend the Promise Worker role until December 2025. The school and wider Children’s Services in Renfrewshire are committed to building on the progress made. Successful practices are being integrated into School Improvement Plans and the Education Quality Improvement Framework, ensuring they become embedded in the system rather than remaining standalone projects. The culture of reflection, openness, and adaptability fostered through this work will continue to inform strategic planning and operational delivery. The work has influenced wider practice across Renfrewshire and contributed to a national dialogue on how to Keep The Promise. The legacy of this project will continue to shape policy, practice, and culture, ensuring that the needs and voices of Care Experienced pupils remain at the heart of education and care. Page 165 of 228
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24Renfrewshire’s Promise Renfrewshire’s Promise Partnership Projects in Education Learning from the initiative was shared with the Children’s Services Partnership and Renfrewshire’s Promise Strategic Oversight Group. This ensured that insights were disseminated across internal and external children’s services partners, fostering a collaborative ecosystem that supports systemic change. The project also informed Renfrewshire’s Education Improvement Framework, with key messages communicated to School Senior Management Teams and incorporated into future planning. The Head of Education (Inclusion) played a vital role in supporting and sustaining the project. Regular meetings with the Promise Manager and the school’s leadership team ensured strategic alignment and forward planning. Development of School Improvement Guidance and associated resources for sharing across Renfrewshire schools has been planned and is fully supported by the Head of Education (Inclusion). This next phase will focus on policy development, resource creation and the scaling of successful practices, ensuring that the legacy of the project continues to inform and inspire. Association extended the reach of support beyond the classroom and into the wider community. The Foundation of Scaffolding was realised through the development of a centralised data dashboard to monitor wellbeing, attendance and attainment. This tool enabled the school to identify trends, target interventions and make evidence-informed decisions. The dashboard complemented the Renfrewshire Promise Mapping Tool, which was used to capture learning and monitor progress. The school also maintained regular reporting to oversight groups and fulfilled its contractual obligations with the Corra Foundation, which provided funding and support throughout the project. Staff development was a key component of the project and aligned with the Foundation of People. Staff at St Andrew’s Academy reported feeling empowered and supported, with professional learning opportunities tailored to their needs. The introduction of a Continuing Professional Learning and Leadership programme for support staff and plans for Non-Violent Resistance training demonstrated a whole-school commitment to relational practice. The Pupil Parliament, with thematic committees such as “Be Supported” and “Be Respectful,” played a key role in shaping school policy and practice. Pupils led initiatives to raise awareness of support services, reduce stigma and promote rights-based approaches. Similarly, the Parent and Carer Ambassador Group co-produced communication materials and child- friendly policies, ensuring that families were active contributors to the school’s direction. By valuing relationships, listening to children and families, and staying true to The Promise, the school has created a space where Care Experienced pupils can truly thrive. The Foundation of Family was evident in the school’s wraparound support model. The Promise Team worked closely with cluster primary schools to ensure continuity of care and smoother transitions. The Home Link Summer Transition Programme, delivered during the holidays, became a model of best practice. It offered creative and relational activities that strengthened family-school connections and helped pupils feel more confident and prepared for secondary school. Partnerships with organisations such as Who Cares? Scotland, Barnardo’s and the Scottish Football Page 166 of 228
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25Renfrewshire’s Promise Renfrewshire’s Promise Partnership Projects in Education Next Steps • Support the embedding of effective practices within School Improvement Plans and the Education Quality Improvement Framework to ensure sustainability • Strengthen partnerships with organisations such as Barnardo’s and Who Cares? Scotland to enhance support beyond the classroom • Disseminate learning through the Children’s Services Partnership, Strategic Oversight Group, and relevant leadership networks • Share outcomes and insights via national platforms, including the Promise Keeper Network and Stories of Change Project • Influence national policy and practice by promoting Renfrewshire’s inclusive education model Despite rising costs and recruitment delays, the school remained on track to spend the investment in line with the agreed budget. Internal contributions were secured to supplement staffing costs and sustain key interventions. The decision to extend the project timeline to align with the academic year was both pragmatic and impactful, allowing for coherent delivery and maximised benefit. Feedback from the Corra Foundation was overwhelmingly positive. The Foundation recognised the school’s commitment to trauma-informed practice, pupil voice and family engagement. Corra’s acknowledgement of the tangible impact for children, families and staff affirms the value of the work and opens the door for continued dialogue and collaboration. The development of a Promise Charter, led by senior Care Experienced pupils, will further embed the values and commitments of The Promise into the school’s culture. The expansion of the school’s Promise Ambassador roles, continued professional development and strengthened partnerships will ensure that the progress made is sustained. St Andrew’s Academy remains committed to sharing its learning across Renfrewshire and beyond, contributing to the wider movement to ensure that all children in Scotland grow up loved, safe and respected. Page 167 of 228
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26Renfrewshire’s Promise The Communities that Care (CtC) programme, delivered in partnership by Who Cares? Scotland represents a transformative approach to supporting Care Experienced children and young people in Renfrewshire. Initially developed and piloted within the local authority, the programme has grown into a nationally recognised model for creating inclusive, empathetic school environments. The Communities that Care programme has made a profound and lasting impact in Renfrewshire. Through training, curriculum integration, community engagement, and pupil participation, it has created more caring and inclusive school environments for Care Experienced children and young people. It has challenged stigma, fostered empathy, and empowered pupils and staff to become champions of care. At its core, CtC is a whole-school approach designed to nurture and support Care Experienced pupils by educating entire school communities including pupils, staff, and parents/carers about what Care Experience is and why it matters. Through training, curriculum integration, and community engagement, the programme fosters an ethos of empathy, understanding, and inclusion. It is a tangible way for Renfrewshire to keep the Promise. Addressing Stigma and Misunderstanding Care Experienced people often face stigma and discrimination within their communities, driven by a lack of public understanding and harmful media stereotypes that portray them as damaged or troubled. These misconceptions can lead to exclusion, isolation, and reduced opportunities. Schools, as central institutions in young people’s lives, offer a powerful platform to challenge these narratives and build a more informed and compassionate society. By educating pupils about Care Experience in a developmentally appropriate and trauma-informed way, CtC helps shift perceptions and attitudes. Pupils who learn about care are more likely to become empathetic adults, future employers, colleagues, and corporate parents who understand and support Care Experienced individuals. This ripple effect extends beyond the classroom, influencing families, communities, and future generations. A Whole-School Approach to Inclusion The CtC whole-school approach ensures that Care Experienced children and young people are acknowledged and actively supported within their school environments. This is achieved through a combination of staff training, curriculum delivery, and community engagement. The programme creates the conditions for Care Experienced pupils to thrive, both academically and socially, by fostering a sense of belonging and respect. In Renfrewshire, the programme has been widely adopted. By March 2025, all 63 schools in the authority had completed Stage 1 “Care Aware” training, equipping staff with the knowledge and confidence to support Care Experienced pupils. A further 61 schools progressed to Stage 2 “Curriculum Delivery” training, and 43 schools were actively delivering lessons using the CtC Curriculum Pack. An additional 10 schools committed to delivery by the end of the academic year, bringing the total to 85% of schools engaged in lesson delivery. Beyond schools, over 500 sector partners, including newly qualified teachers and active schools’ coordinators, received Care Aware training. This extended the programme’s reach into the wider educational ecosystem, reinforcing its impact and sustainability. Communities that Care: Building Inclusive School Communities Page 168 of 228
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27Renfrewshire’s Promise Communities that Care: Building Inclusive School Communities Empowering Pupil Voice and Participation CtC places a strong emphasis on pupil voice, ensuring that Care Experienced children and young people have opportunities to express themselves, influence change, and connect with others who share similar experiences. Pupils participated in Who Cares? Scotland’s local participation groups, supported by volunteers, and the project team attended Pupil Council meetings to gather feedback and refine the programme. These participatory elements helped ensure that CtC was responsive to pupils’ needs and aspirations. They also empowered Care Experienced learners to take pride in their identity, understand their rights, and advocate for themselves and others. Supporting Care Experienced Pupils Beyond the Classroom The CtC programme also provided direct support to schools in responding to the complex needs of Care Experienced pupils. This included guidance on housing and education funding, advocacy referrals, support for kinship carers, and assistance following placement breakdowns and loss of mental health services. These interventions ensured that pupils received the right support at the right time, reinforcing the programme’s holistic approach. Schools embraced opportunities to celebrate Care Experience through events such as Care Day (February) and Care Experience Week (October). Activities included love rallies, special assemblies, and fundraising efforts for Who Cares? Scotland. Curriculum Integration: Learning About Care Experience At the heart of the CtC approach are the “Learning About Care Experience” PSE Curriculum Resource Packs, which provide structured lessons for pupils from Early Years through to S6. These resources are designed to be age-appropriate, engaging, and sensitive, helping children and young people understand Care Experience as a different type of family structure. The curriculum encourages pupils to reflect on empathy, inclusion, and respect, and to consider how they can support their Care Experienced peers. Teachers reported that the lessons prompted meaningful discussions, with some pupils sharing personal experiences and others expressing a desire to help. Supplementary activities, such as exploring Care Experienced celebrities and engaging with the UNCRC, further enriched the learning experience. Feedback from 783 pupils across seven secondary schools showed a significantly positive impact. Pupils reported increased knowledge, greater empathy, and a stronger commitment to inclusion. Comments such as “This will help me in the future” and “I feel sympathetic towards the children experiencing this” illustrate the depth of understanding fostered through the CtC lessons. Page 169 of 228
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28Renfrewshire’s Promise Communities that Care: Building Inclusive School Communities Next Steps • Schools retain access to the Curriculum & Resource Pack and will be encouraged to continue lesson Professional Growth and Cultural Change Teachers and school staff reported that the CtC programme had a positive impact on their professional practice and personal understanding. Some staff shared their own Care Experiences or those of family members, reflecting on how the programme helped them connect more deeply with their pupils. This openness contributed to a culture of authenticity and empathy within schools, further strengthening the programme’s impact. The CtC approach has helped shift school cultures towards greater inclusivity, compassion, and awareness. It has created environments where Care Experienced pupils feel seen, heard, and supported, and where all pupils learn the values of respect and understanding. As Renfrewshire continues its journey to Keep the Promise, CtC stands as a model of what is possible when education and advocacy come together to support those who need it most. The programme’s legacy will continue to shape attitudes, practices, and outcomes for years to come ensuring that Care Experienced learners have every opportunity to thrive. Although Who Cares? Scotland’s direct involvement in Renfrewshire schools has now concluded, the legacy of CtC remains strong. Page 170 of 228
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29Renfrewshire’s Promise Stronger Start is a person-centred wrap-around service that provides embedded Money Advice and Advocacy to pregnant women and their families who engage with maternity services across Renfrewshire, Inverclyde, and West Dunbartonshire. Co-located within the Royal Alexandra Hospital (RAH) Maternity Unit, Stronger Start is designed to meet vulnerable women where they are emotionally, and socially offering timely, compassionate support that reflects the principles of The Promise. Stronger Start is more than a financial advice service it is a transformational model of early intervention, family support, and rights-based advocacy that reflects the values and ambitions of The Promise. By embedding support within maternity services, Stronger Start reaches families at a critical juncture, offering help that is timely, compassionate, and effective. The Stronger Start service is a preventative and person-centred intervention, recognising that financial insecurity, housing instability, and lack of advocacy are significant contributors to poor maternal and infant outcomes. The service provides comprehensive support in areas such as welfare rights, debt management, income maximisation, and financial capability, while also offering advocacy to help families navigate complex systems and access their entitlements. This holistic approach addresses immediate needs and also builds resilience, strengthens family units, and promotes long-term wellbeing. Stronger Start: Embedding The Promise in Maternity Support Page 171 of 228
