Agenda Document Pack - Communities and Housing Policy Board - 19/05/2026
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.
Some pages contain no extractable text. They may be blank, graphics or scanned pages. OCR has not been applied.
Page 1
12/05/2026 Notice of Meeting and Agenda Communities and Housing Policy Board Date Time Venue Tuesday, 19 May 2026 13:00 Council Chambers (Renfrewshire), Council Headquarters, Renfrewshire House, Cotton Street, Paisley, PA1 1AN Membership Councillor Marie McGurk (Convener): Councillor Robert Innes (Vice Convener): Councillor Jacqueline Cameron: Councillor Graeme Clark: Councillor Carolann Davidson: Councillor Gillian Graham: Councillor John Hood: Councillor James MacLaren: Councillor Kenny MacLaren: Councillor Mags MacLaren: Councillor Janis McDonald: Councillor Cathy McEwan: Councillor Iain McMillan: Councillor John McNaughtan: Councillor Kevin Montgomery: Councillor Iain Nicolson: Councillor Emma Rodden: 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. 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 MARK CONAGHAN Head of Corporate Governance
Page 2
12/05/2026 Hybrid Meeting Please note that this meeting is scheduled to be held in the Council Chambers. However, it is a hybrid meeting and arrangements have been made for members to join the meeting remotely should they wish. Webcasting of Meeting This meeting will be filmed for live or subsequent broadcast via the Council’s internet site – at the start of the meeting the Convener will confirm if all or part of the meeting is being filmed. To find the webcast please navigate to https://renfrewshire.public-i.tv/core/portal/home
Page 3
12/05/2026 Items of business 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. 1 Service Update Report Report by Director of Environment, Housing and Infrastructure. 1 - 8 2 Environment, Housing and Infrastructure - 2025/28 Service Improvement Plan – Outturn Report Report by Director of Environment, Housing and Infrastructure. 9 - 46 3 Environment, Housing and Infrastructure (EHI) Health, Safety and Wellbeing Plan 2025\28: Annual Report Report by Director of Environment, Housing and Infrastructure. 47 - 60 4 Environment, Housing and Infrastructure - 2026/29 Service Improvement Plan Report by Director of Environment, Housing and Infrastructure. 61 - 104 5 Environment, Housing & Infrastructure (EHI) Health, Safety and Wellbeing Plan 2026/29 Report by Director of Environment, Housing and Infrastructure. 105 - 122 6 Social Housing Charter Performance 2025/26 and 2026 Engagement Plan Report by Director of Environment, Housing and Infrastructure. 123 - 148 7 Housing Landlord Compliance – Bi-annual Performance Report Report by Director of Environment, Housing and Infrastructure. 149 - 168
Page 4
12/05/2026 8 Housing Asset and Investment Programme 2025/26 Update Report by Director of Environment, Housing and Infrastructure. 169 - 200 9 Homelessness in Renfrewshire – Action Plan Report by Director of Environment, Housing and Infrastructure. 201 - 220 10 Conclusion of Single Voids Team Pilot Report by Director of Environment, Housing and Infrastructure. 221 - 228 11 YouDecide Tenant Fund – Year 1 Update Report by Director of Environment, Housing and Infrastructure. 229 - 236 12 Housing Revenue Account (HRA) Acquisitions and Disposals Update 2026 Report by Director of Environment, Housing and Infrastructure. 237 - 242 13 Private Sector Housing Investment Programme 2026/27 Report by Director of Environment, Housing and Infrastructure. 243 - 250 14 Standard Security and Payment Arrangements to Support Owner Participation in Mixed-Tenure Housing Investment Joint report by Director of Environment, Housing and Infrastructure and Director of Finance and Resources. 251 - 256 15 Surplus declaration of land at Arkleston Road, Paisley Report by Chief Executive. 257 - 260 16 Prevent Update 2026 Report by Director of Environment, Housing and Infrastructure. 261 - 272 17 Community Funding Update Report by Chief Executive. 273 - 280 18 Connected Communities – 6 Monthly Update Report by Chief Executive. 281 - 290
Page 5
12/05/2026 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 9 of Part I of Schedule 7A of the Local Government (Scotland) Act, 1973. Exempt Item Exempt documents are no longer available in print format. You will require to log in to Communities and Housing Exempt Items to access documents. Please note that access to exempt documents is now restricted. 19 Proposed Sale – 42 Fauldshead Road, Renfrew Report by Director of Environment, Housing and Infrastructure.
Page 6
No embedded text on this page.
Page 7
PUBLIC ___________________________________________________________________ To: Communities and Housing Policy Board On: 19 May 2026 ___________________________________________________________________ Report by: Director of Environment, Housing and Infrastructure ___________________________________________________________________ Heading: Service Update Report ___________________________________________________________________ 1. Summary 1.1 This report provides an overview of key service activities since the last Policy Board report on 10 March 2026 and an update on the services and key projects delivered during this period. 1.2 Further information and details of service delivery can be found in a number of other reports being presented to the Communities and Housing Policy Board today. 1.3 Specifically, the report requests that the Policy Board homologate the decision of the Head of Housing Services, in consultation with the Convener, to accept Scottish Government grant funding to support the delivery of housing led regeneration programme and Rental Off The Shelf (ROTS). ___________________________________________________________________ 2. Recommendations It is recommended that the Communities and Housing Policy Board: 2.1 Note the contents of this report. 2.2 Homologate the decision of the Head of Housing Services, in consultation with the Convener, to accept Scottish Government grant funding totalling £1,221,074.22 to support the delivery of housing led regeneration programme open market purchases as set out in paragraph 3.2.4 of this report. ___________________________________________________________________ Item 1 CHPB190526 Page 1 of 290
Page 8
PUBLIC Updates for Communities and Housing Policy Board 3. Housing Services 3.1 Housing Innovation Project (HIP) 3.1.1 Phase 1 of the project continues to progress, with an additional data migration exercise now scheduled for May 2026, in advance of the second test cycle which will take place during July 2026. On satisfactory completion of these stages, it is anticipated Phase 1 of the project will go live during Q3 2026. 3.1.2 Preparations for Phase 2 continue, with workshops underway and recruitment of team members to the project team for this second phase of the project in progress. 3.2 Housing-Led Regeneration and Renewal 3.2.1 Improvement works continue across the project area with ongoing dialogue with owners in mixed tenure blocks to discuss further participation where possible, including the option of buying back properties where this would allow works to be progressed. The installation of triple glazed windows also continues to progress well, with 351 Council homes within housing-led regeneration and renewal areas now in receipt of their new windows. Feedback to date has been very positive with tenants commenting on the difference the windows have made to the properties both in terms of comfort and aesthetics. 3.2.2 The design work for Waverley Road retention blocks has been completed. The tenant event that took place in March for the Waverley Road area was received extremely well by those who attended. Officers were able to showcase the designs for the external improvement of the blocks and the surrounding common areas, including the new balconies and waste management arrangements proposed. The programme for the delivery of these works on site will be agreed once all statutory approvals are in place. 3.2.3 Buy backs in advance of demolition works continues to progress well. 33 of the 99 blocks approved for demolition have now either been demolished (23) or are part of the tendering process (10) for progression over the summer months. Further phased demolition will take place across the programme as blocks become fully Council owned and vacant. 3.2.4 The Board is asked to homologate the decision of the Head of Housing Services, in consultation with the Convener of the Communities and Housing Policy Board, to accept Scottish Government grant funding of £1,221,074.22, details of each project amount are provided below: • Springbank Ph1 - £270,651.12 • Springbank Ph2 - £32,500 • Broomlands - £247,591.60 • Regeneration Open Market purchases - £294,084.50 • Rental Off The Shelf - £376,247 Page 2 of 290
