EHI 2025-2028 Service Improvement Plan - Outturn Report - Appendix
Renfrewshire Council · 19 May 2026
Back to Communities and Housing Policy Board — 19 May 2026 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level ENVIRONMENT, HOUSING AND INFRASTRUCTURE SERVICE IMPROVEMENT PLAN 2025-2028 Outturn Report May 2026 Communities and Housing Policy Board
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level WELCOME TO OUR OUTTURN REPORT • This update reflects progress over the last year of our Service Improvement Plan, highlighting areas where we are already making progress and some areas we want to focus on more, perhaps because performance isn’t moving in the direction we anticipated or because of other pressures or factors that makes this even more of a priority for us. • The following pages shine a spotlight on some great projects or practice and highlight areas where we’d like to improve or develop further. At a service level, there is a stronger focus on some of the Council Plan Strategic Outcomes than others. Towards the end of this document, you’ll find a full update against all the actions and performance indicators we use to measure progress. • We report on 22 performance indicators, 9 are reported annually and 13 reported quarterly. This report contains data pertaining to Quarterly figures throughout 2025/26 and annual figures for 2025/26.
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level ABOUT US This update covers the Environment, Housing and Infrastructure service areas within the remit of the Communities and Housing Policy Board. These are: Housing Services Responsibilities include: • As at, 31 March 2026 the housing stock being managed is 11,942 • Providing services to Council tenants, alongside housing advice and support • Assisting homeless people and those threatened with homelessness • Ensuring people have safe and healthy places to live Public Protection Responsibilities include: • Regulatory and Public Protection services including partnership working with police, fire and other multiagency partners • Helping to keep people safe through the Community Safety Hub • Safeguarding the public and protecting consumers through Trading Standards and Environmental Health Civil Contingencies Responsibilities include: • Providing support to all services across the Council to ensure they have robust arrangements in place for the continued delivery of essential services in the event of significant incidents such as disruptive weather or widespread power outage. • Civil Contingencies service has provided emergency planning for Renfrewshire, and on behalf of East Renfrewshire, Inverclyde and West Dunbartonshire council areas
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Many of our Business as Usual functions are determined by reports approved at board. For Environment, Housing & Infrastructure, reports are presented to different Policy Boards depending on the topic. Papers and access to video recordings of past meetings are available on the Council’s website. KEY PLANS, STRATEGIES AND REPORTS APPROVED DURING 2025/26 Local Transport Strategy – Travel Renfrewshire 2035 Carbon Management Plan 2025-2030 New Assisted Collection Service Policy Housing Landlord Compliance Policies Renfrewshire Strategic Housing Investment Plan 2026 to 2031 Corporate Asset Management Strategy 2026 to 2030 Renfrewshire Council Business Continuity Policy 2025-2027 Housing Asset Management Strategy 2025-2030 Environmental Health Business Regulation Service Plan 2025/2026
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level DELIVERING THE COUNCIL PLAN Place Green At the end of March 2026, Team Ups membership exceeds 9,000 members and continues to be an active site with daily public engagement with a focus on positive environmental behaviours. Climate Change Impact Assessment has been successfully piloted and is being rolled out across with Environment, Housing and Infrastructure prior to Council wide roll out over the summer period. Housing-led Regeneration and Renewal - as part of our investment in Renfrewshire as a place, positive progress is being made across all areas of the programme. The acquisition and rehousing strategy is making good progressing and various phases of demolition are being taken forward as blocks become fully council-owned and vacant Care Inspectorate registration for Refugee Resettlement Team achieved Stock of temporary accommodation being increased in response to demand pressures, and lettings target being met. Continuing to use RRTP funding to deploy staff to assist with resettlement from temporary to settled accommodation, and upscaling of the use of the Housing First approach. Policy Board regularly updated, with further progress report being submitted in May 2026.
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level PLACE Achievements New rent charging policy for temporary accommodation has been implemented from April 2025 In February and March, we successfully launched the ‘New Harbour Project’ to build on the success of MyLA (My Life Ahead) project, supporting those whose settled housing may be affected by drug / alcohol use. We continue to upscale the use of Housing First approach to assist resettlement from temporary to settled accommodation by utilising RRTP funding to deploy staff providing regular updates to Policy Board. The first year of the Anti-Social Behaviour app’s implementation is complete, successfully making a transition from a pilot to an established core tool supporting our approach to case management and customer engagement. Our approach to dog fouling enforcement has been successful with planned days of action have been taking place with Officers engaging with the public and targeting hotspot areas for enforcement visits. Redesigned signage as part of the awareness campaign has been distributed to Elected Members, Wardens staff and wider advertising within bus stops and social media ads placed to support the campaign. We continue to make significant progress with the 10-year Housing-led regeneration programme this includes o Owner acquisitions continue with positive progress with 70 of the 89 privately owned properties now within Council ownership. o Tenant Rehousing programmes and demolition of vacant blocks is progressing well with 33 of 99 blocks progressed for demolition. Housing Asset Management Strategy and Action Plan approved at the October 2025 Board Howwood Road (70 units) and Gallowhill (65 units) new build developments both started on site late 2025. Works are progressing well with the first set of timber kits now being erected. The first homes are expected to be ready for handover late 2026 for both projects. Roads and Neighbourhood Services have worked in partnership to deliver the first year of the roundabout upgrade programme which is transforming tired, overgrown roundabouts into tidy, easily maintained assets that will enhance the road network. In 2025/26, we completed 12 roundabouts.