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30Renfrewshire’s Promise Stronger Start: Embedding The Promise in Maternity Support Alignment with The Promise The Promise has a particular emphasis on early intervention, family support, and trauma-informed care. Stronger Start embodies these principles in several key ways: Early Intervention in Maternity Care The Promise highlights the importance of universal family support and early years parenting as critical stages for intervention. Stronger Start engages with women during pregnancy, a time of heightened vulnerability and opportunity. By embedding support within maternity services, Stronger Start ensures that families receive help before crisis point, reducing the likelihood of child protection involvement and promoting positive parenting outcomes. This approach reflects The Promise’s call for universal, non-stigmatising support that is accessible to all families, particularly those facing poverty, trauma, or systemic barriers. Stronger Start’s integration with Blossom Maternity Services ensures that support is offered in a trusted setting, by professionals who understand the complexities of maternal health and family dynamics. Supporting Infant Wellbeing and Attachment The Promise emphasises the importance of secure attachments, co-regulation, and early childhood development. Stronger Start contributes to these outcomes by reducing stressors that undermine parental capacity such as financial hardship, housing insecurity, and poor health and wellbeing. . By helping parents stabilise their circumstances, Stronger Start creates the conditions for nurturing relationships and healthy infant development. The service recognises that poverty is a key determinant of maternal and infant health, contributing to increased risks of poor health outcomes. Stronger Start’s money advice support directly addresses this, helping families to afford essentials, access entitlements, and plan for their baby’s arrival. This includes support with baby items, benefits applications, and budgeting, which are crucial for families who may otherwise struggle to meet their child’s basic needs. Advocacy and Rights-Based Support The Promise calls for children and families to be heard, respected, and supported to access their rights. Stronger Start’s advocacy component ensures that women are actively supported to navigate systems that may otherwise be inaccessible or intimidating, as well as being supported to engage with services such as social work or housing to overcome challenges This is particularly important for Care Experienced parents, who may face structural discrimination and stigma when engaging with services. Stronger Start provides a safe, non-judgemental space for these parents to receive support, helping to break cycles of trauma and prevent unnecessary family separation. Page 172 of 228
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31Renfrewshire’s Promise Stronger Start: Embedding The Promise in Maternity Support Ongoing monitoring and evaluation will be undertaken by the Steering Group in partnership with RCAB to assess outcomes, enhance service delivery and inform long term sustainability planning. An external evaluation is currently underway to assess the broader impact of the service, including its influence on engagement with social work, housing stability, homelessness prevention, and improvements in maternal and infant health and wellbeing. Next Steps • The Stronger Start project is committed to deepening its alignment with The Promise • Continued attendance of The Promise Manager at the Steering Group to ensure strategic alignment and shared learning • Presentation of Stronger Start progress to Renfrewshire’s Promise Strategic Oversight Group. Governance and Strategic Development Stronger Start was developed through a multi- agency Steering Group, chaired by the Renfrewshire HSCP Health Improvement Team, and includes representation from: • Renfrewshire Council, including The Promise Manager • NHS Greater Glasgow and Clyde GC Maternity Services • Renfrewshire Citizens Advice Bureau (RCAB) • Inverclyde and West Dunbartonshire HSCPs This collaborative governance structure reflects The Promise’s emphasis on joined-up working, shared responsibility, and community-based support. The Steering Group oversees the development, implementation, monitoring, and evaluation of the service, ensuring that Stronger Start remains responsive to the needs of families and aligned with national priorities. Initial funding for the pilot was secured in September 2023 through the Improving Lives National Lottery Community Fund, with a further two years of funding awarded in November 2024, extending the service until January 2027. This sustained investment demonstrates confidence in the model and its potential to deliver cost savings, cost avoidance, and positive outcomes. Page 173 of 228
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32Renfrewshire’s Promise Circuit is a pioneering initiative that reimagines digital education and creative technology for young people with Care Experience. Developed through a collaborative partnership led by YMCA Scotland and with Renfrewshire Council as one of the consortium of partners. This initiative is shaped by young people with lived experience of care, Circuit is more than a physical space, it is a movement rooted in co-design, empowerment, and inclusion. Launched in Dundee and Renfrewshire, Circuit offers 12-week programmes that introduce participants to a wide range of digital skills, from filmmaking and game design to coding and creative media production. These programmes are delivered in pop up maker spaces equipped with innovative technology, including high spec computers, industry standard software, and digital fabrication tools. Circuit is designed to be a safe, inclusive, and inspiring environment where Care Experienced young people can explore their interests, build confidence, and develop skills for future employment in the tech and creative sectors. The ethos of Circuit aligns closely with the principles of The Promise, ensuring that Care Experienced young people are supported to thrive, feel a sense of belonging, and have access to meaningful opportunities. Every aspect of the programme from workshop content to physical design has been co-created with Project Consultants, young people with Care Experience who are paid for their expertise and insight. This approach ensures that Circuit reflects the real needs and aspirations of its participants, and that their voices are central to decision-making. The first Circuit hub was launched in partnership with NEoN Digital Arts in Dundee, where participants progressed from basic digital literacy to advanced creative projects, including packaging design using Canva and vinyl sticker production. The second hub, based at Paisley YMCA, continues this model, with bookings available via the Circuit website. In addition to YMCA Scotland and Renfrewshire Council, Circuit is supported by a consortium of partners including YouthLink Scotland, Mhor Collective, Barnardo’s Scotland and previously Scottish Tech Army. The programme is funded by the National Lottery Community Fund through the Life Changes Trust and contributes to Renfrewshire Council’s work on The Promise and its Digital Strategy, particularly around digital inclusion and citizenship. Peter Gilchrist, National Digital Project Lead at YMCA Scotland, commented: “Circuit is a testament to the power of collaboration and community. With the support of all our partners including Renfrewshire Council and the generosity of the Life Changes Trust, we are paving the way for a brighter future for young people with Care Experience.” By embedding co-design, accessibility, and empowerment at its core, Circuit is helping to realise the ambitions of The Promise ensuring that Care Experienced young people grow up loved, safe, and respected, with every opportunity to flourish. Circuit: Reimagining Digital Education and Creative Technology Page 174 of 228
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33Renfrewshire’s Promise Circuit: Reimagining Digital Education and Creative Technology In addition to supporting young people directly, Circuit also provides training and confidence building opportunities for foster carers, residential staff, and social care professionals ensuring a holistic approach to digital inclusion. Renfrewshire Council, in partnership with the Circuit Project, the Promise Team, and Invest in Renfrewshire, has supported a Modern Apprentice placement within Youth Services. This reflects our commitment to creating a lasting legacy and enhancing opportunities for Care Experienced young people. Next Steps • The Promise Manager and a representative from Youth Services will continue to represent Renfrewshire Council on the Steering Group • Raise awareness of the programme across Renfrewshire Page 175 of 228
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34Renfrewshire’s Promise Renfrewshire Promise Team: Maurice Gilligan, Promise Manager maurice.gilligan@renfrewshire.gov.uk Sam Macrae, Promise Ambassador samantha.macrae@renfrewshire.gov.uk Promise Manager My name is Maurice Gilligan, Renfrewshire’s Promise Manager and a member of the Children’s Services Senior Leadership Team. I lead the strategic implementation of The Promise across Renfrewshire, working in close partnership with Scottish Government, COSLA, Promise Scotland, and a range of statutory and third-sector agencies. I hold responsibility for coordinating Renfrewshire’s Children’s Services Partnership response, ensuring alignment with national priorities and driving forward transformational change. I lead multi-agency planning and implementation efforts aligned with The Promise, working in close partnership with the Health and Social Care Partnership, NHS Greater Glasgow and Clyde, community organisations, and the third sector. My role focuses on embedding The Promise across services to ensure lasting, meaningful change. I also contribute to Renfrewshire’s broader improvement agenda, championing approaches that place children, young people, and families at the centre of service design and delivery. Beyond my core role, I bring experience from senior leadership positions at Skills Development Scotland and I also serve as a non-executive Director at Scotwest Credit Union, supporting ethical financial inclusion and community empowerment. Promise Ambassador My name is Sam Macrae, and I am The Promise Ambassador for Renfrewshire Council. I have been in post since July 2021 and was involved in the Independent Care Review during its discovery stage. My role focuses on supporting individual teams and services to consider how they can keep The Promise and consider the needs of Care Experienced children, young people and their families. I co-chair the Supporting the Workforce group for The Promise to ensure the council is providing employment opportunities and support to people with Care Experience. My role also supports staff to consider how they can embed the voice of Care Experienced people in their service provision and design. In 2025, I was selected as a 30 Under 30 by the Young Women’s Movement, recognising the achievements of young women in Scotland. I spent five years as a trustee, and more recently Vice Chair/ Acting Chair of Outside ProjectChange, a charity focused on supporting the creation of an inclusive and supportive care community. I am also a trustee of the Unite Foundation who provide free accommodation and scholarships to Care Experienced and Estranged young people at partner universities. Promise Team Contact Information and Biographies Sam and Maurice Page 176 of 228
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35Renfrewshire’s Promise Established in 2021 and chaired by John Trainer, Chief Social Work Officer, this group oversees the delivery of The Promise across Renfrewshire. It reports to Renfrewshire’s Children’s Services Partnership and meets three to four times a year. With representation from Renfrewshire Council, HSCP, third sector organisations, Promise Scotland, and other community planning partners, the group ensures a collaborative, cross-sector approach. It drives forward Renfrewshire’s commitment to Keeping The Promise, ensuring services are inclusive, responsive, and shaped by Care Experienced voices. Current membership of Promise Oversight Group (correct as of December 2025): • Carolanne Moore, Strategic CLD Manager, Connected Communities, Renfrewshire Council (RC) • Emma Henry - Head of Education, RC • Felix Haggerty - Professional Training and Development Manager, Renfrewshire Children’s Services & Renfrewshire Health & Social Care Partnership (RHSCP) • Fiona Williams - Depute Principal Educational Psychologist, RC • Jamie Gardyne - Community Justice Lead Officer, RC • Jean Brierley - Education Officer (Inclusion), RC • Joanne Byrne - Children’s Services Manager, RHSCP • Joanne Felvus - Children’s Service Manager (Threads), Barnardo’s • John Trainer - Head of Childcare and Criminal Justice / Chief Social Work Officer, RC • Kevin Smith - Children’s Services Manager, RC • Lauren Johnston - Service Improvement Manager, Children’s Services, RC • Louise Bouchier-Hayes - Promise Delivery Partner, Promise Scotland • Louise Feely – Head of Housing, RC • Martin Mathieson- Assistant Director, Barnardos Scotland • Maurice Gilligan – Promise Manager, RC • Michelle McCargo - Children’s Services Manager, Social Work • Nicola Harkness - Locality Reporter Manager, SCRA • Pauline Robbie - Head of Service, RHSCP • Ruth Wallace - Child Protection Advisor, RC • Sam Macrae – Promise Ambassador, RC • Scott Campbell- Head of Student Services, West College Scotland • Sharon Berrie – Advocacy & Participation Manager, Who Cares? Scotland • Suzie Scott – Area Manager, Skills Development Scotland • TBC - Whole Family Wellbeing Manager, RC • Tom Irvine - Homeless & Housing Support Services Manager, RC • Victoria Hollows- Chief Executive, OneRen Appendix 1 — Renfrewshire’s Promise Strategic Oversight Group Page 177 of 228