Page 9
PUBLIC 3.3 Newbuild Update Following the Board’s approval on 21 May 2024 to accept Scottish Government grant funding of £10,022,083 and £9,630,795 for the housing regeneration projects at Howwood Road and Gallowhill respectively grant drawdown for the 2025/26 newbuild programme amounted to £4,597,641.68 at Gallowhill and £2,333,668.78 at Howwood Road. 3.4 Service Improvement: Renfrewshire Council Housing Policy in relation to Domestic Abuse – Consultation 3.4.1 Following enactment of the Housing (Scotland) Act 2025, there is now a legal requirement for social landlords to develop and implement a policy that sets out how they will support tenants at risk of homelessness due to domestic abuse. 3.4.2 As such the Service has been developing a draft Housing Policy in relation to Domestic Abuse. This draft policy has been produced through close working with various services across the council, partners, external organisations and other groups who support victims and survivors of domestic abuse. 3.4.3 The service will shortly undertake a consultative exercise to gauge final views on the draft policy. This consultation will run for between four and six weeks, where views on the draft policy will be sought from partners, interested agencies, tenants and other stakeholders. 3.4.4 Following conclusion of consultation, a finalised Housing Policy in relation to Domestic Abuse will be presented to the policy board for approval. 3.5 Housing Asset and Investment Stock Condition Survey Update 3.5.1 As previously reported to the Board, a programme of stock condition surveys is underway to meet the Scottish Housing Regulator’s requirements for review every five years and to validate our Scottish Housing Quality Standard (SHQS) compliance rates. Whilst the surveys completed to date have had little impact on overall SHQS compliance rates, the overall quality and accuracy of data held on the condition of individual blocks and properties has been improved. This helps to define future investment requirements and informs our business plan. Year 1 Year 2 Total External Surveys 4086 2976 7062 Internal Surveys 2101 1741 3842 EPCs (for properties with no valid EPC or where due within 2 years) 1384 1139 2523 Page 3 of 290
Page 10
PUBLIC 3.5.2 The data from Year 2 surveys has been interfaced into our asset management database system Apex and analysed. For external building condition, the main areas of change to data held in Apex are in relation to the condition of communal doors, door entry systems and communal windows. This is a similar pattern to Year 1. Internally, some changes to data for kitchens, bathrooms, heating, smoke and heat detection. Any identification of specific repairs from the surveys, including the identification of mould, are followed up by our repairs team. 3.5.3 Over the first two years, access for external surveys is over 90%, access rates for internal surveys remain lower than expected at around 50% (target: 67%), despite tenant notifications and follow-up calling cards. Surveyors attempt access three times before marking a property as ‘no access’. Optional Years 4 and 5 of the contracts, will allow revisits to be made for these properties. 3.5.4 The stock condition survey is now in Year 3 of a 5-year programme, focusing on our multi storey and sheltered housing blocks, plus homes in Johnstone and the villages. The surveys will be arranged in phases from April 2026 to March 2027 and tenants will be lettered a few weeks prior to each phase in their area, to let them know that our surveyors will be requiring access. When access is unsuccessful, cards are left with contractor contact details for tenants to make alternative arrangements for access. HRA Roads, Walkways and Footpaths 3.5.5 There is a significant network of unadopted roads, walkways and footpaths held within the Housing Revenue Account (HRA) across Renfrewshire which is the responsibility of the housing service in terms of repairs and maintenance. This comprises approximately to 5km of carriageway, 36km of footway, and 27 km of footpath. 3.5.6 Historically, enquiries and complaints relating to roads, walkways and footpaths have been complex for customers, elected members and internal service teams, as the service area responsible for maintenance depends on ownership and adoption status. This has resulted in delays, inconsistent responses, and variation in approaches to inspection, maintenance, and repair. 3.5.7 To improve the service, arrangements have now been made to have all roads inspections and repairs carried out by the Roads team, with Housing Services retaining responsibility for managing the budget and prioritising planned maintenance. Page 4 of 290
Page 11
PUBLIC 3.5.8 The key advantages of this are: - Dedicated officer with expertise in roads, walkways and footpath inspection and maintenance. - Improved customer services through the streamlining of the management of enquiries and complaints in relation to HRA roads, walkways and footpaths. - Earlier identification of safety-critical defects and faster progression of urgent repairs. - Improved condition data to inform the Housing Business Plan and future investment decisions. - Delivering the action within the Housing Asset Management Plan; to capture the extent of unadopted HRA assets on GIS and carry out a condition survey to provide a baseline for adding to APEX. - Release of capacity within the Housing Repairs and Maintenance team to focus on other core housing repair and maintenance services. 3.5.9 The new arrangements will be subject to ongoing monitoring and review to ensure they continue to deliver improved performance, value for money, and better customer outcomes. 4. Public Protection 4.1 Environmental Health 4.1.1 To support the delivery of Environmental Health Services, and in the current national challenges of recruiting Environmental Health Officers, the Service has been looking toward ‘growing our own’ Officers. As part of this, a Trainee Technical Officer (Food Law) has successfully completed their scheme of practical training and passed their professional exams. The Officer is now working as a food law enforcement Officer, and the Service is looking to employ a further trainee to continue the training and development of staff to work in this specialised field. 4.1.2 The Environmental Task Force, which sat within the Team Up to Clean Up service has, from 1 April, moved into the Environmental Health Team. This restructure forms part of the wider Public Protection Review and as the Officers within the Task Force already work very closely with Environmental Health staff, significant benefits will be realised by bringing these functions under one Service. The Task Force will continue to have a focus on fly-tipping, including exploring how the use of emerging technologies can assist with the prevention and detection of such crime. Officers will also be involved in ensuring commercial premises comply with their statutory duties in respect of waste production, segregation for recycling, secure storage, and disposal. Officers will be provided with training to support them in this role. Page 5 of 290