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level ECONOMY Achievements We have completed the review of all animal licence conditions. When new legislation is enforceable, new licence conditions will be developed to ensure the welfare of animals is secured within such licensable activities. Implementation of the ban on the sale and supply of single use nicotine vaping products is complete. Compliance levels continue to be high, and new requirements have been in place for a year, the work is now embedded as ‘business as usual’. The Neighbourhood Environment Trainee Teams (NETT) continue to deliver strong operational performance across our housing estates following expansion to four squads with a seven-day service model now fully embedded. The volume of jobs increased in 2025/26, by 34% compared to the previous year, garden jobs increased significantly, an increase of 179%. Ground clearance’s also increased by 45%, while bulk uplift, our highest volume service, increased slightly by 13%. In 2025–26, Renfrewshire’s Housing Investment Programme invested around £15 million to improve the energy efficiency of existing homes through better insulation, solar panels, and triple glazing, reducing heating costs and helping tackle fuel poverty, and commenced the construction of 135 new energy efficient homes in Gallowhill and Johnstone, spending £6.9 million over 2025-26.. The investment has delivered strong community benefits, and across a range of housing investment contracts, 64 residents are either currently employed or have recently completed a range of employment and training opportunities including work experience and apprenticeships, allowing these residents to improve their skills and qualifications, enhancing their future employment opportunities and in addition, almost £6 million of spending to Renfrewshire based companies, boosting the local economy and supply chain.’
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level FAIR Achievements Over the full reporting year, Housing Services has continued to work closely with Advice Works, Employability Services, the Energy Management Unit, Citizens Advice Bureau, Social Work and Housing Support resulting in tenants receiving timely, effective specialist support aimed at improving financial stability and sustaining tenancies. Across the year, a total of 754 referrals were submitted on behalf of council tenants. This collaborative approach continues to play a key role in sustaining tenancies, preventing arrears escalation, and supporting wider cost-of-living resilience across communities. Several sources of additional assistance was accessed. In monetary terms this equates to £15,735,110 between 1st April and 31st March 2026 Universal Credit migration activity progressed well throughout the year, Housing Officers continuing proactive engagement and support for all identified tenants. Housing Benefit colleagues providing early notification enabling timely contact, guidance, and referrals to ensure claims are made on time and housing cost contributions protected. The Council received £17.846M from the Scottish Government to support the delivery of new build and the acquisition of rental off the shelf (ROTS) affordable homes across Renfrewshire. This allocation was full spent, and the Council received additional funding from the Scottish Government, bringing the total SHIP spend across Renfrewshire to just over £20 million in 2025/26. The Tenant Participation Strategy 2022–2027 achievements include communication, digital engagement, tenant consultation, and support for Tenants’ and Residents’ Associations (TARAs). Key developments include o strengthened digital participation, o increased use of surveys to shape service decisions, o expansion of Quality Circle inspections, o enhanced communication channels, o and active consultation within regeneration areas. o Tenants’ priorities continue to centre on repairs and maintenance, which is reflected in service planning. o a simpler registration process by moving to a single category (“registered”) o introduction of a clearer, fairer grant model consisting of a basic payment plus an amount per council tenancy. Digital Noticeboards have been installed at Monkdykes and Speirsfield Gardens Complexes and identifying potential sources of funding to roll out across other sheltered complexes.
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level GREEN A presentation was delivered to peers from KSB, SEPA and other local authorities at an Improvement Service event where Team Up was recognised as promoting best practice across Scotland. Achievements Following the successful pilot the Climate Change Impact Assessment is now being piloted with EH&I projects prior to Council wide roll out over the summer period. Renfrewshire Council’s Carbon Management Plan (CMP) was finalised and approved by ILE in November 2025. Delivery of the plan is now being taken forward over the next 5 years to reduce the Council’s emissions in a number of service areas. At the end of March 2026, Team Ups membership exceeds 9,000 members and continues to be an active site with daily public engagement with a focus on positive environmental behaviours. £5,000 has been recovered as a result of the Taskforce supporting SEPA to issue 2 Variable Monetary Penalties to Renfrewshire fly-tippers. The Gallowhill multi storey flats ground source heating project progressed well during 2025. This project will replace tenants’ gas heating systems with new energy efficient heat pumps and upgraded radiators. The project is one of the first of its kind in Scotland and has been supported by £1.8M funding from Scottish Government. Works are scheduled for completion by the end of 2026. 80 “Grit Kits” were delivered to volunteers who requested equipment to increase safety across their neighbourhoods and local streets during periods of frost or snow. Recycling Improvement Funding from Zero Waste Scotland enabled us to promote food waste recycling to 80,000 homes, improve recycling facilities at 8,140 flats and extend food and garden waste recycling to 6000 more homes
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Living our Values Achievements • Environment, Housing & Infrastructure continue to proactively support and encourage development of new ways of working where possible including the widespread use of technology, such as M365 and GIS mapping, to improve collaborative working and streamline processes. • Robust and up to date business continuity arrangements are in place across all services and are supported with ongoing training, scenario planning and exercises • Work has been undertaken to complete actions identified from Audit reports (Internal Audit and External Audit) and accreditations, including maintaining British Standards ISO 9001 for identified services, have been retained • The Environment, Housing & Infrastructure Health and Safety Plan 2025/26 annual report and an updated Environment, Housing & Infrastructure Health & Safety Plan 2026 – 2029 will be considered by the appropriate Board in May/June 2025. Work has taken place across services throughout 2025/26 to review health and safety and risk assessments. • A series of events were held at Underwood Road Depot in November 2025 to promote awareness of Men's Mental Health and the support available to employees. A further event focusing on health and wellbeing was held in March 2026. • Over 40 members of staff from Environment, Housing and Infrastructure were nominated for Living our Values during 2025/26. • A new Personal Development Plan (PDP) for employees with access to the Council's network was rolled out in 2025/26. Over 710 employees have completed this, over 92% of our networked staff, and a wide range of training identified. This will be extended to pilot a suitable approach for our frontline employees.