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36Renfrewshire’s Promise The Promise in brief: Scotland’s ambition is that every child and young person should grow up safe, loved and respected. The conclusions of Scotland’s Independent Care Review set out the changes that need to take place to achieve this for Care Experienced children and young people. Scotland’s promise is that these conclusions will be implemented in full by 2030 at the latest. What is The Promise? Between 2017 and 2020, Scotland’s Independent Care Review heard the experiences of over 5,500 people, who included: • Care Experienced infants, children, young people and adults • members of the paid and unpaid workforce of Scotland’s ‘care system.’ Their vision was set out in the Independent Care Review’s conclusions. In 2020, the Scottish Parliament agreed to keep these conclusions in full. And, when it did, it made a promise. Background to The Promise Parenting does not stop at 18. Scotland must continue to consider how to create Scotland’s ambition that all children will grow up loved, safe and respected so that they meet their full potential. However, in Scotland, Care Experienced people are not always as loved, safe and respected as they should be. In 2020, the conclusions of Scotland’s Independent Care Review made a series of recommendations about how this had to change. The Promise is that Scotland will implement these recommendations in full by 2030 at the latest. What was the Independent Care Review? The Independent Care Review was a consultation into how Scotland’s “care system” needed to change. It came from a place of activism and voice, following the work of a movement of Care Experienced people across Scotland— who were determined to improve the life chances of people with experience of care. In 2016, this movement secured a cross-party commitment to an Independent Care Review ahead of elections to the Scottish Parliament. Following these, the then First Minister pledged her support announcing an independent root and branch review of care. The process of the Independent Care Review The Independent Care Review commenced in 2017 and concluded in 2020. In that time, it listened to what thousands of children, adults and families told them about their experiences of the “care system.” It also heard from thousands of others: parents, carers and members of the paid and unpaid workforce. And it heard from over 500 organisations, including: schools and universities, think tanks, The Curious Collaborative of Funders, corporate parents, and national bodies. The scope was intentionally wide, so that it could be a true reflection of what was experienced for children and families as well as for those working in and around the system. The aim was to speak to everyone who would come into contact with children and their families throughout their care journeys and beyond. Finally, over 150 volunteers used 943 research sources to produce 56 outputs in areas including: education, health, data, inspection, regulation, and justice. Appendix 2 — What is The Promise Page 178 of 228
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37Renfrewshire’s Promise Appendix 2 — What is The Promise Whose role is it to keep The Promise? Scotland committed to The Promise, so people and organisations throughout the public sector are working to keep it. Among them are: Scottish Government, COSLA, Local Authorities, The NHS, Social workers, and Teachers. This is far from an exhaustive list. As well as this, other people and organisations may also do work to keep The Promise including those in the third sector. The Promise has five foundations which change is centred around. These are: • Voice: Children and young people must be listened to and involved in decision making about their care • Family: Where children are safe with their families and feel love, they should stay with them. They should be given support to overcome any difficulties • Care: When it is not possible for children and young people to remain with their family, children must stay with their brothers and sisters wherever it is safe to do so. They must also belong to a loving home, where they are able to stay for as long as needed • People: The workforce must be supported to develop trusting, compassionate relationships with those they support. They must also be aware of the importance of listening during decision making • Scaffolding: Children, families and the workforce must be supported by a system that is there when it is needed: the scaffolding of help, support and accountability The Promise is formed from the Independent Care Review’s conclusions. The Care Review published its conclusions in February 2020. These conclusions were made up of seven reports: • The Promise, which outlines the vision for a Scotland where Care Experienced children and young people can all grow up loved, safe and respected • The Pinky Promise, which explains this vision in a child friendly way, follow the money, which tracked where investment went in the “care system” • The money, which reflected how any investment in how we care for Scotland’s children and families could be better spent to impact their lives • The plan, which laid out that for Scotland to keep The Promise, there needed to be a radical redesign of care • The rules, which highlighted the legislation, policies, and organisations which govern the care system • Thank you, which aimed to acknowledge and thank the thousands of people who made the Independent Care Review happen Page 179 of 228
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38Renfrewshire’s Promise Appendix 2 — What is The Promise Who nationally helps make sure The Promise is kept? The Promise Scotland: The organisation established by Scottish Ministers to drive and support the change required for Scotland to keep The Promise. • The Oversight Board: The Oversight Board monitors the pace and performance of the change required for Scotland to keep The Promise • The Promise Collective: A group that has been brought together to support the development of assessment of change • Independent Strategic Advisor: Fiona Duncan is Independent Strategic Advisor for The Promise, appointed by the Scottish Government • Corra Foundation: Corra Foundation has the responsibility in disseminating and monitoring The Promise Partnership Fund (Appendix 2 produced by Promise Scotland and used with their permission.) Page 180 of 228
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39Renfrewshire’s Promise • Care Experience: The Care Experienced community is made up of anyone who is or has been in care or is from a looked-after background at any stage in their life. That is anyone who is or has been in foster care, adopted, kinship care (looked after by a relative), resident in a children’s home or have been looked after at home under a Supervision Order for any length of time. It also includes anyone who is or has been on the edges of care (in contact with social work and the wider care sector) at any point. • Children (Care, Care Experience and Services Planning) (Scotland) Bill: Proposed legislation to strengthen rights and simplify the legal landscape for Care Experienced individuals • Communities That Care (CtC): A whole- school approach by Who Cares? Scotland to reduce stigma and promote inclusion for Care Experienced pupils • Renfrewshire Community Justice Partnership: A multi-agency group aligning justice work with The Promise, focusing on early intervention and rehabilitation • Contextual Safeguarding: An approach to understanding harm in environments outside the home, used in school-based projects • Convention of Scottish Local Authorities (COSLA): COSLA is the national association of Scottish councils and acts as an employers’ association for its 32 member authorities. • Corporate Management Team (CMT): The Corporate Management Team comprises the Heads of Service from across the Council, along with senior officers from OneRen and Renfrewshire Health and Social Care Partnership (HSCP). This group meets regularly to discuss strategic and operational priorities affecting the Council and its partners • FORT System: A case management and referral tracking platform used to improve service coordination and evaluation • Getting It Right For Every Child (GIRFEC): GIRFEC is Scotland’s national approach to promoting, supporting, and safeguarding the wellbeing of all children and young people. It provides a consistent framework, shared language and common understanding of wellbeing • Guaranteed Interview Scheme: A policy offering guaranteed interviews to Care Experienced applicants who meet job criteria • Health and Social Care Partnership (HSCP): HSCPs are organisations formed to integrate services provided by Health Boards and Councils in Scotland. The NHS and local authority jointly run each partnership. Renfrewshire HSCP delivers adult social care services and all community health services for adults and children in the Renfrewshire area • Human Library: A mentoring initiative matching Care Experienced young people with professionals for career insights • Independent Care Review: A national review (2017–2020) that gathered experiences from over 5,500 people to inform The Promise • Lived/living Experience: Lived/living experience is the knowledge and understanding you get when you have personally lived through something • Our Hearings, Our Voice (OHOV): OHOV is an independent board for children and young people from across Scotland between the ages of 8-18, who have experience of the Children’s Hearings System Glossary Page 181 of 228
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40Renfrewshire’s Promise Glossary • United Nations Convention on the Rights of the Child (UNCRC): UNCRC is the base standard for children’s rights and sets out the fundamental rights of all children. The UNCRC is the most widely ratified human rights treaty in the world and sets out the specific rights that all children have to help fulfil their potential, including rights relating to health and education, leisure and play, fair and equal treatment, protection from exploitation and the right to be heard • Whole Family Wellbeing Approach: A holistic, preventative model of support for families, rooted in GIRFEC and The Promise • YouthyFest: A youth-led festival celebrating Care Experienced voices and promoting inclusion • The Promise: Scotland’s ambition is that every child and young person should grow up safe, loved, and respected. See Appendix 2. • Promise Champs: Renfrewshire Promise Champs Group is a youth club run by Renfrewshire Council’s Youth Services for Care Experienced young people. The club aims to provide a supportive environment where participants can build confidence, develop skills through activities like arts, cooking, and games, and have their voices heard to improve services. • The Scottish Children’s Reporter Administration (SCRA): SCRA is responsible for supporting children and young people at risk through the Children’s Hearings System. • Pinky Promise: A child-friendly version of The Promise explaining its vision and commitments • Promise Keeper Network: A community of Promise Keepers across Renfrewshire promoting awareness and action around The Promise • Promise Keeper: Individuals across sectors who commit to advocating for and implementing The Promise in their work • Promise Progress Framework: A national framework to track progress in implementing The Promise, using data and lived experience • Promise Scotland: The organisation established by Scottish Ministers to drive and support the change required for Scotland to Keep The Promise • Ren10: A network of people who work or volunteer in the Renfrewshire area. There is a variety of early help services for your mental health and wellbeing • Renfrewshire Promise Strategic Oversight Group: Renfrewshire’s governance body overseeing delivery of The Promise across services • Request for Assistance (RfA): RfA is a digital system allowing families and professionals to seek support from Renfrewshire’s Family Wellbeing Service Page 182 of 228
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Renfrewshire’s Pinky Promise Keeping The Promise in Renfrewshire Report on Keeping The Promise to Renfrewshire’s Infants, Children, Young People and Families. March 2026 Page 184 of 228
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Renfrewshire’s Promise Contents 1 4 5 6 7 8 9 9 10 11 12 14 16 17 18 19 The Promise in Renfrewshire Youth Voice Leading Change Renfrewshire’s Promise Keeper Network Promise Keeper Conference 2025 Renfrewshire Language Policy Supporting the Workforce — Spotlight on Employability Whole Family Wellbeing Approach in Renfrewshire Keeping The Promise in Children’s Hearings Community Justice and The Promise: Working Together Renfrewshire Council’s Housing Services: Delivering on The Promise Renfrewshire’s Promise Partnership Projects in Education Communities that Care: Building Inclusive School Communities Stronger Start: Embedding The Promise in Maternity Support Circuit: Reimagining Digital Education and Creative Technology Promise Team Contact Information and Biographies Glossary Page 185 of 228
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Renfrewshire’s Promise The Promise in Renfrewshire This report reflects our work to Keep the Promise in Renfrewshire from February 2025 to February 2026. Thank you to all who continue to champion this work. Page 186 of 228
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1Renfrewshire’s Promise The Promise in Renfrewshire Our Commitment The Promise is recognised as being important for Renfrewshire’s Children’s Services Partnership. We want to work together to support children and families when they need help. The Promise is included in lots of council plans and is linked to other areas of work such as poverty, trauma and inequality. We want children, young people and their families to feel safe and heard. They should be able to ask questions, talk about things they are worried about, and help to design services. It is important that we listen to people who have lived experience, and that we make the changes they tell us about. Loving and Nurturing Principles: Central to our approach is a commitment to loving, nurturing relationships and listening to children, young people and families. We strive to create a culture where people feel safe and empowered to ask questions and shape the services they receive. We recognise that children experience the care system through relationships, and that those relationships must be grounded in compassion, trust, and respect. Page 187 of 228
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2Renfrewshire’s Promise The Promise in Renfrewshire Governance and Oversight The Promise Strategic Oversight Group is a group of staff who check the work of The Promise in Renfrewshire. There are also three other groups of staff who look at areas of The Promise which are: • Whole Family Wellbeing Steering Group • Supporting the Workforce • Renfrewshire Children’s Hearings Improvement Partnership Each group is led by senior staff from the council and the partnership, and lots of other staff members are part of the groups. We use a Promise Mapping and Planning Tool to track the work of the Promise in Renfrewshire. This has been recognised as a good example of tracking progress. Supporting the Workforce People who work in our services can sometimes feel stressed due to increased workload and less support. We need to make sure they are supported and able to access training. Data, Measurement and Reporting We should gather high quality data across different areas to make sure that Care Experienced people are doing well. Resources and Funding We want better funding for changes that need to be made, across longer periods of time. Legislative Reform There is lots of changes taking place in the Scottish Government to create laws to increase support for Care Experienced people including the Children (Care, Care Experience and Services Planning) (Scotland) Bill and the UNCRC. Guided by National Priorities There are important areas within The Promise which must happen both in Renfrewshire, and across Scotland by 2030. Voice and Participation We must speak to people who have experiences of using our services. We must work with them to design services and make decisions. Governance and Accountability Everyone should know their role to Keep the Promise and their work should be checked. We want services to work together to deliver on the Promise. Strategic Planning and Direction The Promise Plan 24-30 of The Promise focuses on making real changes that can be seen and felt by people who use services. This must be measured to check that the changes are happening across the country. Whole Family Support Families must be able to access support when they need it in a judgement free way. Page 188 of 228