Page 12
PUBLIC 4.2 Community Safety 4.2.1 Following continued Greater Resilience in Partnership (GRIP) meetings with Police Scotland and partner agencies, a month-long violence prevention and awareness campaign has been delivered across Renfrewshire throughout April 2026. The campaign aimed to highlight the dangers and long-term consequences of violence and to signpost young people, parents, carers and teachers to appropriate support and educational resources. 4.2.2 The initiative was delivered in partnership with Fearless, the youth service of Crimestoppers, and No Knives, Better Lives (NKBL). Activity took place online, within secondary schools and at community events. As part of this work, awareness activity took place at the St Mirren v Aberdeen match on 4 April 2026, supported by NKBL messaging and Police Scotland Youth Volunteers. 4.2.3 Information and resources is also being shared with parents, carers and teachers across Renfrewshire schools to encourage early intervention and preventative conversations. 4.2.4 Renfrewshire Council’s Warden Service supported the campaign through local engagement, visibility within communities and by reinforcing key messages during routine patrols and interactions with young people and families. __________________________________________________________________ Implications of the Report 1. Financial – Any financial elements referenced in this report will be progressed through the Council’s financial & budget planning process. 2. HR & Organisational Development – None. 3. Community/Council Planning – The report details a range of activities which reflect local community and council planning themes. 4. Legal – None. 5. Property/Assets – None. 6. Information Technology – None. 7. Equality & Human Rights – The recommendations contained within this report have been assessed in relation to their impact on equalities and human rights. No negative impacts on equality groups or potential for infringement of individuals’ human rights have been identified arising from the recommendations contained in the report. If required following implementation, the actual impact of the recommendations and the mitigating actions will be reviewed and monitored, and the results of the assessment will be published on the Council’s website. 8. Health & Safety – None. 9. Procurement – None. Page 6 of 290
Page 13
PUBLIC 10. Risk – None. 11. Privacy Impact – None. 12. Climate Risk – there are a range of actions and activities throughout the Service Update Report which support the Council’s Plan for Net Zero. 13. Children’s Rights – None. 14. Cosla Policy Position – None. __________________________________________________________________ List of Background Papers: None. ___________________________________________________________________ Author: Gordon McNeil, Director of Environment, Housing & Infrastructure Email: Gordon.mcneil@renfrewshire.gov.uk Page 7 of 290
Page 14
Page 8 of 290
Page 15
PUBLIC ___________________________________________________________________ To: Communities and Housing Policy Board On: 19 May 2026 ___________________________________________________________________ Report by: Director of Environment, Housing and Infrastructure ___________________________________________________________________ Heading: Environment, Housing and Infrastructure - Service Improvement Plan 2025-28 Outturn Report ___________________________________________________________________ 1. Summary 1.1 The Environment, Housing and Infrastructure Service Improvement Plan 2025-28 was approved by the Communities and Housing Policy Board on 13 May 2025. The plan sets out the priorities for the development of the service over a three-year period. 1.2 The Service Improvement Plan is part of a suite of documents which describe the strategic direction of the service and the Council and also includes the Council Plan, Community Plan, Risk Management Plan and the Workforce Plan. 1.3 The Service Improvement Plan is a comprehensive statement of the outcomes the service aims to achieve, and the actions it will take to achieve these. It fits within the wider planning framework of the Council by taking account of Community Planning themes and Council priorities as set out in the Council Plan which was refreshed in June 2025. 1.4 Full details of Environment, Housing and Infrastructure performance and achievements over the period 1 April 2025 to 31 March 2026 are appended to this report. The main purpose of the report is to provide: • details of the key achievements of the service over the period; • a progress update on implementing the action plan linked to the 2025-28 Service Improvement Plan; and • an assessment of performance in relation to the service scorecard of core performance indicators; Item 2 CHPB190526 Page 9 of 290
Page 16
PUBLIC 1.5 During 2025/26, the service has made good progress in delivering positive outcomes for Renfrewshire and its residents. This includes through the actions within the Service Improvement Plan and also other areas of activity which did not form part of the Service Improvement Plan actions which have subsequently arisen during 2025/26. 1.6 A new Service Improvement Plan covering the period 2026-29 is also being presented to this meeting of the Communities and Housing Policy Board. ___________________________________________________________________ 2. Recommendations It is recommended that the Communities and Housing Policy Board: 2.1 Note the content of this report. 2.2 Note the progress to date on delivering the actions contained within the Environment, Housing and Infrastructure - Service Improvement Plan. 2.3 Note the current performance of the service as measured by the scorecard indicators. ___________________________________________________________________ 3. Background 3.1 The Service Improvement Plan is a comprehensive statement of the outcomes the service aims to achieve, and the actions it will take to achieve these. It fits within the wider planning framework of the Council by taking account of Community Planning themes and Council priorities as set out in the Council Plan. It enables elected members to have oversight of developments within the service and to consider and develop policy options which reflect customer need and resource availability. 3.2 The Service Improvement Plan also provides a mechanism by which elected members can evaluate the performance of the service. It contains an action plan and performance indicators against which progress can be measured. This outturn report provides an update on progress against the 2025-28 plan. 4. Key Achievements April 2025 to March 2026 4.1 Environment, Housing and Infrastructure continues to deliver essential frontline services across Renfrewshire. Key achievements for Environment, Housing and Infrastructure under the remit of the Communities and Housing Policy Board are detailed throughout the action plan and performance indicators in the appendix. 5. Areas where actions have been delayed or cancelled 5.1 There has been no significant delay in the delivery of the actions contained within the Service Improvement Plan. Page 10 of 290
Page 17