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level ACTIONS AND INDICATORS Communities and Housing Policy Board May 2026
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level DELIVERING THE SERVICE IMPROVEMENT PLAN– PLACE What we will do Due Date Status Progress Update The new Housing (Scotland) Act will be introduced during 2025/26, and this will include new duties in relation to homeless prevention March 2026 Implementation of Scottish Government’s proposed new duties has been put back to 2026-27, Homeless Services currently participating in a HSCP pilot on the impact of ‘Ask & Act’ duty on public bodies. Continuing to meet the challenges of the local/national pressures around homelessness. March 2026 Range of actions being taken to mitigate the impact of the demand pressures on social rented housing in general, and Homeless & Housing Support Services. Further update being provided to the Policy Board in May 2026. Implement new rent charging policy for temporary accommodation April 2026 New policy implemented from April 2025. Review the findings from independent assessment of MyLA (My Life Ahead) project, and ensure the lessons learned are incorporated in the support provided to those whose settled housing may be affected by drug / alcohol use. March 2026 ‘New Harbour Project’ launched in February/March 2026 to build on the success of MyLA. Deliver the key outputs from the 7th year of Renfrewshire’s Rapid Rehousing Transition Plan (RRTP) and ensure the supply of temporary accommodation, provision of support to those in need, and the number of social rented housing lets meets the homeless pressures and the Council plays its part in relation the provision of accommodation in response to changes in national migration and resettlement policies and programmes. March 2026. Stock of temporary accommodation being increased in response to demand pressures, and lettings target being met. Continuing to use RRTP funding to deploy staff to assist with resettlement from temporary to settled accommodation, and upscaling of the use of the Housing First approach. Policy Board regularly updated, with further progress report being submitted in May 2026.
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level What we will do Due Date Status Progress Update Further develop training and communications on the ASB App based on learning from the pilot project and extend use across all Local Area Housing Teams. June 2025 The first year of the app’s implementation has now been completed, and we intend to continue its use for a further 12 months. This will mark the app’s second year of operation and signals its transition from a pilot into an established, core tool supporting our approach to case management and customer engagement. During this next phase, our focus will be on fully embedding the app into day-to-day practice across the service. This will include delivering a programme of improvements and enhancements to strengthen functionality, streamline processes, and ensure staff have clear and consistent guidance on its use. We will also focus on strengthening awareness and utilisation of the app among tenants, ensuring they understand how and when to use it, and promoting it as a convenient and accessible way to report concerns promptly. The revised Housing Asset Management Strategy will be presented to the Communities and Housing Policy Board this year. The Housing Asset Management Strategy is currently being reviewed and will be brought to a future meeting of the policy board for approval. Housing Asset Management Strategy and Action Plan approved at the October 2025 Policy Board Action plan is being progressed with update to be provided to the Housing board and the Programme Board. On course to complete 2026 actions by end of calendar yea. Ongoing work on the housing repairs operating model. Review to be completed in 2025. Actions may continue beyond this timescale The Repairs Review has been completed but full implementation will continue into 2026/27. DELIVERING THE SERVICE IMPROVEMENT PLAN– PLACE
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level What we will do Due Date Status Progress Update Investment in current housing stock including for 2025/26 • Kitchen, bathroom, and rewiring replacement – 600 properties • Window and door improvement programme – 250 properties • Heating renewals – 750 properties • External improvements – 500 March 2026 293 properties have had kitchen, bathroom and rewiring works completed to date in void and tenanted programmes. This is below target due to changes in contractual arrangements; however, the programme is now progressing well. 666 properties have benefitted from replacement windows in both regeneration areas and across the wider authority. Further installations are continuing. 793 Boiler/heating installs have been completed to date either at void stage or through the tenanted programme. 484 properties have had external improvements completed in their property to date DELIVERING THE SERVICE IMPROVEMENT PLAN– PLACE
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level What we will do Due Date Status Progress Update Howwood Road (70 units) and Gallowhill (65 units) new build developments on site and underway March 2026 Both projects are now on site following final approvals at Howwood Road Area enabling site start on 3 November 2025, and works are progressing well with the first set of timber kits now being erected. The first homes are expected to be ready for handover late 2026 for both projects. Continue with year 4 of the 10-year Housing-led regeneration programme. March 2026 The timeline for this ten-year programme continues to run as per the agreed timeline, with the exception, of the Ferguslie/Broomlands area as previously detailed. Owner acquisition also continues with positive progress with 70 of the 89 privately owned properties now within Council ownership. Tenant Rehousing programme and demolition of vacant blocks is progressing well with 23 blocks demolished with further 10 being progressed for demolition Neighbourhood consultation continues across the programme for a variety of reasons including discussions on the investment programme, owner participation and environmental improvements. Officers will work together to review the delivery and turnaround of void properties across Renfrewshire to minimise times, wherever possible, to allow properties to be re-let. The Single Voids Team pilot has been extended until 31 March 2026 Performance against targets for 2024–2026 is so far: Void rent loss (excluding Homeless Persons’ Units) reduced from 4.45% to 2.89% Void numbers reduced from 518 to 301 Turnaround time reduced from 50.40 to 29.48 Review our current approach to dog fouling enforcement and use community engagement and data to map out ‘hot spots’ to target enforcement March 2026 Planned days of action have been taking place with Officers engaging with the public and targeting hotspot areas for enforcement visits. Enforcement activity will continue into the next financial year. The awareness campaign has developed redesigned signage which has been distributed to Elected Members, Wardens staff for placement, and this has also been used for wider advertising within bus stops. There have also been social media ads placed across the year to support the campaign. This awareness campaign will continue into the next financial year.. DELIVERING THE SERVICE IMPROVEMENT PLAN– PLACE