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3Renfrewshire’s Promise The Promise in Renfrewshire Next Steps • Continue to work with partners across Scotland • Check that we are up to date with changes in the law • Help to design plans to support Promise changes • Share examples of good work from Renfrewshire Community Planning and Strategic Engagement The Promise Team support other groups of staff such as Renfrewshire’s Children’s Services Partnership, the Community Planning Partnership Executive Group, and the Forum for Empowering Communities to consider The Promise The Promise Manager supports other leaders in the Council and the HSCP to include The Promise in plans, reports and discussions. National Engagement and Influence The Promise Team regularly meets with The Promise Scotland, the Scottish Government and COSLA to share work which is happening in Renfrewshire. The Promise Team have also given information on Government consultations including: • The Children (Care, Care Experience and Services Planning) (Scotland) Bill • Developing a universal definition of Care Experience • Future of Fostering Consultation • Children’s Hearings Redesign Strategic Drivers and Alignment The most recent Promise and Scottish Government plans say the following: • It must be clear who is responsible for different changes • We must be able to measure the changes that happen • We must work together, and fund the changes to continue in the future In Renfrewshire, we connect the Promise with other areas of work in Scotland: • The United Nations Conventions on the Rights of the Child • Getting it Right for Every Child (GIRFEC) • National Trauma Transformation Programme • Equalities legislation and approaches Page 189 of 228
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4Renfrewshire’s Promise Renfrewshire Council Youth Services are responsible for raising the voices of Care Experienced young people in Renfrewshire. They promote children’s rights and the UNCRC. They make sure they follow the National Youth Work Outcomes to get young people involved in local decision making. Youth Services do this by hosting groups for young people to give them the chance to have their voices heard. One of these groups is the Promise Champs, who regularly have new members and share their work. Youth-Led Campaigns and Events The Promise Champs are involved in making change. They have hosted events such as the Promise Present Drive which gave over 300 parcels to Care Experienced young people across Renfrewshire. The Promise Champs have hosted other events such as a Festive Lunch and WinterFest. This brought together young people and families for activities. Summer Programme and Residential Experiences With funding from the Corra Foundation, Youth Services hosted six weeks of summer activities led by the Promise Champs. This included youth clubs, drama workshops and trips to Edinburgh Zoo and Glasgow’s Splatter Art Studio. The activities created safe spaces for young people to make friends, learn new skills and access support. “This year we were encouraged to be more independent as a group and plan and decide on things ourselves. It was cool that we got to choose exactly what we wanted to do without the worry of money restrictions.” Creative Projects and Visual Identity The Promise Champs have also taken part in creative projects. They created logos and branding with the artist Rachel Jardine. The group created hoodies and posters. This also involved working with pupils involved in the Promise in St Andrew’s Academy to create logos, badges and keyrings. Youth-Led Redesign of Community Spaces The Promise Champs have been involved in redesigning community spaces, including the Throughcare meeting room at the St James Centre, the Methodist Halls, outdoor space at Johnstone High School and Paisley YMCA. This created welcoming, youth-friendly spaces for young people. “Redesigning the space made me feel like it was ours, it’s somewhere I want to be.” Promise YouthyFest 2025 The Promise YouthyFest 2025 was attended by 189 participants and was designed and delivered by the Promise Champs. The event included music, funfair activities and creative zones. Families described the event as “inclusive, uplifting and fun”. “Planning the summer Youth Festival was my favourite part of this year, it was super fun with lots of things to do and I got to do it all with my friends from club.” Next Steps • Work with Care Experienced young people to improve services • Support youth-led projects that include the voices of young people • Learn from the activities Youth Voice Leading Change Page 190 of 228
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5Renfrewshire’s Promise Renfrewshire’s Promise Keeper Network is a group of local champions for The Promise. They raise awareness of the issues that affect Care Experienced people. There are currently 407 Promise Keepers in Renfrewshire, and this will continue to grow. Promise Keepers make sure that The Promise is being included in services and that staff are aware of it. Care Experienced people have told us that they want real and genuine people to champion The Promise. There are lots of different services included in the Promise Keeper Network such as Social Work, Education, Elected Members and Health. In the past year, there have been 100 new Promise Keepers and lots of new teams and services are involved. Glenvale FC and Basketball Paisley are two local sports teams involved in the network. The Promise Keeper Network has helped to create long term change in St Andrew’s Academy, with senior teachers in the school thinking about changes they can make. The Council’s Corporate Management Team have committed to becoming Promise Keepers including the Chief Executive. The Promise Keeper Network have also welcomed volunteers from Home-Start to who are aware of Care Experience when supporting children and their families. Promise Keepers are supported to share what they have learned with their colleagues. We support this through discussions, inputs and presentations to share their work. We have hosted several Promise Keeper Catch-Up sessions in 2025 focusing on employability and language. We continue to listen to Promise Keepers to make sure we can support them to learn from us and each other. Renfrewshire’s Promise Keeper Network is informed by our Care Experienced community, they are at the very heart of what we do. Next Steps: • Continue to raise awareness and grow the network • Celebrate success and share case studies • Support our current Promise Keepers Renfrewshire’s Promise Keeper Network Page 191 of 228
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6Renfrewshire’s Promise On the 4th of December 2025, we hosted our third annual Promise Keeper Conference with a theme focused on employability – “How Can We Strive for Renfrewshire to be the Best Place for Care Experienced People to Work?”. The event involved different speakers, showing videos and having discussions with colleagues. Over 100 Promise Keepers attended. The conference was opened by the Chief Executive of Renfrewshire Council who spoke about his commitment to The Promise. Speakers included OneRen, Career Ready and Invest in Renfrewshire sharing information about how the work that they do supports Care Experienced people in Renfrewshire around employability. Before the conference, the Promise Ambassador worked with three Care Experienced members of staff to create a short film sharing their experience of being Care Experienced and working in Renfrewshire. This film highlighted the importance of ensuring that we consider the needs of Care Experiences adults and colleagues. The final item of the day was a session called “In Conversation With…” which was chaired by Pauline Moss. This involved a short interview which each participant including Thomas Seisay from Haus of Seisay, Mary Cumming from Glenvale FC and Raymond Cree and Eddie Simpson from People & OD in Renfrewshire Council. “Thank you so much for an amazing and inspiring event.” “Great speakers and a lovely mix of different perspectives.” “My first Promise Keeper Conference and was a great experience” “It felt the speakers came from a diverse number of services and backgrounds. In the previous Promise Conference, there were a diverse group of speakers but mostly from Social work and universal services. I think this year’s speakers demonstrates the progress made in highlighting the role of the wider council staff, communities and partners in understanding and implementing the Promise.” “From listening to others, I have came away with both some ideas and renewed motivation, especially in respect of our recruitment processes.” “All speakers were brave and inspiring.” “Speakers were all very engaging with interesting and varied speeches - great to hear more about what is going on, there is so much more than we knew about on our door step.” Next Steps: • Reflect on evaluation and learning • Plan for Conference 2025 Promise Keeper Conference 2025 Page 192 of 228
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7Renfrewshire’s Promise The Renfrewshire Language Policy was launched in April 2022. It was created by working together with Care Experienced young people and staff from the Promise Keeper Network. The language policy helps services to use positive, non-stigmatising language when talking about Care Experienced people. Staff are asked to change their language where needed. We will work with our Care Experienced Community, Promise Keeper Network and colleagues to review the Language Policy in 2026/2027. This will allow us to check that the policy is up to date and includes any legal changes which are happening in Scotland. This work has started, and a survey has been shared to get initial feedback about the policy. The Promise Ambassador regularly supports services to consider their language use in their work. Next Steps: • In 2026/27 we will progress the review of the language policy in consultation with the Care Experienced community and with partners • Produce and promote an updated policy Renfrewshire Language Policy Page 193 of 228
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8Renfrewshire’s Promise The Supporting the Workforce working group is co-chaired by Felix Haggerty and Sam Macrae. Lots of different people attend this group from the council, partnership and third sector to discuss ways that the council can support Care Experienced people in with employment. The Promise Human Library The Promise Keeper Network has lots of people from a range of career backgrounds and experiences. We want to make sure that our Care Experienced community can benefit from this. In July 2025, we launched the “Promise Human Library” which matches young people with Promise Keepers who work in a career area that they might be interested in. They would be able to access information through a phone call, email exchange or office visit. There are over 100 staff members signed up to the Promise Human Library. To sign up, young people fill out a Microsoft Forms page and tell us about their career interests or ideas. We will then find a Promise Keeper who matches this and help them to arrange their meeting. We are currently working to promote the Promise Human Library. “The young person did confirm that she found this meeting to be extremely helpful and informative, and she would recommend this type of shared knowledge for career minded young people.” Next Steps: • Continue to recruit staff to the Human Library • Raise awareness of the Human Library to ensure young people are able to access iLearn Module for all Staff An iLearn course has been created to help staff across the council to learn about The Promise. This includes basic information about The Promise and how they can get more involved. This course can be accessed by all council staff. Other organisations can access it by requesting a link. In 2026, the course will be reviewed to make sure it is up to date and relevant. Next Steps: • Continue to promote the iLearn module across the council and partners Care Experienced Staff Network In May 2025, we launched the Care Experienced Staff Network. It aims to share the living experiences of Care Experienced staff to help the council learn and improve how it supports Care Experienced colleagues in the council. The network is a safe space for Care Experienced staff and creates a sense of community and belonging. The network is for people with direct and indirect Care Experience. We will work to find balance with the group to make sure everyone is given space to share their views. Those with indirect experiences act as allies to Care Experienced people. Next Steps: • Continue to work with Marketing and Communications to ensure that all staff are aware of the network • Continue to expand on the membership of the network • Continue to develop the work and scope of the network Supporting the Workforce — Spotlight on Employability Page 194 of 228
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9Renfrewshire’s Promise Supporting the Workforce — Spotlight on Employability Guaranteed Interviews for Care Experienced People who meet Minimum Job Requirements In July 2025, the Corporate Management Team approved a Guaranteed Interview scheme for Care Expe- rienced people who meet the essential job requirements. This scheme aims to address some of the barriers that Care Experienced people might face when applying for jobs. Care Experienced people will be able to tick a box on the application form to share that they are Care Experienced if they want. We are working to ensure that Care Experienced people get good quality feedback if they do not get the job after the interview. The support that can be offered before or after an interview will also be clearly explained. Next Steps: • Continue to liaise with HR and CMT colleagues to launch this work. • We will be working closely with hiring managers around the time of the launch to ensure they are educated about this and understand the significance. Renfrewshire is a part of the Whole Family Wellbeing approach which changes how support is offered to children, young people and families. It is rooted in GIRFEC and The Promise focusing on early help, working together and collaboration. The Whole Family Wellbeing Service in Renfrewshire works together with third sector organisations. This allows families to access support to help them with challenges. In 2024, over 1000 families have accessed support which helped them with child wellbeing, parenting and family life. This work helps Renfrewshire to reduce crisis in families, promote resilience and outcomes for children and families. Next Steps • The Family Wellbeing Manager will continue to attend Renfrewshire’s Promise Strategic Oversight Group Whole Family Wellbeing Approach in Renfrewshire The Paisley Children’s Hearings Improvement Partnership have been working together to make changes in Children’s Hearings across three areas. The group are committed to The Promise and work together to ensure Hearings are rights-based, trauma informed and work for children and young people. The group involves staff from lots of different organisations. The group have worked to build on Child Friendly Scheduling to make sure that children and young people are able to have a say in the timing, place and structure of their Hearing. The group are also considering how current changes to the law will impact this work, with more focus on early intervention and rights. The Chair of the group gives regular updates to the Renfrewshire Strategic Oversight Group Next Steps • The Promise Manager will continue to attend the group • The group will look at changes to the law and share learning across Scotland Keeping The Promise in Children’s Hearings Page 195 of 228