PUBLIC 6. Progress against performance measures 6.1 Environment, Housing and Infrastructure report on 22 performance indicators, 9 which are reported annually and 13 reported quarterly. Implications of the Report 1. Financial – The Service Improvement Plan highlights resourcing pressures arising from increasing demand for services and the current financial environment. 2. HR & Organisational Development – The Service Improvement Plan also highlights workforce development and wellbeing considerations. 3. Community/Council Planning – The report details a range of activities which reflect Council and Community Planning themes and a direct link to the delivery of the Council Plan. 4. Legal – none. 5. Property/Assets – none. 6. Information Technology – Service developments relating to information technology are key enablers of service improvement and modernisation and support service-level and corporate objectives. 7. Equality & Human Rights – The Recommendations contained within this report have been assessed in relation to their impact on equalities and human rights. No negative impacts on equality groups or potential for infringement of individuals’ human rights have been identified arising from the recommendations contained in the report. If required following implementation, the actual impact of the recommendations and the mitigating actions will be reviewed and monitored, and the results of the assessment will be published on the Council’s website. 8. Health & Safety – none. 9. Procurement – none. 10. Risk – Risks related to the delivery and management of services are regularly monitored and included in Renfrewshire Council’s Corporate and Strategic Risk Registers and the service’s risk register. 11. Privacy Impact – none. 12. Climate Change – Actions and indicators within the SIP covers the ‘green’ theme of Renfrewshire’s Council Plan which highlights activities across the Council to tackle climate change. Page 11 of 290
Page 18
PUBLIC 13. Children’s Rights – none. 14. Cosla Policy Position – none. ___________________________________________________________________ List of Background Papers: Communities and Housing Policy Board; 13 May 2025 (Agenda item 4) - Environment, Housing and Infrastructure – Service Improvement Plan 2025-28 Communities and Housing Policy Board; 28 October 2025 (Agenda item 4) - Environment, Housing and Infrastructure - Service Improvement Plan 2025-28 Mid- Year Monitoring Report ___________________________________________________________________ Author: Gordon McNeil, Director of Environment, Housing & Infrastructure Email: gordon.mcneil@renfrewshire.gov.uk Page 12 of 290
Page 19
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 Item 2 CHPB190526 Page 13 of 290
Page 20
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. Page 14 of 290
Page 21
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 Page 15 of 290
Page 22
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 Page 16 of 290
Page 23
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. Page 17 of 290
Page 24
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. Page 18 of 290
Page 25
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.’ Page 19 of 290
Page 26
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. Page 20 of 290
Page 27
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 Page 21 of 290
Page 28
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. Page 22 of 290
Page 29
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 Page 23 of 290
Page 30
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. Page 24 of 290
Page 31
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 Page 25 of 290
Page 32
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 Page 26 of 290
Page 33
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 Page 27 of 290
Page 34
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 Page 28 of 290
Page 35
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. Page 29 of 290
Page 36
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. Page 30 of 290
Page 37
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. Page 31 of 290
Page 38
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 Page 32 of 290
Page 39
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) Page 33 of 290
Page 40
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. Page 34 of 290
Page 41
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. Page 35 of 290
Page 42
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. Page 36 of 290
Page 43
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 Page 37 of 290
Page 44
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 Page 38 of 290
Page 45
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 Page 39 of 290
Page 46
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 Page 40 of 290
Page 47
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). Page 41 of 290
Page 48
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. Page 42 of 290
Page 49
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. Page 43 of 290
Page 50
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. Page 44 of 290
Page 51
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. Page 45 of 290
Page 52
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 Page 46 of 290
Page 53
PUBLIC _____________________________________________________________________ To: Communities and Housing Policy Board On: 19th May 2026 _____________________________________________________________________ Report by: Director of Environment, Housing and Infrastructure _____________________________________________________________________ Heading: Environment, Housing and Infrastructure (EHI) Health, Safety and Wellbeing Plan 2025 – 2028: Annual Report _____________________________________________________________________ 1. Summary 1.1 The Council’s Health and Wellbeing Plan, a key priority within the Council’s People Strategy 2021 – 2026, promotes a positive Health and Safety culture to ensure compliance with relevant Health and Safety legislation and supports the Council Plan in Working together to achieve a thriving and connected Renfrewshire, creating opportunities for all. 1.2 In May 2025 the Board approved the Health and Safety Plan 2025 - 2028. It should be noted that “Wellbeing” was added to the Plan title to reflect the broader nature of this work and ensure that employee wellbeing is recognised as a key aspect of this work. 1.3 This report provides an annual update on the work undertaken by Environment, Housing and Infrastructure to implement the actions contained in the Health, Safety and Wellbeing Plan 2025 - 2028 (Appendix 1) as it relates to remit of the Communities and Housing Policy Board. 1.4 It should be noted that this annual update will be considered by the Communities and Housing Policy Board on 19th May 2026, the Infrastructure, Land and Environment Policy Board on 27th May 2026 and the Finance, Resources and Customer Services Policy Board on 11th June 2026 in respect of the elements covered by those Boards’ remits. _____________________________________________________________________ 2. Recommendations It is recommended that the Communities and Housing Policy Board: 2.1 Approves the Environment, Housing and Infrastructure (EHI) Health, Safety and Wellbeing Plan 2025-2028 annual update (Appendix 1) as specific to the areas of activity delegated to this Policy Board; and Item 3 CHPB190526 Page 47 of 290
Page 54
PUBLIC 2.2 Notes that the annual update on the 2025 – 2028 Plan is also being presented to the Infrastructure, Land and Environment Board and the Finance, Resources and Customer Services Policy Board to approve the elements covered within those Boards’ remits. _____________________________________________________________________ 3. Background 3.1. The Environment, Housing and Infrastructure (EHI) Department is responsible for the provision of everyday essential services, directly to the public of Renfrewshire, to other services within the Council and to community planning partners. These services are delivered by around 1,800 Full Time Equivalent (FTE), with an estimated net expenditure of £61.925m (excluding Housing Revenue Account) for 2025/26. The Housing Revenue Account (HRA) budget and Rent Levels for total rental and other income for 2025/26 is £65.492m. 3.2. The Department provided the following key frontline services in 2025/26: • Operational Services including Neighbourhood Services comprising Cemetery Service, Grounds Maintenance, Street Cleaning and CountryParks; Fleet and Social Transportation, Waste and Recycling to over 92,000 households. • Climate, Public Protection and Roads: supporting our communities through our Regulatory and Community Safety Services and supporting more than 862 km of roads and transport infrastructure in 2025/26. • Facilities and Property Services: (Hard and Soft Services) including PPP schools, cleaning/catering/janitorial services, public building (repairs, maintenance and compliance), Building Services and Technical Services, a multi-disciplinary design team. • Housing Services: Management and investment in housing stock (12,078 properties) and providing a wide range of advice and support to our tenants. 