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level What we will do Due Date Status Progress Update A review of Council owned lock ups and associated policy and procedures is being undertaken. Ongoing review of the Council’s owned lock-up estate, Consultation is expected to be undertaken in late Spring/early summer 2025, and a plan for the implementation will be prepared A review of all lock-ups has been undertaken and a draft lock-ups policy drafted. Both the review information and the policy are likely to require updating prior to presentation to a future Communities and Housing Policy Board. Through the HRA, £600k will be used for Participatory Budgeting for environmental and neighbourhood projects. This will be split with £150k for each of the local area housing teams The Participatory Budgeting will be utilised over the next 3 years. The full details of this initiative will be developed and brought to the Policy Board for approval prior to implementation The YouDecide Tenants idea submission period closed on 21 December 2025. Over 70 ideas were received and reviewed against the essential criteria and then qualifying projects were designed and costed. Over 30 of these projects qualified for Council tenants to vote on, during the voting period which opened on 16th February and closes on 15th March 2026. Comms and marketing colleagues have assisted with the delivery of a targeted approach to tenants publicising the projects submitted for each neighbourhood area and Housing Officers, concierge and caretaking teams along with elected members were all encouraged to remind and assist tenants to use their voting power for projects they would like to see delivered in their neighbourhood. The winning projects for year one of this fund, as voted for by tenants, will be delivered throughout 2026. DELIVERING THE SERVICE IMPROVEMENT PLAN– PLACE
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level DELIVERING THE SERVICE IMPROVEMENT PLAN– PLACE Indicator Current Status 2023/24 2024/25 2025/26 Q1 Q2 Q3 Q4 2025/26 Explanation of performance Value Target Value Target Target Value Value Value Value Value Private Water Supplies – 100% of type A supplies risk assessed and sampled 100% 100% 100% 100% 100% Not measured for quarters 100% All regulated private water supplies have been sampled and risk assessed during the year, as is required by the Regulations Air Quality - Annual average PM10 value across all continuous monitoring sites 12.78ug/m3 18ug/m3 13.2ug/m3 18ug/m3 18ug/m3 Not measured for quarters TBC This information is currently not available. Will be determined upon ratified data being finalised in June 2026 Air Quality - average nitrogen dioxide value of monitoring sites, within AQMA(s) exceeding limits 0ug/m3 40ug/m3 0ug/m3 40ug/m3 40ug/m3 Not measured for quarters 0ug/m3 There were no exceedances of the target value of 40ug/m3 at any monitoring location and as this has been the case for several years, all AQMAs across Renfrewshire have now been revoked.
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level DELIVERING THE SERVICE IMPROVEMENT PLAN– PLACE Indicator Current Status 2023/24 2024/25 2025/26 Q1 Q2 Q3 Q4 2025/26 Explanation of performance Value Target Value Target Target Value Value Value Value Value Percentage of reactive repairs carried out in the last year complete right first time (Housing) 87.3% 93% 90.1% 93% 93% Not measured for quarters 91.07% Performance has improved from 90.1% in 2024/25 to 91.07% in 2025/26, showing continued progress, although it remains below the 93% target. This indicates a positive trend in completing repairs right first time. Percentage of Overall Repairs Completed Within Target (Housing Services) 92.1% 95% 93.2% 95% 95% 93.36% 96.06% 96.83% 95.16% 95.37% Performance improved from 93.20% in 2024/25 to 95.37% in 2025/26, meeting the 95% target. There was a steady increase across the year, peaking in Q3, showing improved delivery of repairs within target timescales. Average length of time taken to complete non- emergency repairs (days) (Housing Services) 7.9 days 15 days 6.9 days 15 days 15 days 6.68 days 6.1 days 4.6 days 5.8 days 5.5 days This year just over 27,956 non- emergency repairs were completed in an average of 5.5 days. This is an improvement in the average time from last year (6.9 days). Average time from household presenting themselves as homeless to completion of duty (number of weeks) 21.33 weeks 26 weeks 21.96 weeks 26 weeks 26 weeks 21.38 weeks 22.51 weeks 22.4 weeks 28.46 weeks 24.33 weeks Average time to complete duty increased due to increased number of presentations.
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level DELIVERING THE SERVICE IMPROVEMENT PLAN – ECONOMY What we will do Due Date Status Progress Update Work in partnership with teams across the Council to expand the Neighbourhood Environment Trainee Teams - increasing capacity from 2 squad to 4. June 2025 The Neighbourhood Environment Trainee Teams (NETT) continue to deliver strong operational performance following their expansion to four squads, with the seven-day service model now fully embedded. Feedback from stakeholders highlight a noticeable improvement across our neighbourhoods, including greater team visibility and quicker completion of reported jobs. The volume of jobs increased in 2025/26, by 34% compared to the previous year, The garden jobs increased significantly, an increase of 179%, these jobs can also be more labour intensive. Ground clearance’s also increased by 45%, while bulk uplift, our highest volume service, increased slightly by 13%. These increases reflect both higher levels of community need and the enhanced capacity of the NETT. The mid-point service review also identified improved community impact, strong trainee retention with many progressing into roles within the Council or with local employers and strengthened cross-service collaboration. In response, patch-based planning was refined within the four local area teams, enabling more proactive targeting of hotspot locations. A full year review be carried out in late April including a tenant survey and will further assess service impact, gather community feedback, and inform future programme development. Complete the review of animal license conditions across all licences March 2026 All licence conditions have been reviewed this year. However, new licensable activities which were due to be brought into effect have not materialised. When new legislation on these activities is enforceable most of the current licensing regimes will be withdrawn and at this time new licence conditions will be developed to ensure the welfare of animals is secured within such licensable activities. Implement the proposed ban on the sale and supply of single use nicotine vaping products. March 2026 Compliance levels continue to be considered high, with the new requirements having been in place for a year and this work is now embedded as ‘business as usual’. Implementation of this ban is considered complete.