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10Renfrewshire’s Promise Renfrewshire’s Community Justice Partnership works to promote community justice. It works to embed The Promise with a key focus on children, young people and families who are affected by involvement with the justice system. The group works to promote early help, prevention and support. The group aims to reduce reoffending and support people to rebuild their lives. This work is linked to the Renfrewshire Promise Strategic Oversight Group with their child-centred vision and embedding lived experience. The structure of the work embeds The Promise by: • Having the same Chair to ensure the work is linked • Working to share lived experience when making decisions • Working together with other groups such as the Local Employability Partnership to make sure people can access support. It is important that families are supported during and after justice involvement and have access to housing, health and employability services. The group are also working to reduce stigma around justice. They work to make sure a more compassionate understanding of justice is promoted. Next Steps • Improve links between The Promise Strategic Oversight Group and the Community Justice Strategic Group • Promote the needs of justice-involved families • Working closely with children and families affected by imprisonment • Promote a compassionate message about justice • Provide regular updates on progress Community Justice and The Promise: Working Together Page 196 of 228
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11Renfrewshire’s Promise Housing and Homelessness services are important in Renfrewshire’s Promise to ensure young people and families have access to housing and support. The Promise says that every child and young person should grow up in a safe, stable and loving home. Poor housing and homelessness can affect the wellbeing, development and relationships of Care Experienced people. Renfrewshire Council’s Environment, Housing and Infrastructure’s Plan includes work on The Promise. This aims to prevent youth homelessness and make sure that Care Experienced people can access safe and affordable housing. This includes: • Creating personalised housing pathways for Care Experienced young people • Ensuring Care Experienced people are at the centre of their work • Promoting The Promise and Promise work • Keeping lived experience at the centre • Creating opportunities for Care Experienced people to provide feedback • Supporting the Guaranteed Interview Scheme during hiring processes. The Promise says that housing challenges can be a factor for children entering care. Renfrewshire Council has early help in place to support families who are at risk of poor housing conditions. Housing Services work to support kinship and foster carers to keep siblings together and ensure they have enough space in their homes to do this. This helps to provide safe and loving homes for Care Experienced children. Housing Services are committed to The Promise and ensuring that children, young people and families are able to access compassionate and inclusive housing services. Next Steps • The Promise Manager and Promise Ambassador will continue to support Housing and Homelessness services in relation The Promise • Support the wider E, H&I around all aspects in relation to The Promise Renfrewshire Council’s Housing Services: Delivering on The Promise Page 197 of 228
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12Renfrewshire’s Promise Renfrewshire has delivered two projects with funding from the Scottish Government Promise Partnership Fund. Two projects were completed in Education and worked to improve belonging and support for Care Experienced pupils. Keep The Promise Funded Project 1 The project at Johnstone High School aimed to reduce school exclusions and improve results for Care Experienced young people. The project funded a trusted adult who could support pupils in the school. The voices and views of Care Experienced young people helped to design this project. The school has delivered meaningful and lasting change for Care Experienced children and young people. Through dedicated roles, inclusive spaces, data-informed support, and strong partnerships, the school has created an environment where pupils feel seen, heard, and valued. The Principal Teacher of The Promise and Promise Key Worker provided advocacy and support to improve attendance, participation and wellbeing within the school. These roles in the school helped pupils to feel seen, heard and valued. The Cove was created which is a safe and stigma-free space for Care Experienced pupils to get support, build relationships and improve their wellbeing. This work also included contextual safeguarding work which was delivered by Barnardo’s. Young people face many risks outside of their home, including in school and in their communities. Barnardo’s worked with the school to put in place safety strategies for Care Experienced pupils in the school. A Wellbeing Tracker was created which allowed pupil wellbeing to be checked. Pupils were also able to reflect on their feelings. Staff were trained in trauma-informed practice, contextual safeguarding and inclusive teaching. Staff said they felt more able to support Care Experienced pupils. Parent and Carer groups were created for families to make changes in the school and improve relationships. The Promise Manager supported the work and made sure the Promise Strategic Oversight Group and Senior Managers were kept updated. It was also important to share what we learned during this project. This work was shared as an example of good practice in the Promise Scotland’s Stories of Change Project. The project received very good feedback from the Corra Foundation. The project had some challenges too, such as an increase to costs which had to be managed well. There were also changes to staffing during this time. This project showed the importance of leadership, working with young people and reducing stigma. Moving forward, the learning from this project will shape policy, work and culture to make sure Care Experienced pupils have a good experience of education. Keep The Promise Funded Project 2 The Promise Partnership project at St Andrew’s Academy focused on improving transitions for Care Experienced pupils. Care Experienced pupils can find transitions more challenging. This project aimed to improve transitions and make sure young people are prepared for them and supported. This involved having a Promise Team in the school to provide this support. Renfrewshire’s Promise Partnership Projects in Education Page 198 of 228
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13Renfrewshire’s Promise Renfrewshire’s Promise Partnership Projects in Education We will work to make sure that this positive change continues and that other schools can learn from it. The project spent the right amount of money, even though there were challenges around increasing costs. The project ran longer than expected, to make sure that it lined up with the school year and was able to achieve its goals. The Corra Foundation gave positive feedback about the project. It noted the school’s work on trauma-informed practice, pupil voice and working with families. Senior Care Experienced pupils at St Andrew’s Academy created a Promise Charter. This includes the values of The Promise in school culture. Next Steps • Include learning in School Improvement Plans and Education Quality Improvement Framework • Work together with organisations such as Barnardo’s and Who Cares? Scotland to improve support • Share learning across key groups of staff • Share learning across Scotland The Promise Partnership project at St Andrew’s Academy has turned ambition into action. It has built a caring, inclusive, and rights-focused culture that is now at the heart of the school. The Promise Team included a Principal Teacher of Inclusion and a Project Leader to change the school’s approach to transitions. This involved finding what worked well already and building on this to work directly with P7 pupils. This included transition programmes, summer activities and wellbeing sessions. By valuing relationships, listening to children and families, and staying true to The Promise, the school has created a space where Care Experienced pupils can truly thrive. Staff were able to improve their skills during this work and access learning and training to improve their understanding of Care Experience and the needs of Care Experience young people. Learning from this project was shared with staff and senior leaders. The Promise Manager worked with the Head of Education to create guidance for schools. Page 199 of 228
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14Renfrewshire’s Promise The Communities that Care programme was delivered in partnership with Who Cares? Scotland. It aimed to change the way Care Experienced children and young people are supported in schools in Renfrewshire. This project started in Renfrewshire and has now been put in place across Scotland. The Communities that Care programme has made a profound and lasting impact in Renfrewshire. Through training, curriculum integration, community engagement, and pupil participation, it has created more caring and inclusive school environments for Care Experienced children and young people. It has challenged stigma, fostered empathy, and empowered pupils and staff to become champions of care. Aommunities that Care uses a whole school approach to nurture and support Care Experienced pupils. It does this by educating everyone in a school, including pupils, staff and parents and carers about Care Experience. It makes sure that schools are inclusive and understanding. Addressing Stigma and Misunderstanding Care Experienced people often face stigma because people do not understand what it means to be Care Experienced. This can make Care Experienced people feel excluded and isolated. Schools have the power to educate young people who will grow up to be kinder and more compassionate about Care Experience. This will influence change in families, communities and for the future. A Whole-School Approach to Inclusion The whole school approach happens through staff training, teaching for children and engaging with local communities. It aims to make sure that Care Experienced pupils can do well in school and feel like they belong. The Communities that Care programme has been used in lots of Renfrewshire schools. By March 2025, all 63 schools had completed the first stage of training, and 61 schools had completed the second stage. 43 schools were delivering lessons in classes for children and young people. Curriculum Integration: Learning About Care Experience Communities that Care give teachers resource packs that they can use to teach lessons about Care Experience. There are different resources for different ages of children. Teaches said that the lessons created good discussions about Care Experience. 783 pupils gave positive feedback about the resources, and shared they felt more aware of Care Experience and how they can support or challenge stigma. Supporting Care Experienced Pupils Beyond the Classroom The project also helped schools to support their Care Experienced pupils. This happened by making them aware of different supports that are available for Care Experienced people. Schools also celebrated Care Experience through events such as Care Day in February and Care Experienced Week in October. Communities that Care: Building Inclusive School Communities Page 200 of 228
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15Renfrewshire’s Promise Communities that Care: Building Inclusive School Communities Empowering Pupil Voice and Participation The project also made sure that Care Experienced pupils are able to express themselves, make change and meet other Care Experienced people. This also helped Care Experienced pupils to feel pride in their identities and to be aware of their rights. Professional Growth and Cultural Change Teachers are school staff were able to improve their knowledge and skills. This will help Care Experienced pupils to feel more seen and heard. We will work to make sure that the learning and change from this project can continue in Renfrewshire schools. Next Steps • Schools keep access to the Curriculum & Resource Pack and will be encouraged to continue lesson Page 201 of 228
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16Renfrewshire’s Promise Stronger Start is a service which provides support to pregnant women and their families in Renfrewshire, Inverclyde and West Dunbartonshire. It is located in the Royal Alexandra Hospital (RAH) Maternity Unit. Stronger Start is more than a financial advice service it is a transformational model of early intervention, family support, and rights-based advocacy that reflects the values and ambitions of The Promise. By embedding support within maternity services, Stronger Start reaches families at a critical juncture, offering help that is timely, compassionate, and effective. Stronger Start is a preventive support which understands the impact of finance, housing and other factors on infant wellbeing. It provides support around rights, managing debt, improving income and financial skills before families reach crisis point. This will reduce the chances of families having child protection or social work involvement later. This reflects the Promise’s values of universal and non- stigmatising support. The services recognise the harm that poverty can cause for infants and their health. The service can support families with basic items for their baby and help them to budget their money. It is important that families are listened to and can access their rights. Stronger Start supports women to access services that they need. This is more important for Care Experienced parents who may face stigma or not know what they are able to access. There is a working group to support the work of Stronger Start which includes services such as the council, NHSGGC, Citizens Advice and local HSCP’s. The service currently has funding in place until 2027. Next Steps • Ensuring the work is linked to The Promise • The Promise Manager to attend the Steering Group • Updates to be provided to the Promise Strategic Oversight Group Stronger Start: Embedding The Promise in Maternity Support Page 202 of 228