3.3 Environment, Housing and Infrastructure Services deliver universal services in 2025/26 for over 186,000 Renfrewshire residents, helping to run our schools and care homes, providing 12,078 homes for social rent, protecting and enhancing our local environment though a wide range of initiatives and work to make Renfrewshire a great place to live and work. 3.4 Our services are delivered by a diverse, skilled and committed workforce of around 1,800 FTE* who deliver services 24 hours a day, 7 days a week and 365 days a year. The health, safety and wellbeing of all our employees is of paramount importance. 3.5 Governance for Health, Safety and Wellbeing is provided through monthly discussions at the Environment, Housing and Infrastructure Senior Leadership Team meetings and quarterly CRMT (Crisis Resilient Management Team). Page 48 of 290
Page 55
PUBLIC 4 Environment, Housing & Infrastructure (EHI) Annual Health, Safety & Wellbeing Plan 2025/28 – Annual Update 4.1 A wide range of work has been undertaken between 1st April 2025 – 31st March 2026 to promote and address health, safety and wellbeing areas or concerns and a high-level summary of this is outlined below: • Relevant employees within Public Protection, Housing Services and Civil Contingencies Service are now registered to use the Peoplesafe App which is a tool to assist in the protection of lone working employees. • To augment conflict resolution training already delivered to Community Support Officers in Community Safety, the coverage of body worn video has been extended. Each officer is now equipped with a device in addition to a personal radio link to our public space CCTV. • To date 107 Officers across EHI have completed the IOSH Managing Safely course during 2025/26. A further 19 Senior Leadership Managers completed the IOSH Leading Safely course in 2025/26. • The Operational Services Workforce Development Officer attended a Management and Prevention of Violence and Aggression course and has subsequently delivered a number of courses to employees in Soft FM, Building Services and Operations. • During Men’s Mental Health Awareness week in November 2025 a number of well attended events were held at Underwood Road Depot to increase the awareness of the importance of mental health and what support is available. • A Health and Wellbeing event, held in March 2026 at Underwood Road Depot, welcomed over 70 attendees to connect with a range of local groups including OneRen Membership Team, St Mirren Charitable Foundation, Renfrewshire Council supporting Menopause at Work, the Start Project (providing information on Me’s Shed and Pantry Plus) and Renfrewshire Council Mental Health First Aiders (MHFA). • The number of Mental Health First Aiders (MHFAs) in Environment, Housing and Infrastructure services has increased by 12 from 26 in March 2025 to 38 in March 2026. These employees provide a vital support to colleagues across the Council through listening in confidence without any judgement and provide help to access any support that may be required. _____________________________________________________________________ 5 Monitoring and Support Services 5.1 The ongoing health, safety and wellbeing of employees and service users continues to be a priority for EHI. The focus to promote an open, positive health and safety culture and to encourage employees and management to report all incidents, accidents and occurrences. Page 49 of 290
Page 56
PUBLIC 5.2 All reported incidents, accidents and occurrences are reviewed on a weekly basis, resulting in more accurate date. Every incident, accident or occurrence is investigated and associated risk assessments reviewed and amended where necessary. 5.3 From 1st April 2025 – 31st March 2026 across EHI there were 174 incidents, accidents and near misses reported. The table below (Figure 1) shows the breakdown of these incidents by Head of Service area. Figure 1: EHI 2025/2026: Total number of Incidents/Accidents and Near Misses Reported per Service Area (01/04/2025 – 31/03/2026) 5.4 Figure 2 below shows a comparison between 1st April 2024 – 31st March 2025 and 1st April 2025 – 31st March 2026. The total number of number of incidents/accidents and near misses has decreased/ from 216 in 2024/2025 to 174 in 2025/2026). It should be noted that there has been a significant decrease in reported incidents, primarily violence and aggression, particularly across Climate, Public Protection and Roads. This reduction is attributed to the conflict resolution training provided to employees last year, which has supported them to better manage any situations involving violence and aggression in combination with an extension to the use of body worn cameras. . Page 50 of 290
Page 57
PUBLIC Figure 2: EHI 2025: Total number of Incidents/Accidents and Near Misses Reported per Service Area (01/04/2025 – 31/03/2026 compared to 01/04/2024 – 31/03/2025) 5.5 Under the Reporting of Injuries, Diseases and Dangerous Occurrences Regulations 2013 (RIDDOR) there were 11 accidents across EHI between 1st April 2025 – 31st March 2026 comprising 1 dangerous occurrence, 2 specified injury and 8 “over 7-day absences” compared to 18 accidents across EHI between 1st April 2024 – 31st March 2025 comprising 1 dangerous occurrence, 4 specified injury and 13 “over 7-day absences”. Page 51 of 290
Page 58
PUBLIC 5.6 Supporting our employees and attendance is a key priority for EHI and arrangements are in place to utilise the services of the Council’s Occupational Health provider. To date a number of referrals have been made by manager or employee self-referrals to the Occupational Health Service or employee counselling service (“Time for Thriving”) including for early intervention, counselling, physiotherapy, cognitive behaviour therapy as well as Statutory Occupational Health benchmarking. ___________________________________________________________________ 6 EHI Health, Safety and Wellbeing Plan 2025 – 2028: Year-end Actions Update 6.1 The Environment, Housing and Infrastructure Health, Safety and Wellbeing Action Plan 2025 - 2028 set out a range of key actions to be undertaken in 2025/26. A short annual update on each of these actions is set out as Appendix 1 to this report. 6.2 As this Plan set out work to be undertaken over a 3-year period (2025 – 2028) it should be noted that for some actions work may not be complete given that it may be scheduled within this longer timeline and will be included in the Environment, Housing & Infrastructure Health, Safety and Wellbeing Plan 2026 – 2029. _____________________________________________________________________ Page 52 of 290
Page 59