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level DELIVERING THE SERVICE IMPROVEMENT PLAN – FAIR What we will do Due Date Status Progress Update Ensure effective participation and support for all refugee programmes. March 2026 and on-going Health & Wellbeing ‘Hub’ now established and programme in place based on feedback from service users. Obtain Care Inspectorate registration for Refugee Resettlement team March 2026 Registration achieved. Pilot the installation of ‘digital noticeboards’ at the reception areas of sheltered complexes and obtain feedback from tenants. March 2026 We are tracking the effectiveness and popularity of this new method for keeping tenants informed and identifying potential sources of funding to roll out their use across other sheltered complexes. Work with Advice Services to maximise opportunities for Council tenants to access specialist income advice. March 2026 Over the full reporting year, Housing Services has continued to work closely with Advice Works, Employability Services, the Energy Management Unit, Citizens Advice Bureau, Social Work and Housing Support to ensure tenants receive timely, effective specialist support aimed at improving financial stability and sustaining tenancies. The referral process has been proactively monitored each month to ensure all available support pathways are being fully utilised and remain effective. This approach has strengthened joint working arrangements, improved consistency in referral practice and enabled early identification of tenants requiring additional intervention. Across the year, a total of 754 referrals were submitted on behalf of council tenants. These referrals resulted in: • Improved access to income maximisation support and money advice • Increased take-up of benefits and financial entitlements • Enhanced support for tenants transitioning onto or managing Universal Credit • Practical assistance with fuel poverty through EMU referrals • Better coordination with employability services to support tenants into training and work • Holistic support planning through links with Social Work and Housing Support This collaborative approach continues to play a key role in sustaining tenancies, preventing arrears escalation, and supporting wider cost-of-living resilience across communities. Several sources of additional assistance was accessed; in monetary terms this equates to £15,735,110 between 1st April and 31st March 2026
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level DELIVERING THE SERVICE IMPROVEMENT PLAN – FAIR What we will do Due Date Status Progress Update Work with relevant stakeholders and Council Tenants scheduled to migration to Universal Credit to mitigate against avoidable delays and loss of housing cost contributions. March 2026 UC migration activity has progressed well throughout the year, with Housing Officers continuing proactive engagement and support for all identified tenants. Early notification from Housing Benefit colleagues enabled timely contact, guidance, and referrals to ensure claims were made on time and housing cost contributions were protected. Migration is now almost complete, with only a small number of tenants still to transition — now in the low teens across all tenures. These final cases are being actively managed, and no issues have been identified that would impact completion. Given the strong performance and the limited number of remaining cases, this SIP action is now considered complete. Deliver the Action Plan outcomes outlined in the Tenant Participation Strategy 2022‐2027 The strategy will be complete by Dec 2027 The Tenant Participation Strategy 2022-2027 annual update was submitted to the Board in March. Highlighting achievements across communication, digital engagement, tenant consultation, and support for Tenants’ and Residents’ Associations (TARAs). Key development include strengthened digital participation, increased use of surveys to shape service decisions, expansion of Quality Circle inspections, enhanced communication channels, and active consultation within regeneration areas. Tenants’ priorities continue to centre on repairs and maintenance is reflected in service planning. The report also proposed changes to TARA registration and funding following a scrutiny review which recommended a simpler registration process by moving to a single category (“registered”) and introduce a clearer, fairer grant model consisting of a basic payment plus an amount per council tenancy. Priorities for 2026/27 focus on modernising participation, broadening engagement—particularly through digital methods—and preparing for the development of the next Tenant Participation Strategy (2027 -2032)
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level DELIVERING THE SERVICE IMPROVEMENT PLAN – FAIR What we will do Due Date Status Progress Update Continue with next phase of stock condition survey. Year 1- May 2025 Year 2 – May 2026 Year 3 – May 2027 Phase 2 surveys completed. The survey data is now being interfaced into Apex for 31/03/2026, in order to run the ARC stats. Access rates for phase 2 are still circa 50%. Update the SHIP to set out Renfrewshire’s new build affordable housing investment priorities utilising grant funding made available from the Scottish Government’s Affordable Housing Supply Programme’ The SHIP is a rolling programme that covers a five-year period and is refreshed annually. This annual review takes account of Scottish Government funding availability and progress in delivering existing affordable housing sites and provides an opportunity to add new sites to meet the housing needs of Renfrewshire’s residents. Each year a draft SHIP is prepared and submitted to the Communities and Housing Policy Board in August for approval for public consultation. The final SHIP is presented back to Board in October for approval before being submitted to the Scottish Government. The finalised version of the 2026-2031 SHIP was approved at Communities and Policy Board on 28 October 2025. Implementation will begin from 1 April 2026. In 2025/26, the Council received £17.846m from the Scottish Government to support the delivery of new build and acquisition of rental off the shelf (ROTS) affordable homes across Renfrewshire. The Council fully spent this allocation and received additional funding from the Scottish Government bringing the total SHIP spend across Renfrewshire to just over £20million in 2025/26. Implement NEC Housing Management System as part of the Housing Innovations Project in 2 phases – which will incorporate Rents, Repairs, Service Charges, Allocations, Tenancy Management, ASB, Customer Relationship Management, Customer Services, Property Lifecycle, Homelessness and Support Services modules. Phase 1 will comprise of Rents, Service Charges, Allocations, Tenancy Management, ASB, Customer Relationship Management, Customer Services, Property Lifecycle, Servicing and Support Services modules. Phase 1 May 2026 Phase 1 progressed well during 2025, however, the first test cycle at the end of 2025 identified a range of defects primarily relating to data migration and system functionality which the supplier found challenging to resolve within project timescales. Officers worked closely with the supplier to reassess the overall delivery plan and agree an additional data migration exercise and a further test cycle, with Phase 1 go-live now planned for Quarter 3 of 2026.