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17Renfrewshire’s Promise The Circuit project gives Care Experienced people access to digital learning and technology. It is developed in partnership with YMCA Scotland and Renfrewshire Council. It is rooted in co-design and inclusion. Circuit runs in Dundee and Renfrewshire and offers 12-week programmes where young people can improve their digital skills in filmmaking, coding and media. It is a safe, inclusive and inspiring place for Care Experienced young people to improve their skills. The ethos of Circuit aligns closely with the principles of The Promise, ensuring that Care Experienced young people are supported to thrive, feel a sense of belonging, and have access to meaningful opportunities. The project has been created with Care Experienced young people who are paid for their time. The Paisley project can be accessed through the Circuit website. The project is funded by the National Lottery Community Fund and links to Renfrewshire’s work on The Promise by promoting digital inclusion. By embedding co-design, accessibility, and empowerment at its core, Circuit is helping to realise the ambitions of The Promise ensuring that Care Experienced young people grow up loved, safe, and respected, with every opportunity to flourish. Circuit also gives training to foster carers, residential staff and social care professionals to support digital inclusion. This work has also supported a Modern Apprentice within Youth Services to support opportunities for Care Experienced people. Next Steps • The Promise Manager and a representative from Youth Services will continue to represent Renfrewshire Council on the Steering Group • Raise awareness of the programme across Renfrewshire Circuit: Reimagining Digital Education and Creative Technology Page 203 of 228
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18Renfrewshire’s Promise Renfrewshire Promise Team: Maurice Gilligan, Promise Manager maurice.gilligan@renfrewshire.gov.uk Sam Macrae, Promise Ambassador samantha.macrae@renfrewshire.gov.uk Promise Manager My name is Maurice Gilligan, Renfrewshire’s Promise Manager and a member of the Children’s Services Senior Leadership Team. I lead the strategic implementation of The Promise across Renfrewshire, working in close partnership with Scottish Government, COSLA, Promise Scotland, and a range of statutory and third-sector agencies. I hold responsibility for coordinating Renfrewshire’s Children’s Services Partnership response, ensuring alignment with national priorities and driving forward transformational change. I lead multi-agency planning and implementation efforts aligned with The Promise, working in close partnership with the Health and Social Care Partnership, NHS Greater Glasgow and Clyde, community organisations, and the third sector. My role focuses on embedding The Promise across services to ensure lasting, meaningful change. I also contribute to Renfrewshire’s broader improvement agenda, championing approaches that place children, young people, and families at the centre of service design and delivery. Beyond my core role, I bring experience from senior leadership positions at Skills Development Scotland, and I also serve as a non-executive Director at Scotwest Credit Union, supporting ethical financial inclusion and community empowerment. Promise Ambassador My name is Sam Macrae, and I am The Promise Ambassador for Renfrewshire Council. I have been in post since July 2021 and was involved in the Independent Care Review during its discovery stage. My role focuses on supporting individual teams and services to consider how they can keep The Promise and consider the needs of Care Experienced children, young people and their families. I co-chair the Supporting the Workforce group for The Promise to ensure the council is providing employment opportunities and support to people with Care Experience. My role also supports staff to consider how they can embed the voice of Care Experienced people in their service provision and design. In 2025, I was selected as a 30 Under 30 by the Young Women’s Movement, recognising the achievements of young women in Scotland. and I spent five years as a trustee, and more recently Vice Chair/ Acting Chair of Outside ProjectChange, a charity focused on supporting the creation of an inclusive and supportive care community. I am also a trustee of the Unite Foundation who provide free accommodation and scholarships to Care Experienced and Estranged young people at partner universities. Promise Team Contact Information and Biographies Sam and Maurice Page 204 of 228
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19Renfrewshire’s Promise • Care Experience: The Care Experienced community is made up of anyone who is or has been in care or is from a looked-after background at any stage in their life. That is anyone who is or has been in foster care, adopted, kinship care (looked after by a relative), resident in a children’s home or have been looked after at home under a Supervision Order for any length of time It also includes anyone who is or has been on the edges of care (in contact with social work and the wider care sector) at any point • Children (Care, Care Experience and Services Planning) (Scotland) Bill: Proposed legislation to strengthen rights and simplify the legal landscape for Care Experienced individuals • Communities That Care (CtC): A whole- school approach by Who Cares? Scotland to reduce stigma and promote inclusion for Care Experienced pupils • Renfrewshire Community Justice Partnership: A multi-agency group aligning justice work with The Promise, focusing on early intervention and rehabilitation • Contextual Safeguarding: An approach to understanding harm in environments outside the home, used in school-based projects • Convention of Scottish Local Authorities (COSLA): COSLA is the national association of Scottish councils and acts as an employers’ association for its 32 member authorities • Corporate Management Team (CMT): The Corporate Management Team comprises the Heads of Service from across the Council, along with senior officers from OneRen and Renfrewshire Health and Social Care Partnership (HSCP). This group meets regularly to discuss strategic and operational priorities affecting the Council and its partners • FORT System: A case management and referral tracking platform used to improve service coordination and evaluation • Getting It Right For Every Child (GIRFEC): GIRFEC is Scotland’s national approach to promoting, supporting, and safeguarding the wellbeing of all children and young people. It provides a consistent framework, shared language and common understanding of wellbeing • Guaranteed Interview Scheme: A policy offering guaranteed interviews to Care Experienced applicants who meet job criteria • Health and Social Care Partnership (HSCP): HSCPs are organisations formed to integrate services provided by Health Boards and Councils in Scotland. The NHS and local authority jointly run each partnership. Renfrewshire HSCP delivers adult social care services and all community health services for adults and children in the Renfrewshire area • Human Library: A mentoring initiative matching Care Experienced young people with professionals for career insights • Independent Care Review: A national review (2017–2020) that gathered experiences from over 5,500 people to inform The Promise • Lived/living Experience: Lived/living experience is the knowledge and understanding you get when you have personally lived through something • Our Hearings, Our Voice (OHOV): OHOV is an independent board for children and young people from across Scotland between the ages of 8-18, who have experience of the Children’s Hearings System Glossary Page 205 of 228
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20Renfrewshire’s Promise Glossary • United Nations Convention on the Rights of the Child (UNCRC): UNCRC is the base standard for children’s rights and sets out the fundamental rights of all children. The UNCRC is the most widely ratified human rights treaty in the world and sets out the specific rights that all children have to help fulfil their potential, including rights relating to health and education, leisure and play, fair and equal treatment, protection from exploitation and the right to be heard • Whole Family Wellbeing Approach: A holistic, preventative model of support for families, rooted in GIRFEC and The Promise • YouthyFest: A youth-led festival celebrating Care Experienced voices and promoting inclusion • The Promise: Scotland’s ambition is that every child and young person should grow up safe, loved, and respected. See Appendix 2 • Promise Champs: Renfrewshire Promise Champs Group is a youth club run by Renfrewshire Council’s Youth Services for Care Experienced young people. The club aims to provide a supportive environment where participants can build confidence, develop skills through activities like arts, cooking, and games, and have their voices heard to improve services • The Scottish Children’s Reporter Administration (SCRA): SCRA is responsible for supporting children and young people at risk through the Children’s Hearings System • Pinky Promise: A child-friendly version of The Promise explaining its vision and commitments • Promise Keeper Network: A community of Promise Keepers across Renfrewshire promoting awareness and action around The Promise • Promise Keeper: Individuals across sectors who commit to advocating for and implementing The Promise in their work • Promise Progress Framework: A national framework to track progress in implementing The Promise, using data and lived experience • Promise Scotland: The organisation established by Scottish Ministers to drive and support the change required for Scotland to Keep The Promise • Ren10: A network of people who work or volunteer in the Renfrewshire area. There is a variety of early help services for your mental health and wellbeing • Renfrewshire Promise Strategic Oversight Group: Renfrewshire’s governance body overseeing delivery of The Promise across services • Request for Assistance (RfA): RfA is a digital system allowing families and professionals to seek support from Renfrewshire’s Family Wellbeing Service Page 206 of 228
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PUBLIC ___________________________________________________________________ To: Audit, Risk and Scrutiny Board On: 16 March 2026 ___________________________________________________________________ Report by: Director of Finance and Resources ___________________________________________________________________ Heading: Audit Scotland: Local Government Financial Bulletin 2024/25 ________________________________________________________________ 1. Summary 1.1 Each year, Audit Scotland prepare a Local Government in Scotland Financial Bulletin on behalf of the Accounts Commission. These provide a high-level analysis of the financial position of Scottish councils. This paper provides an overview of the latest Bulletin, published in January 2026, which covers the financial year 2024/25. 1.2 As in previous years, the Bulletin sets out the Accounts Commission’s assessment of councils’ financial performance, including funding, income, and budget setting, as well as the financial outlook. 1.3 Key messages from this latest Bulletin include the Accounts Commission view that, despite increased funding in 2024/25, the financial outlook for Scotland’s councils presents significant challenges, raising concerns around medium-term financial sustainability. Challenges the Bulletin identifies for councils are the continued increase in costs of delivering services; increases in debt; falling reserve levels; and continued reliance on non-recurring measures to close budget gaps. 1.4 The Bulletin provides a number of recommendations for councils, including those from previous years around the transparency of financial reporting. A Supplement to the Bulletin analysing the draft Item 6 Page 209 of 228
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PUBLIC 2026/27 Scottish Government Budget and levels of funding to councils, was published in February 2026. In spring 2026, the annual Audit Scotland briefing examining 2026/27 budgets set by councils will be published. Audit Scotland are also reintroducing checklists for elected members for regular annual financial reports, designed to support councillors in both decision-making and the scrutiny of decision- making. ___________________________________________________________________ 2. Recommendations 2.1 It is recommended that members of the Audit, Risk and Scrutiny Board: • Note the contents of this paper. _________________________________________________________ 3. Background 3.1 Audit Scotland bases its annual financial outlook bulletins on the annual accounts submitted by local authorities. For this year’s Bulletin, they have reviewed the accounts of 29 councils. 3.2 These annual bulletins are intended to provide a sense of broad trends within Scottish local government finance. 4. Key Findings from the Audit Scotland Report Council Funding and Financial Performance 4.1 The Bulletin notes that Scottish Government funding to councils increased by 1% in real terms compared with total year-end funding provided in 2023/24, with an initial £12.5billion revenue and capital funding allocated, as well as additional funding and internal transfers provided at autumn and spring budget revisions. The 2025/26 Budget saw a further increase in the local government budget, with the Accounts Commission calculating, following the autumn budget revision, a total 2025/26 funding increase of 5% in real terms from the same point in the prior year. 4.2 The Accounts Commission published a Supplement to the 2024/25 Financial Bulletin in February 2026, providing their analysis on the Scottish Government’s 2026/27 draft Budget, highlighting an estimated 2% real terms increase in the total funding provided to councils between 2025/26 and 2026/27. Within the Supplement, the Accounts Page 210 of 228
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PUBLIC Commission refer to the Scottish Government Spending Review 2026, and its indicative multi-year spending plans, and highlights that all elements of Scottish Government funding to local government are projected to fall over the spending review period, and both revenue and capital funding are expected to reduce between 2026/27 and 2028/29. The Supplement notes that this is projected spend rather than a final settlement, and that the spending review does not provide a council- level breakdown of funding. 4.3 The Accounts Commission calculate that ring-fenced and directed funding accounted for 24% of the total revenue funding in 2024/25, an increase from 21% in 2023/24. The Bulletin highlights the Verity House Agreement commitment to reduce the level of ring-fenced funding, with the aim of providing councils more flexibility in how to allocate resources, and notes that while this commitment has been fulfilled through the baselining of several ring-fenced grants in 2024/25, councils still need to direct spending towards specific national policies, limiting discretion over how to use elements of the General Revenue Grant (GRG). The Accounts Commission highlight the draft Fiscal Framework between Scottish Government and Local Government, published in October 2025, and its key principles including a simplified funding settlement; baselining of specific grants; exploration of greater revenue-raising powers; and multi-year funding settlements. 4.4 This Fiscal Framework will formally apply to the 2026/27 Scottish Government Budget, and the Accounts Commission Supplement provides its analysis of how these principles have been progressed. This includes the Accounts Commission assessment that, to date, the Scottish Government has baselined around £1.9billion of previously ring-fenced funding streams into the GRG, with over a third (almost £0.8billion) baselined in 2026/27. Exhibit 3 within the Supplement details funding areas that have been baselined into the GRG from 2024/25 to 2026/27, with the paper identifying that specific Revenue Grants that remain ring-fenced include Gaelic, Pupil Equity Funding, and Criminal Justice Social Work. The Supplement also notes progress towards exploring greater revenue-raising powers for local government, including the proposed allocation in the draft 2026/27 Budget to deliver a targeted council tax revaluation of homes worth over £1million, ahead of introducing two new high-value bands from April 2028, and the Visitor Levy (Amendment) (Scotland) Bill currently going through Parliament. The Supplement also highlights the Scottish Government publishing the Scottish Spending Review alongside the 2026/27 draft Budget, and setting out multi-year indicative portfolio spending plans for resource (to 2028/29) and capital (to 2029/30) funding, and its Page 211 of 228