PUBLIC Implications of the Report 1. Financial – Potential exists for financial liability from property damage, civil or criminal prosecutions through the outcome of accidents and/or ill-health. This report demonstrates Environment, Housing and Infrastructure Services compliance and commitment to Health and Safety policies and procedures. 2. HR & Organisational Development – This report supports Renfrewshire Council’s commitment to the health, safety and wellbeing of employees. 3. Community/Council Planning • Our Renfrewshire is well – EHI will improve the physical and mental health and wellbeing of employees through participation in the “Healthy Working Lives” and “Your Health Matters” Programmes and any other corporate initiatives promoting wellbeing. • Our Renfrewshire is safe – EHI will provide training and support to employees to allow them to develop within the organisation and to gain the skills and experience necessary to provide a quality service to our customers. 4. Legal – Environment, Housing and Infrastructure will continue to comply with all current statutory Health and Safety legislation and Renfrewshire Council Corporate Health and Safety policies and guidance. 5. Property/Assets – The maintenance of appropriate registers (e.g. Asbestos Register with respect of domestic Council properties) and an obligation to conduct workplace inspections. 6. Information Technology - None 7. Equality & Human Rights - The Recommendations contained within this report have been assessed in relation to their impact on equalities and human rights. No negative impacts on equality groups or potential for infringement of individuals’ human rights have been identified arising from the recommendations contained in the report. If required following implementation, the actual impact of the recommendations and the mitigating actions will be reviewed and monitored, and the results of the assessment will be published on the Council’s website. 8. Health & Safety – This report supports and demonstrates Environment, Housing and Infrastructure’s commitment to ensuring effective Health and Safety management across Environment, Housing & Infrastructure. 9. Procurement - None Page 53 of 290
Page 60
PUBLIC 10. Risk – This report supports the overarching management of risk within Renfrewshire Council. 11. Privacy Impact- None. 12. COSLA Policy Position – None. 13. Children’s Rights – This report is for noting and has no direct implications on children’s rights. 14. Climate Risk – None. _____________________________________________________________ List of Background Papers (a) Background Paper 1: Audit, Risk and Scrutiny Board (18th May 2026), Risk Report The foregoing background papers will be retained within Environment, Housing and Infrastructure Department (Service Development) for inspection by the public for the prescribed period of four years from the date of the meeting. The contact officer within the service is Gill Darbyshire, Senior Service Development Manager - gill.darbyshire@renfrewshire.gov.uk. _____________________________________________________________ Author: Gordon McNeil, Director of Environment, Housing & Infrastructure Gill Darbyshire, Senior Service Development Manager E-mail: Gordon.mcneil@renfrewshire.gov.uk Gill.darbyshire@renfrewshire.gov.uk Page 54 of 290
Page 61
PUBLIC Appendix 1 Environment, Housing and Infrastructure (EHI) Health, Safety and Wellbeing Action Plan 2025/2028 Context Leadership, Management and Inspections Statement Owned by EHIH&S.01 – Leadership, Management and Inspections The Senior Leadership team are committed to spending more time with all employees, communicate their safety expectations and model safe behaviour. Workplace Inspections Workplace Inspections play an important role in active monitoring. The aim of workplace inspections is to prevent work related accidents and ill health by identifying new hazards and checking that preventative and protective control measures are implemented and effective. Internal Audits This is a systematic process of evaluating and examining our Health and Safety policies, procedures, documentation and workplace practices. Re-active Monitoring Taking a pro-active approach to monitoring incidents/accident a departmental incident/accident report will be developed in 2025/2026. This will be an interactive report which our Senior Management Team (SLT) and other managers/supervisors within Environment, Housing & Infrastructure will be able to utilise to monitor incidents/accidents within their service area and ensure a healthier and more productive environment. Directorate (Director & Heads of Service) Developing a culture of trust that empowers our employees. Item 3 CHPB190526 Page 55 of 290
Page 62
PUBLIC Action Codes Actions Latest Note Assigned To Overall Target Target 2025/2026 Year Status EHIH&S01.01 The Senior Leadership Team (Directorate) are committed to conducting at least six visible felt leadership visits over the next three years. The Senior Leadership Team (Directorate) have undertaken a number of felt leadership visits including working at the Depot and working alongside frontline employees Director and 4 Heads of Service 100% 35% March 2028 EHIH&S01.02 We will conduct comprehensive workplace inspections across all Environment, Housing and Infrastructure over a three-year cycle. Work is ongoing. All 100% 35% March 2028 EHIH&S01.02 Create an interactive incident/accident report for managers, enabling data-driven decision making based on reactive monitoring insights. Complete. Information on incidents/accident reporting is available for managers via Business World. Work is ongoing to enhance this with further analysis and information to support ongoing reactive monitoring insights. Senior Service Development Manager 100% 100% Dec 2025 Page 56 of 290
Page 63
PUBLIC O Leadership, Management and Owned by Content Health and Safety Owned By EHI.002 – Health and Safety Our health and safety philosophy is built on the principles of prevention. We understand that a resilient workplace is one where potential hazard are identified and addresses before they can cause harm. Directorate (Director & Heads of Service) Reducing the risk of error and increasing resilience through prevention Action Codes Actions Latest Note Assigned To Overall Target Target 2025/2026 Year Status EHIH&S.02.01 Design a dedicated health and safety Share Point site to facilitate the comprehensive review and monitoring of incidents/accidents, enabling the implementation of targeted preventative actions. The design and development of a dedicated health and safety site has been delayed due to resources to support this work however, the monitoring of incidents/accidents continues to be undertaken and supports the implementation of targeted preventative action where identified. Senior Service Development Manager 100% 100% March 2026 EHIH&S.02.02 Conduct a thorough review and revision of the departmental quality, health and safety manual and all related documentation to ensure alignment with current standards. Complete. Work is ongoing to ensure that document remains aligned with current standards. Senior Service Development Manager 100% 100% July 2025 EHIH&S.02.07 Review and complete the Asbestos Management Plan for Environment, Housing & Infrastructure duty holders which include Housing Services and Technical Services and incorporates Building Services. Work is ongoing to review the Asbestos Management Plan. Asbestos Working Group 100% 50% March 2027 EHIH&S.02.15 Review all risk assessments across the business and update as required. This action is complete. Environmental Health & Community Safety Manager 100% 100% Sept 2025 EHIH&S.02.16 Complete specific risk assessment for handling XL Bully Dogs. This action is complete. Environmental Health & Community Safety Manager 100% 100% March 2026 Page 57 of 290
Page 64
PUBLIC Context Health and Wellbeing Statement Owned by EHI.003 - Health and Wellbeing We prioritise the preventative measures necessary to ensure both occupational health and safety, and the overall well-being of our employees. We are committed to creating a work environment where potential hazards are mitigated, and employees feel supported in all aspects to their well-being. Directorate (Director & Heads of Service) Focusing on occupational health and safety and enhancing employee wellbeing Action Codes Actions Latest Note Assigned To Overall Target Target 2025/2026 Year Status EHIH&S.03.01 To meet legal requirements, several display screen assessments (DSE) will be refreshed during 2025/26. Quarterly compliance will be monitored using the Council’s Business World reporting system. Complete. Work is ongoing to ensure Display Screen Assessments (DSE) are undertaken across the Department. Health and Well- being Group 100% Q1 – 34% Q2 – 27% Q3 – 11% Q4 – 28% March 2026 EHIH&S.03.03 EH&I will focus on the implementation of key priorities within the Corporate Health and Wellbeing Plan 2024/2029. EHI continue to support the key priorities within the Corporate Health and Wellbeing Plan 2024/2029. SLT 100% 35% March 2028 Page 58 of 290