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level DELIVERING THE SERVICE IMPROVEMENT PLAN – FAIR What we will do Due Date Status Progress Update We will implement Phase 2 of the NEC Housing Management System Phase 2 July 2027 Commences February 2026. During the latter half of 2025, the required preparatory work was completed as originally planned. A Phase 2 implementation kick off event was conducted in January 2026 with attendance by the Project Team, the Supplier and the wider business. The solution design workshops began in February 2026, and these will continue until October 2026. Phase 2 remains on schedule for completion by July 2027.
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level GREEN What we will do Due Date Status Progress Update Deliver a programme of enhanced operational environmental and community support activities for environment and place March 2026 At the end of March 2026, Team Ups membership exceeds 9,000 members and continues to be an active site with daily public engagement with a focus on positive environmental behaviours. A presentation was delivered to peers from KSB, SEPA and other local authorities at an Improvement Service event where Team Up was recognised as promoting best practice across Scotland. 80 “Grit Kits” were delivered to volunteers who requested equipment to increase safety across their neighbourhoods and local streets during periods of frost or snow. Grit Kits include salt/grit spreader, snow shovel, gloves and hi-vis vest. The Environmental Taskforce continues to investigate flytipping and enforce where evidence is available. 7 fixed penalty notices were issued over the period. The Taskforce supported SEPA to issue 2 Variable Monetary Penalties to Renfrewshire flytippers recovering over £5,000. Implement full recycling facilities within Renfrewshire House March 2026 Project continues to progress with bin audit completed, and agreement between key colleagues/teams on the best approach. Suitable bins have been sourced, ready for procurement. The next steps are to plan implementation and comms with an anticipated May/June roll out. Exploring expansion of solar PV and other renewables on council buildings March 2026 Decision was made to prioritise BMS in year 1, as a procurement framework for solar was required to be set up in 25/26, to then be utilised in 26/27. Solar PV expansion will be a priority project in 26/27. Development of investment grade business cases for 2 potential district heating networks. 1 Paisley central, 1 expansion of AMIDS. Summer 2025 The Business Cases are expected to be concluded in May prior to formal submission to August ILE Board.
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level What we will do Due Date Status Progress Update Looking to expand Building Management Systems to reduce energy use and water use March 2026 The 3rd and final phase of the project is nearing completion and is planned to be concluded over the easter break. Develop the following strategies and plans - • Renfrewshire’s Adaptation Plan • Renfrewshire’s Circular Economy Strategy • Renfrewshire Council’s Carbon Management Plan (CMP) March 2026 • Extensive engagement with internal and external stakeholders continues to take place to inform the draft Adaptation Plan. Once drafted, public consultation will take place over summer to inform the final plan. • It has been agreed that a local Circular Economy Plan will be developed slightly later than planned to align with National policy around Waste and Circular Economy. • The CMP was finalised and approved by ILE in November 2025. Delivery of the plan is now being taken forward over the next 5 years to reduce the Council’s emissions in a number of service areas. Develop Climate Change Impact Assessments process across appropriate projects. March 2026 Following the successful pilot with PMU, the CCIA is now being piloted with EH&I projects prior to Council wide roll out over the summer period. DELIVERING THE COUNCIL PLAN - GREEN
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level GREEN Indicator Current Status 2023/24 2024/25 2025/26 Q1 Q2 Q3 Q4 2025/26 Explanation of performance Value Target Value Target Target Value Value Value Value Value Percentage of Council housing stock which meets the Scottish Housing Quality Standard 68.55% 77.99% 80.02% 71.15% 82.23% Not measured for quarters 80.9% Small increase from last year in the percentage of stock passing SHQS, mainly due to a small improvement in EICR and Smoke Detection rates and a minor gain in energy performance. The overall improvement was slightly lower than predicted due to the reduction in stock numbers
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level DELIVERING THE SERVICE IMPROVEMENT PLAN – LIVING OUR VALUES What we will do Due Date Status Progress Update We will continue to develop and support our workforce through training and development demonstrating our value as a learning organisation. March 2026 • The Service Development Team continue to support employees to undertake a range of training including mandatory training through toolbox talks or on i-learn as appropriate. • Training courses have included mandatory driver training, Health & Safety and specific role training such as Chainsaw operational training. We will support wider employee health and wellbeing across Environment, Housing, Infrastructure March 2026 • In response to the Employee Survey 2024 to support the opportunity for more regular time and engagement between managers/ supervisors and employees a “Personal Development Plan” (PDP) for networked staff was launched. This template supports employees to reflect on achievements and challenges, agree objectives and identify training support required. 