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PUBLIC analysis that this should be seen as an iterative step towards re- establishing multi-year financial settlements. 4.5 The Accounts Commission looked at the budget gaps of 28 local authorities and found a collective gap of around £542million for 2024/25. Exhibit 4 within the Accounts Commission report shows the bridging actions identified by each council within their 2024/25 budgets, as a proportion of net cost of services, and notes that around three quarters of bridging actions identified included recurring/non-recurring savings, using reserves, and making use of financial flexibilities. The Accounts Commission highlight that despite increasing funding, and measures taken locally to generate additional income, councils continue to face increasing costs and continuing financial pressures. 4.6 The Bulletin notes that 11 councils reported an overspend against their total revenue budgets, and overall, councils reported a revenue budget overspend of £16.8million in 2024/25. The Accounts Commission highlight that, of the 30 councils where there was available data, 15 reported an overspend on the social care services they deliver on behalf of Integration Joint Boards (IJBs), totalling around £49million. The Bulletin also notes that several councils reported service level underspends across a range of service areas, with Exhibit 5 within the Bulletin showing councils’ overspends and underspends at a service level and the reasons for them, highlighting that almost all councils reported overspends in 2024/25. The Accounts Commission note that this is the first time in the last six years that an overall overspend for the sector has been reported. 4.7 The Accounts Commission Bulletin highlights that councils achieved significant savings, with 29 councils from the sample setting a combined savings target of £376.2million, and achieving £338.2million (89.9%) in 2024/25. Exhibit 6 within the Bulletin (and below) provides an overview of the percentage of revenue savings targets achieved in 2024/25, split by recurring and non-recurring savings, with the Accounts Commission noting that some councils relied heavily on non- recurring, one-off measures to make in-year savings in 2024/25. Page 212 of 228
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PUBLIC 4.8 Percentage of revenue savings targets achieved in 2024/25, split by recurring and non-recurring savings 4.9 In terms of assets, the Bulletin notes that the value of councils’ physical assets increased in 2024/25, with property, plant and equipment increasing by around £3.5billion (to £53.7billion), reflecting both ongoing investment, and changes to how councils account for leased assets. The Accounts Commission assert that councils remain reliant on borrowing to finance investment in new assets, as capital grants reduce, and note increased reliance being placed upon using internal funds and transfers from revenue budgets. From the Accounts Commission sample of 30 councils, overall capital expenditure was £3.4billion in 2024/25, a 7.9% annual increase, and that of this, £2.2billion was related to General Fund projects, and £1.2billion was spent on Housing Revenue Account (HRA) housing projects. The Bulletin also highlights that councils continue to rely on funding Page 213 of 228
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PUBLIC released from the use of financial flexibilities relating to Public Private Partnerships (PPPs), and the ability to extend repayment periods, reducing immediate debt costs and easing annual budget pressures. 4.10 The Accounts Commission highlight that despite the increased levels of capital investment, councils overall reported a budget underspend of £704.4million (17.2%) of the capital budget in 2024/25. This is less than the underspend reported in any of the three previous years, with underspends reported for both General Fund and HRA capital programmes. The Bulletin notes that the main reasons for these underspends were slippage in projects, due to capacity and supply chain issues, with capital spend reprofiled into future years; and time taken for procurement procedures. The Bulletin highlights that a large number of the capital projects that slipped were within HRA and housing programmes, but school and large infrastructure projects also showed underspends, largely due to delays. The main challenges identified by councils in delivering capital programmes over the next five years included affordability; risk of higher interest rates on borrowing; reliance on funding which can come with limitations and uncertainty for the future; and a lack of workforce capacity to manage and run several capital projects. Financial Position and Outlook 4.11 Section 2 of the Bulletin covers the financial position and outlook for local authorities. The Accounts Commission view is that councils face substantial challenges in maintaining their financial sustainability over the medium term, and that a decrease in usable reserves, most of which are committed for specific purposes, limits councils’ flexibility in dealing with emerging pressures, and increases overall financial risk. 4.12 In 2024/25, the Bulletin notes that usable reserves decreased from £4.1billion to £3.8billion, following a period where usable reserves have been increasing (from £2.7billion in 2019/20). The Bulletin attributes this largely to increased funding and use of financial flexibilities introduced in response to the Covid-19 pandemic. Data provided to the Accounts Commission showed that 25 of 30 councils made planned use of their reserves to balance their budgets, meet statutory obligations, and to fund one-off pressures. In addition, the Bulletin highlights that 16 councils made unplanned use of reserves, mainly to mitigate service overspends, or to address specific financial pressures. The Accounts Commission highlight that a number of councils are now in breach of their own reserves policies, and are taking action to address this. Page 214 of 228
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PUBLIC 4.13 The Accounts Commission highlight significant risks to councils’ financial sustainability, including demographic changes and rising demand for services (particularly social care); ongoing workforce challenges; and immediate pressures such as homelessness. The Accounts Commission also assert that, additionally, the implementation of new and existing Scottish Government policies without sufficient further funding can add to existing challenges. Councils reported a range of specific financial risks as possible challenges for their financial sustainability over the next five years, including future funding; future reductions in capital grants; inflationary pressures; pay settlements/awards; council tax; savings; and reserve levels. 4.14 The Accounts Commission note that in 2024/25, for 29 of the council accounts available, total debt increased to £23billion, an annual increase of £2.5billion. The Accounts Commission recognises in the report that this is partly driven by recent changes associated in how leases are accounted for (International Financial Reporting Standard 16 (IFRS 16): Leases), and also reflecting ongoing investment. The Bulletin highlights that councils’ external debt comprises borrowing from a variety of sources including the Public Works Loan Board (PWLB), Market loans, and lender options/borrower options (LOBOs). The amounts and sources of debt held by councils in 2024/25 is set out in Exhibit 10 of the Bulletin, with the Accounts Commission noting that most council debt relates to loans from the PWLB that will need to be repaid when they end, and that increased borrowing and interest rates mean that councils are now spending more to service their debt. 5. Accounts Commission Recommendations 5.1 The Accounts Commission Bulletin provides a number of recommendations to councils, and includes progress updates in its Appendix against the recommendations in the 2023/24 Local Government in Scotland Financial Bulletin. The Accounts Commission report limited progress on the below two recommendations from the previous year around the transparency of financial reporting, highlighting the view within the report that while some councils report on progress against savings targets, the level of detail provided can be limited. • Councils must continue to improve the clarity and comprehensiveness of their reporting on savings performance within their management commentaries, including the provision of comparisons to targets agreed during budget-setting, and whether savings made were recurring or non-recurring. Page 215 of 228
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PUBLIC • Councils should clearly explain within their management commentaries, and within reports to elected members, how future revenue budgets will be impacted by investment decisions and capital underspends. 5.2 For 2026, the Accounts Commission provide the below recommendations in addition to those above carried forward from the previous bulletin, stating that councils should: • ensure that their longer-term capital investment plan, and the impact that capital underspending, programme slippage and changes to overall indebtedness arising from accounting changes have had on their overall financial position, is reported clearly and in a timely manner to elected members. • ensure that reserves policies are current and remain fit for purpose, and that where agreed minimum reserves levels are breached, or forecast to be breached, there is a clear and time- bound plan for recovery. • continue to work with their appointed auditors to ensure that they produce annual financial statements in a timely manner, as the sector continues its recovery to meet statutory reporting deadlines. • ensure that long-term financial plans (over five years), that adequately consider risks to financial sustainability and include detailed scenario planning, are in place. • ensure that assessments of medium- and longer-term financial sustainability, including reference to specific indicators, are a central focus of reporting to elected members. ________________________________________________________ Implications of the Report 1. Financial – none, though the report references national trends in relation to local government finance and provides local context. 2. HR & Organisational Development - none 3. Community/Council Planning – none 4. Legal - none 5. Property/Assets – none Page 216 of 228
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PUBLIC 6. Information Technology – none 7. Equality & Human Rights - the recommendations within this report have not been assessed in relation to their impact on equalities and human rights as the report concerns a national bulletin on local government finance and is for noting only. 8. Health & Safety – none 9. Procurement – none 10. Risk – none 11. Privacy Impact – none 12. Climate Risk –not applicable 13. Children’s Rights –not applicable. 14. COSLA Policy Position –not applicable. _______________________________________________________ List of Background Papers ___________________________________________________________________ Page 217 of 228
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PUBLIC ___________________________________________________________________ To: Audit, Risk and Scrutiny Board On: 16 March 2025 ___________________________________________________________________ Report by: Director of Finance and Resources ___________________________________________________________________ Heading: Summary of recent Audit Scotland Publications ___________________________________________________________________ 1. Summary 1.1 Audit Scotland regularly publish national reports on matters relating to local government in Scotland. This report provides an overview on two recently published reports relating to health and social care. 1.2 The report “Delayed discharges – A symptom of the challenges facing health and social care” summarises some of the challenges facing all Integration Authorities (IAs) in Scotland and is covered in Section 3. Audit Scotland have collated information to show the number and impact of delayed discharges across Scotland and have set out steps for IAs to take to lessen the number of delays. 1.3 Section 4 gives an overview on the report “Community health and social care: Performance 2025”. It draws out the importance of quality data to allow IJBs and IAs to fully understand their performance and support effective decision making whilst highlighting the lack of comprehensive national performance information available. To aid comparison Audit Scotland have developed an interactive data tool. 2. Recommendations 2.1 It is recommended that members of the Audit, Risk and Scrutiny Board: • Note the content of this report. Item 7 Page 219 of 228
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PUBLIC 3. Audit Scotland - Delayed discharges: symptom of the challenges facing health and social care. 3.1 In January 2025, Audit Scotland produced a report summarising the number of delayed discharges across Scotland and the impact these have on wider health and social care systems. The report assesses how well the challenges of reducing hospital delays are being addressed in Scotland and considers how authorities can work together to develop consistent approaches to reducing the number of delays. 3.2 The report notes that the number of delayed patients remains well above pre- pandemic levels with 720,119 clinically unnecessary days spent in hospital in 2024/25 resulting in 11.7% of hospital beds being unnecessarily occupied. Across local authorities there is significant variation in the number of delays. Between October 2024 and October 2025, delays at the monthly census point have ranged between 3.9 per 100,000 population in Renfrewshire (September 2025) and 152.5 per 100,000 population in Eilean Siar (March 2025). 3.3 Audit Scotland estimate the cost of these hospital days alone to be £440 million a year with the full cost to health and social care systems expected to be much higher. It notes reducing delayed discharges would not directly generate a cash saving as cost would transfer to other parts of the health and social care system. 3.4 The report highlights the pressures delays can create in the wider health system. In 2024/25 approximately one in nine hospital beds in Scotland were occupied by someone delayed in their discharge, most of whom are delayed due to the need for appropriate care arrangements. This considerably reduces beds available for incoming emergency and planned patients. The lack of beds also exacerbates pressures across ambulance services and increases stress on the workforce. 3.5 Audit Scotland recognise that the Scottish Government, IAs and their partners have actively targeted reducing delayed discharges to varying levels of success. They believe more needs to be done to effectively measure the impact and value of approaches and highlight inconsistency in the availability of outcome measures or published outcomes. Audit Scotland suggest that IAs should organise services around people’s needs rather than traditional service and professional boundaries however current financial challenges make this difficult. To achieve this collaborative leadership is a necessity. Page 220 of 228