92% of network employees have recorded a PDP has taken place. • Work is ongoing to promote health and wellbeing across EHI, and more front-line staff are trained as Metal Health First Aiders. Currently 38 employees within EHI are registered Mental Health First Aiders including within our operational frontline services. • An event was held at Underwood Road Depot to support Men’s Mental Health Awareness in November 2026. This was followed up with a wellbeing event, over 2 days, in March 2026. Both events were well received by employees and well attended. We recognise that Health & Safety is an integral part of our business. We will deliver our actions outlined in the Environment, Housing & Infrastructure (EHI) Health & Safety Plan 2025 – 2028. March 2026 • IOSH Managing Safely has been rolled out to 107 managers, supervisors and employees across EHI. An additional 19 Senior Leadership Managers undertook IOSH Leading Safely. Housing Services have progressed similar training focused more specifically on that service needs. • • As part of the British Standards Institute (BSI) ISO 9001 accreditation a number of internal audits, focusing on health and safety, have been undertaken and steps taken to address any areas for improvement identified
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level DELIVERING THE SERVICE IMPROVEMENT PLAN – LIVING OUR VALUES Indicator Current Status 2023/24 2024/25 2025/2 6 Q1 Q2 Q3 Q4 2025/26 Value Target Value Target Target Value Value Value Value Value Average number of workdays lost through sickness absence per employee (FTE) (cumulative) 14.91 13.7 15.41 13.7 13.7 3.25 3.32 4.29 3.69 14.27 The total for 25/26 is 14.27 days lost which is lower than total for 24/25 15.41 days lost. % of Members enquiries completed within timescale 92% 85% 89.2% 85% 85% 86% 87% 88% 94% 88% Environment, Housing & Infrastructure received 8,664 members enquiries in 2025/26, of which 88% were responded to within timescale % of frontline resolutions dealt with within timescale 85% 85% 62% 85% 85% 58% 79% 89% 90% 79% Environment, Housing & Infrastructure received 10,60 frontline resolutions in 2025/26, of which 79% were responded to within timescale. % of complaint investigation completed within timescale 89% 85% 50% 85% 85% 45% 67% 76% 86% 67% Environment, Housing & Infrastructure received 521 complaint investigations in 2025/26, of which 67% we responded to within timescale. % of FOI request completed within timescale 100% 100% 99% 100% 100% 97% 95% 91% 96% 95% Environment, Housing & Infrastructure dealt with 944 Freedom of Information requests in 2025/26, of which 895 (95%) were responded to within timescale. 160 of these requests were cross departmental and 784 were departmental Training – Percentage of staff training undertaken in relation to qualifications (Public Protection) 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% Staff training is provided on a structured basis as need are identified through Personal Development Planning to ensure that they have the correct skills and qualifications to undertake their duties. There is currently one training to qualify as an Environmental Health Officer, two who are working toward completio of the Modern Apprentice in Regulatory Services
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level DELIVERING THE SERVICE IMPROVEMENT PLAN – LIVING OUR VALUES Indicator Current Status 2023/24 2024/25 2025/26 Q1 Q2 Q3 Q4 2025/26 Explanation of performance Value Target Value Target Target Value Value Value Value Value Gross rent arrears (all tenants) as at 31 March each year as a percentage of rent due for the reporting year. 8.32% 7.50% 7.10% 7.5% 7.5% 6.2% 7.34% 7.3% 6.19% 6.19% Universal Credit migration is largely complete, with only a small number of cases remaining, and work to support these final migrations is now complete. The service is now focused on supporting pension-age tenants to revert to Housing Benefit where appropriate, helping to ensure rent payments are maintained . The Arrears Working Group continues to focus on training and development, sharing best practice and partnership working, alongside ongoing use of the Tenant Support Fund and timely referrals to advice and support services. The removal of the recovery action threshold enables earlier and more proportionate intervention where tenants do not engage, supporting a consistent and timely approach to arrears management while maintaining a balanced focus on support and enforcement. Ongoing cost-of-living pressures are expected to continue to impact on rent collection. Rent collected as percentage of total rent due in the reporting year. 100.4% 98% 100.7% 98% 98% 99.1% 98.9% 99% 100.5% 100.5% Last year £57,798,776 rent was collected which was more than the amount due (£54,161,465).
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level DELIVERING THE SERVICE IMPROVEMENT PLAN – LIVING OUR VALUES Indicator Current Status 2023/24 2024/25 2025/26 Q1 Q2 Q3 Q4 2025/26 Explanation of performance Value Target Value Target Target Value Value Value Value Value Average length of time taken to re-let properties in the last year (in days) 50 days 53 days 37 days 53 days 45 days 31 days 30 days 28 days 26.7 days 28.6 days There were 811 re-lets in 2025/26. There has been improvement in the average re- let times. Our void turnaround times and processes remain an area of primary focus for the service, and we will continue to look for improved ways of working. Percentage of rent loss due to voids 1.45% 1.8% 1.3% 1.8% 1.5% 0.92% 0.92% 0.91% 0.89% 0.89% The Single Voids Team reduced the volume of voids, coupled with faster re-let times has resulted in improved void rent loss.