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PUBLIC 3.6 In the report Audit Scotland reflect on the success of the Hospital at Home programme across Scotland. The programme has been implemented as a strategic response to alleviate delayed discharges by providing acute-level care in patients’ homes. This initiative aims to reduce hospital stays, free up bed capacity, and enhance patient outcomes. The programme has prevented an estimated 15,811 hospital admissions from April 2024 to March 2025, representing a ten per cent increase in the number of patients managed by Hospital at Home between April 2023 and March 2024. The report notes that, while there is some evidence that Hospital at Home can be more cost- effective than hospital-based care, the Scottish Government or Health Improvement Scotland (HIS) have not completed a full assessment to analyse the cost-effectiveness in relation to other models of community or home- based care. The Scottish Government has commissioned Public Health Scotland (PHS) to develop consistent national data on Hospital at Home activity. PHS plan to publish statistics quarterly from spring 2026 alongside updates by HIS on Hospital at Home improvement work. 3.7 The report puts emphasis on the importance on early identification, assessment and management of frailty. Early identification and management of frailty through the provision of community frailty services is important to allow people to live as independently as possible, avoid unnecessary hospital admissions, readmissions, and reduce length of stay, if hospital admission is required. 3.8 The report reflects the various factors that impact time of discharge. The report tells us that discharge planning should start immediately to ensure the right community care is available at the time of discharge. Including unpaid carers in the discharge planning process is crucial to a smoother discharge and reduced delays. Audit Scotland also highlight the importance of supporting people to have power of attorney in place and suggests wider promotion is needed. 3.9 Audit Scotland suggest that artificial intelligence (AI) and digital technology are powerful tools that can transform access to healthcare, improve efficiency and support long-term savings and better integration. With the growing challenge of an ageing population, workforce shortages and rising costs, Audit Scotland suggests IAs should work together to share learning and best practice from digital initiatives, as digital technology and digital innovations will be an important consideration in early intervention and prevention strategies. 3.10 Audit Scotland make recommendations to reduce the number of delayed discharges. Audit Scotland recommends that jointly the Scottish Government, NHS Scotland, COSLA, HIS, IAs and their partner NHS boards and councils should: Page 221 of 228
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PUBLIC • In the next six months publish guidance to clarify and strengthen the role of Integration Joint Boards and HSCPs in the governance and delivery of the health and social care service renewal framework. • Over the next twelve months develop a consistent approach to evaluating and reporting on initiatives to improve delayed discharges. Evaluation should be reported annually and include assessing effectiveness, value for money and whether the initiatives are improving the balance of care. • Over the next twelve months provide guidance on and better promote power of attorney and guardianship orders. • Over the next twelve months develop and action an implementation plan to share learning and practice from digital solutions used for tackling delayed discharges, early intervention and prevention. 3.11 Audit Scotland recommends that IAs and their partner NHS boards and councils should: • In the next six months ensure the full implementation of the Carers (Scotland) Act 2016 by understanding the discharge planning process and where this is failing to happen. Delayed Discharge: Renfrewshire Context 3.12 Renfrewshire HSCP has maintained its position as the highest performing Local Authority area in Scotland for standard delayed discharges for four years running and will continue to engage with national learning and share local good practice. 3.13 The latest monthly reporting for Renfrewshire at December 2025 shows a rate of 95.8 per 100,000 population for Standard Delays, and 737.5 Standard Delays per 100,000 for the financial year to date (Apr-November). This is 26.6% lower than the same period the previous year and is the lowest rate in Scotland. 3.14 In recognition of the national success of Hospital at Home Service, Renfrewshire HSCP, working in partnership with the Royal Alexandra Hospital (RAH) commenced a frailty-focused pilot in May 2025. By 31 December 2025, 91 patients had been supported by the service, delivering an estimated saving of 605 acute bed days, with an average length of stay of 5.8 days. The pilot was initially supported by a nine-month period of fixed-term funding from HIS alongside partner investment. However, based on the success of the pilot, the model is now being extended across NHSGGC. Page 222 of 228
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PUBLIC 3.15 The impact of Hospital at Home was highlighted at the IJB Meeting in January 2026 by sharing testimony from a lady who had first-hand experience of the new service. This example not only demonstrates the benefits of the Hospital at Home Service, but also shows how in times of need, different services across the system work in harmony to protect the most vulnerable people in our communities. The recording is available here. 3.16 In Renfrewshire, the importance of carers’ involvement in the discharge process is already reflected in the IJB’s Adult Carers Strategy. Hospital staff play a vital part in recognising carers. Raising awareness across hospital teams of their statutory rights remains a central focus. Our continued partnership working with the Social Work team at the RAH and Renfrewshire Carers Centre has resulted in the team consistently generating the highest number of referrals to the Carers Centre of all referral sources. This success demonstrates the impact of our joint approach, and the HSCP will look to reflect any further national guidance and learning as part of its refreshed Strategy, which is currently out for consultation. 3.17 Renfrewshire remains committed to maintaining its excellent discharge record through continuous improvement. Most recently the HSCP and NHSGGC have worked in partnership as part of a ‘system reset’ to support home recovery and reduce hospital occupancy. This included the launch of a new system-wide escalation process alongside new clinical pathways to help deliver and sustain this reduction so patients can access the care they need when they need it, and in the most appropriate setting. 3.18 More broadly, the HSCP has established a Foundations of Transformation Programme. This will inform the IJB’s new Strategic Plan, developing Renfrewshire’s longer-term response to system-wide challenges, including hospital pressures and the recognised need to change how the health and social care sector operates. Aligning with national direction, there will be a focus on prevention, whole system working, digital enablement and empowering both staff and service users. 3.19 Specifically for Older People Services the HSCP is initiating a whole system review to emphasise reablement and technology and digitally enabled proactive support. The new service model will aim to maximise people’s independence, improve outcomes whilst also reducing hospital admissions and demand for long term care. 4. Audit Scotland - Community Health and Social Care: Performance 2025 4.1 In January 2025 Audit Scotland published a briefing to accompany their online data tool. The briefing summarises the main findings as well as the limitations Page 223 of 228
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PUBLIC of the data available. Audit Scotland challenges members of IAs and HSCPs to consider how they can better use data to support planning, decision- making, improvement and public reporting of performance. 4.2 From the data Audit Scotland have collated a long-term picture of declining performance and satisfaction has been established as IAs and HSCPs are struggling to keep up with the increasing demand on health and social care. To address this the report tells us more progress is needed to shift the balance of care to the community with preventative approaches. 4.3 It reports that, unlike secondary care where waiting lists and times are monitored, it is not easy to define or measure demand for community health and social care. The lack of relevant data, or analysis of community health and social care data has been a common theme across many Audit Scotland reports. However, proxy measures can be used to indicate that pressures on services are growing such as the growing population, the number of unpaid carers and the enduring and widening of health inequalities. 4.4 The report highlights that the lack of an individual social care record puts limitations on the ease of gathering and processing information across all areas. The Scottish Government, alongside COSLA, have committed to address this as part of a wider programme to improve health and social care data and to digitalise access to health and social care services. The Health and Social Care Service Renewal Framework launched in June 2025, states that ‘We will build on the work already undertaken to identify gaps in our data landscape and make improvements’. It also states ‘We will work with partners across Local Government and more widely to adopt the use of CHI (Community Health Index) in Local Government, ensuring that there is a common identifier for verification and data matching to support better information sharing across organisations. This is a welcome development from Audit Scotland but will take time to fully develop. 4.5 Audit Scotland understands from the data collated there is considerable variation of performance across IAs and HSCPs for many indicators. The briefing tells us that this cannot be fully explained by local contextual differences nor is it explained in local performance reporting. They believe that IAs and HSCPs should report publicly on relative performance, including the impact of local priorities, policy and operational decisions. 4.6 Audit Scotland recommends that over the next six months IAs and HSCPs should: • Understand, explain and publicise their relative performance in terms of local context, priorities, policy and operational decisions. Page 224 of 228
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PUBLIC • Analyse performance alongside local data to support benchmarking, self-assessment and the development of improvement plans. Community Health and Social Care Performance: Renfrewshire Context 5.2 While the report highlights a long-term picture of declining performance and satisfaction nationally, Renfrewshire HSCP has worked hard to maintain its strong performance across the breadth of its services. However, as the report states, this is becoming increasingly challenging in light of increasing demand and complexity, at a time where IJBs are facing unprecedented resource pressures. 5.3 The performance reporting and localised data challenges outlined in the report are recognised locally, and the HSCP’s newly established Foundations of Transformation Programme will look to address these through a range of activities including: • Care designed around people and places: data and performance information will be core to establishing the baselines for transformation. The programme will focus on developing more detailed population profiles for all care groups across Renfrewshire. Work will also continue to build a more robust integrated overview of our data for all service users that can assist in exploring the most effective support models for the people of Renfrewshire. • Prevention across the continuum of care and proactive community- based interventions: developing the business case and evidence base to make a more fundamental shift to fully embed these practices across the beyond localised successes will be critical going forward. As the report acknowledges, it is less straightforward to measure prevention and early intervention performance compared to more traditional formal care services. Therefore, the programme will focus on baselining existing local preventative interventions and evaluating the evidence base for current interventions both within Renfrewshire and showcased in other areas. • Improvements to the Performance Framework: while robust IJB performance reporting is in place locally, including our Performance Scorecard and benchmarking of performance, there is always a need to review performance monitoring arrangements. With the clear national focus on prevention and shifting the balance of care, the performance framework will be refreshed and strengthened to demonstrate effective Page 225 of 228
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PUBLIC progress and improvement in our outcomes and to reflect new Strategic Plan priorities. 5.4 HSCP colleagues also continue to work with colleagues within Renfrewshire Council and NHSGGC to identify and address data quality challenges in a coordinated and consistent way, for example through membership of the Council’s Data Advisory Group. More widely, officers are also closely involved in working with Digital Office and Scottish Government colleagues through the Health & Social Care Digital subgroup to identify and develop national solutions to the data and reporting challenges highlighted within Audit Scotland’s report. __________________________________________________________________ Implications of the Report 1. Financial – none arising from the report, but Audit Scotland publications note the financial challenges facing local government in Scotland. 2. HR & Organisational Development – none 3. Community/Council Planning – none 4. Legal - none 5. Property/Assets – none 6. Information Technology - none 7. Equality & Human Rights – none 8. Health & Safety – none 9. Procurement – none 10. Risk – none 11. Privacy Impact – none 12. COSLA Policy Position – none, but the report makes reference to Audit Scotland recommendations impacting COSLA 13. Climate Risk- none 14. Children’s Rights: none Page 226 of 228
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PUBLIC _______________________________________________________ List of Background Papers: Audit Scotland - Delayed discharges: A symptom of the challenges facing health and social care Audit Scotland – Community health and social care: Performance 2025 __________________________________________________________________ Author: Hanna Dearie – Senior Policy Officer hanna.dearie@renfrewshire.gov.uk Page 227 of 228
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