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level DELIVERING THE SERVICE IMPROVEMENT PLAN – LIVING OUR VALUES Indicator Current Status 2024/25 2025/26 Q1 Q2 Q3 Q4 2025/26 Explanation of performance Value Target Target Value Value Value Value Value % of corporate induction completed within 30 days of starting employment with the Council N/A N/A Not measured for quarters N/A This is undertaken at a service level. Although networked employees have completed the necessary mandatory training and toolbox talks are available for frontline employee's work is ongoing to establish a consistent approach to recording this to support improved monitoring. % of mandatory training courses for frontline employees completed N/A N/A Not measured for quarters 60% 60% of frontline employees have completed the required mandatory training in 2025/26. Work is ongoing to deliver toolbox talks to these employees to support this training. Work is ongoing with wider Corporate Teams to enable more accurate reporting across different employee groups. % of mandatory training courses for employees with access to the Council’s network completed N/A N/A Not measured for quarters 83% 83% of employees with access to the Council's network have completed the required mandatory training in 2025/26. Work is ongoing with wider Corporate Teams to enable more accurate reporting across different employee groups % of Personal Development Plans completed N/A N/A Not measured for quarters 92% A new Personal Development Plan (PDP) for employees with access to the council's network was rolled out across EHI in 2025/26 to support a meaningful 1-2-1 conversation with supervisor/manager. Over 710 employees have completed this, 92% of our employees with access to the Council's network, and a wide range of training and development needs identified to support ongoing learning in line with our values. Work will be undertaken in 2026/27 to pilot a suitable approach for our frontline employees building on the work being undertaken in Soft FM with frontline employees.
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level DATA STRATEGY: PRIORITY ACTIVITIES What we will do Due Date Status Progress Update Strategic: We will align service data activities with the Digital Strategy for Renfrewshire objective: Data is a critical asset. Ensure visibility of data activities at Directorate (Director & Head of Service Level) March 2026 • The Directorate (Director and 4 Heads of Service) regularly consider a range of data which is used to inform decision making. There is ongoing support for data activities and training to enhance this capability across Services in line with the Digital Strategy for Renfrewshire. Skills: We will identify skills gaps (e.g. data input, data analysis) and training needs across EHI and address through our Workforce Development plan in line with the Renfrewshire Council People Strategy March 2026 • Information on skills gaps and training needs will be identified as part of the Personal Development Plan (PDP) currently being rolled out for networked employees and will be developed further in 2026/27. • Internal training on data analysis tools has been undertaken to support knowledge and understanding of our data. Data Quality: We will review data quality in key business systems and processes and develop an improvement plan. December 2025 • As part of wider projects in 2025/26 data held for both the Roads Service and Waste & Recycling Service has been reviewed and the quality of data improved to support data driven decision making. Analysis: We will further define analysis requirements to improve decision making and build capabilities locally within services where required. December 2025 • Work is ongoing to improve how data is presented including using standard tools. Although at an early stage it is hoped this work will improve how our data is presented to Services allowing them to make more informed decisions. ERP: We will work with Corporate Teams to promote and increase the use of standard dashboards as business as usual. March 2026 • Work continues to be undertaken to support services to ensure that the data held in the ERP is accurate. In addition, managers have been supported to use the standard dashboards available. Data Advisory Group (DAG): We will ensure EHI representation at the DAG to ensure our data activities align with the Data Strategy Framework; cross-service data sharing opportunities are identified and that data improvement activities are carried out in a consistent manner across the organisation. March 2026 • The Senior Service Development Manager represents EHI at the Data Advisory Group and continues to ensure that data is used collaboratively across services where possible.
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level DELIVERING THE COUNCIL PLAN – CROSS CUTTING THEME IMPROVING OUTCOMES FOR CHILDREN AND FAMILIES “Across all our work and all our efforts, we hope for loving and happy lives for Renfrewshire’s children - working together to get it right for children, families and communities – protecting, learning, achieving and nurturing. Every priority of this Council Plan will contribute to improving the lives of Renfrewshire’s children and their families. It is our fundamental duty as an organisation and our shared responsibility as citizens of this place to ensure that our children inherit a Renfrewshire where their wellbeing is nurtured, their futures are bright, and their environment is safe and healthy.” What we will do Due Date Status Progress Update EH&I will work towards keeping The Promise and support our Care Experienced Community. March 2026 Renfrewshire Council’s Environment, Housing and Infrastructure (EHI) service—particularly Housing and Homelessness Services—plays a central role in delivering The Promise by strengthening early intervention and ensuring Care Experienced young people have safe, stable homes and supportive relationships. The service continues to develop personalised Housing Pathways that are affordable, trauma-informed and co-designed with partners, while maintaining a strong focus on preventing youth homelessness. Through early identification of risk, proactive casework and close partnership working with Children’s Services and Whole Family Wellbeing, the service aims to keep young people secure, connected and out of crisis. Housing and Homelessness Services are firmly integrated into Renfrewshire’s whole-system approach to The Promise. They actively contribute to governance structures, including the Promise Strategic Oversight Group, ensuring housing decisions support better outcomes for Care Experienced people. Culture change is also a priority, with staff encouraged to adopt compassionate, non-stigmatising language in line with Renfrewshire’s Language Policy and to engage in workforce development such as the Promise i-Learn module and the Promise Keeper Network, strengthening trauma-informed, rights-based practice. In addition, EHI contributes to wider efforts to improve life chances for Care Experienced young people through employability initiatives. This includes supporting the council’s Guaranteed Interview Scheme for Care Experienced applicants and promoting inclusive recruitment practices. Together, these actions reinforce the council’s commitment to embedding relationship-centred, rights-based approaches across services and improving long-term outcomes for Care Experienced young people.
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level EHI SERVICE IMPROVEMENT PLAN For more information, please contact: Douglas.morrison@renfrewshire.gov.uk Outturn Report May 2026