Page 65
PUBLIC Context Compliance & Training Statement Owned by EHI.004 – Compliance & Training We are committed to unwavering legal and regulatory compliance. Through targeted training and development, we empower our employees to uphold the highest standards. Directorate (Director & Heads of Service) Strengthening our legal and regulatory compliance through training and development Action Codes Actions Latest Note Assigned To Overall Target Target 2025/2026 Year Status EHIH&S.04.01 Roll out a training programme for IOSH Managing/Leading safely to all managers and supervisors within Environment, Housing & Infrastructure. IOSH Managing Safely has been rolled out to 107 managers, supervisors and employees across EHI. To date 19 Senior Leadership have undertaken IOSH Leading Safely. Senior Service Development Manager 100% 50% March 2027 Page 59 of 290
Page 66
Page 60 of 290
Page 67
PUBLIC ___________________________________________________________________ To: Communities and Housing Policy Board On: 19 May 2026 ___________________________________________________________________ Report by: Director of Environment, Housing and Infrastructure ___________________________________________________________________ Heading: Environment, Housing and Infrastructure - 2026-2029 Service Improvement Plan ___________________________________________________________________ 1. Summary 1.1 The Service Improvement Plan for Environment, Housing and Infrastructure is a three-year plan covering the period 2026-2029. The purpose of the Plan is to identify the priorities being addressed, the key tasks to be implemented, the implementation timetable and our measures of success. 1.2 The Service Improvement Plan is part of a suite of documents which describe the strategic direction for the Service and the Council, and also includes the Council Plan, Community Plan, Risk Management Plan, and the Workforce Plan. 1.3 The Service Improvement Plan is appended to this report and includes performance indicators, and an action plan grouped under the Council Plan themes. A mid-year progress update on the Service Improvement Plan will be submitted to the Communities and Housing Policy Board in the Autumn of 2026. ___________________________________________________________________ 2. Recommendations It is recommended that the Communities and Housing Policy Board: 2.1 Approves the attached Service Improvement Plan. 2.2 Notes that mid-year progress of this Service Improvement Plan will be reported to this Board in the Autumn of 2026, with updates to the performance indicators and action plan. Item 4 CHPB190526 Page 61 of 290
Page 68
PUBLIC 2.3 Notes that this plan is presented to Communities and Housing Policy Board for approval of the areas within this Board’s remit only. The plan and covering report will also be submitted to both the Finance, Resources and Customer Service Policy Board and the Infrastructure, Land and Environment Policy Board for approval of the areas within the respective remits of those Boards. ___________________________________________________________________ 3. Background 3.1 Environment, Housing, Infrastructure delivers a wide range of vital services to the people, communities and businesses of Renfrewshire, including environmental health services, trading standards and public protection. We manage 11,942 Council houses and support vulnerable people experiencing homelessness and those threatened by homelessness. Our service has also played a critical role in supporting the Council’s response to the asylum and refugee programmes over the last three years. 4. Service Improvement Plan 2026-2029: What do we want to achieve? 4.1 Council services continue to operate in a challenging context. However, the Council and services remain ambitious for our people and our place, and the Service Improvement Plan process ensures a clear focus on delivering our priorities. The Service Improvement Plans process allows us to describe where activity is targeted, and through the 6-monthly updates described below, provide a balanced view on progress. 5. Monitoring progress 5.1 Progress on the implementation of the Service Improvement Plan is regularly monitored by the Senior Management Team and will be reported to the Communities and Housing Policy Board on a six-monthly basis. A mid-year review of progress will be brought to this Board in Autumn 2026 and an annual outturn report in Spring 2027. ___________________________________________________________________ Implications of the Report 1. Financial – This report notes the financial challenges facing the local authority and the work that will be undertaken by service to manage this. 2. HR & Organisational Development – The Service Improvement Plan details several pieces of work being progressed. 3. Community/Council Planning – Service Improvement Plans reflect the contribution of each service to the Council and Community Plans. 4. Legal – None. 5. Property/Assets – None. Page 62 of 290
Page 69
PUBLIC 6. Information Technology – Digital resources are now key to the delivery of services and strategies are in place to manage this. 7. Equality & Human Rights – The recommendations contained within this report have been assessed in relation to their impact on equalities and human rights. No negative impacts on equality groups or potential for infringement of individuals’ human rights have been identified arising from the recommendations contained in the report. If required following implementation, the actual impact of the recommendations and the mitigating actions will be reviewed and monitored, and the results of the assessment will be published on the Council’s website. 8. Health & Safety – The Service Improvement Plan includes actions relating to employee wellbeing. 9. Procurement – The Service Improvement Plan includes actions relating to procurement activity. 10. Risk – Risks related to the delivery and management of services are regularly monitored and included in Renfrewshire Council’s Corporate and Strategic Risk Registers. 11. Privacy Impact – None. 12. Climate Risk – there are a range of actions and activities throughout the Service Improvement Report which support the Council’s Plan for Net Zero. 13. Children’s Rights – None. 14. Cosla Policy Position – None. ___________________________________________________________________ List of Background Papers: None. ___________________________________________________________________ Author: Gordon McNeil, Director of Environment, Housing & Infrastructure Email: gordon.mcneil@renfrewshire.gov.uk Page 63 of 290
Page 70
Page 64 of 290
Page 71
Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Environment, Housing, Infrastructure Service Improvement Plan 2026 -29 Item 4 CHPB190526 Page 65 of 290
Page 72
Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Welcome from the Director I’mdelighted tointroducethe Environment,Housingand Infrastructure (EHI)Service Improvement Planfor2026 to 2029, setting outhow we aredelivering against the Council’s strategic organisational outcomes. Weprovide essential services,relied on by residents,communitiesand businesses across Renfrewshire, including: • providingwaste and recycling collectionsto every home • keepingRenfrewshire streetsand neighbourhoodsclean andtidy • maintaining our roads and pavements • lookingafterourparks,play areasand open spaces. We manage andmaintainmore than 220 councilbuildings including schools, town halls,librariesand community centres, providing janitorial, cleaning,cateringand caretaking.We continue to invest in our12,000Council homesandwork hard toprovidethe best possible services to our tenants. We’rethere for people when they need us most,withspecialist homeless support, and we work hard to protect the public,businessesand the environment. Significant investment is being delivered across Renfrewshire: • £90million in our roads and pavementsover 10 years • refurbishing or replacing every council play park • 2210 council home improvements in 2026 and 8 areas transformed as part of £337million in council housing by 2031 • up to £170million to reshape, refurbish and rebuild schools and targeted funds for leisure,sportand community facilities. Against a challenging financial context, increasing and changing demand for our services, we have a clear focus onreducing our costs, improving ourprocessesand using insight and data to target ourresources where they can make the greatest impact. Gordon McNeil Director of Environment, Housing and Infrastructure Page 66 of 290
Page 73
Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level About us • Climate, Public Protection & Roads responsibilities include the Council’s Roads, Public Transport, Parking & Active Travel services, as well as leading the response to Climate Change and Ren Zero, along with Energy Management, Regulatory & Public Protection services. This includes partnership working with police, fire and other multiagency partners. • Operations & Service Development responsibilities include Waste Services, Fleet & Social Transport, Neighbourhood Services, Grass, Grounds & Cemeteries Maintenance, Burials & Country Park Management, Civil Contingencies Service and Service Development. Environment, Housing & Infrastructure is responsible for the provision of every day essential services, directly to the public of Renfrewshire, to other services within the Council and to community planning partners. • Facilities Management & Property Services covers four key service areas: soft facilities, hard facilities, support services and property services. Soft facilities cover janitorial, cleaning, catering, housekeeping and school crossing patrollers. Hard services cover building services operations, repairs and maintenance for housing and public buildings and streetlighting maintenance. Support services is responsible for compliance in schools and public buildings, life cycle maintenance in schools & public buildings, PPP contract management. Property Services is a multi- disciplinary design consultancy commissioned by Council Departments to deliver projects. • Housing Services responsibilities include managing and investing in our housing stock of 11,942 properties and providing services to Council tenants, alongside housing advice and support, assisting homeless people and those threatened with homelessness and ensuring people have safe and healthy places to live, and supports the council’s response to migration and asylum. Page 67 of 290
Page 74
Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Environment, Housing and infrastructure - Our service Page 68 of 290
Page 75
Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Facts and Figures The Environment, Housing & Infrastructure Services revenue budget for 2026/27 is approximately £79.282m (excluding HRA). Income and expenditure in relation to a local authority's direct provision of housing must be recorded separately within a Housing Revenue Account (HRA). TheHRA Budget and Rent Levels was presented to Council on 26 February 2026 with total rental and other income for 2026/27 of£70.776m. The gross value of the Housing Capital Investment Plan for the 5-year period from 2026/27 to 2030/31 is £337.338m. We provide Waste and Recycling collection to over 92,000 households and businesses. Supporting more than 871km of roads and transport infrastructure across the whole of Renfrewshire – and we are investing £90m in this infrastructure over the next ten years. Environment, Housing and Infrastructure Services deliver universal services for over 189,000 Renfrewshire residents, helping to run our schools and care homes, providing 11,942 homes for social rent, protecting and enhancing our local environment though a wide range of initiatives and work to make Renfrewshire a great place to live and work. Our services are delivered by a diverse, skilled and committed workforce of around 1,800 (FTE) who deliver services 24 hours a day, 7 days a week and 365 days a year. Page 69 of 290
Page 76
Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Renfrewshire Council’s Service Improvement Context Reflecting our values Delivering financially sustainable services Promoting equality, diversity and inclusion Delivering Best Value Aligning to our Council Plan and the Community Plan Page 70 of 290
Page 77
Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Supporting Renfrewshire Council’s objectives Along with the other Services within the Council, Environment, Housing and Infrastructure will support continuous improvement through a number of key strategic areas detailed in the following slides including - Transformation – supporting the Reshaping Renfrewshire programme - to ensure the Council continues to address the ongoing financial challenge but also to ensure the Council continues to respond proactively to new and emerging opportunities to develop, modernise and change how the Council delivers for Renfrewshire’s communities Data Strategy – EH&I will continue to support the Council’s Digital Strategy which includes Smart Data Workstream Risk Management – proactively managing our Corporate, Strategic and Service risks to minimise negative impact on the service and the council. Page 71 of 290
Page 78
Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Transformation Following on from the Right for Renfrewshire programme the next phase of transformation, to be branded ‘Reshaping Renfrewshire’, will continue to deliver progressive internal transformation, maintaining the long- term journey to adapt and reshape the organisation and how the Council delivers services. Environment, Housing and Infrastructure will support the Reshaping Renfrewshire programme, especially within the following key areas of transformation- • Digital – we will utilise current and future data and digital technologies, including the Internet of Things, robotic process automation, artificial intelligence, machine learning and data analysis to transform services. • Income Generation - growing existing sources of income and generating new income streams, to ensure the Council continues to secure financial stability. • Transformation of our Placed Based Assets – which includes the Strategic Property Programme and the Strategic Learning Estate Strategy. • Transport Infrastructure – including the £90m investment in our roads and footways and implementing the Local Transport Strategy for Renfrewshire as well as significant investment in active travel infrastructure. • Economic Regeneration – including the work to deliver the housing regeneration investment programme. • Net Zero - with the focus on ‘Heat and Fleet’ to transform the approach to the provision of clean energy and sustainable transport in Renfrewshire. Page 72 of 290
Page 79
Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Data Strategy The Council’s Digital Strategy includes Smart Data Workstream tasked with improving the management and exploitation of data in a consistent way across our services, leading to the improvement of the Council’s capabilities around data. Environment, Housing and Infrastructure (EHI) are a key part of this work. As part of the Smart Data Workstream an organisation-wide data governance group has been created which includes data specialist representatives from all services. Service data strategies continue to be developed across Environment, Housing and Infrastructure to address gaps and improve the management and exploitation of business-critical data. In 2026/27, Environment, Housing and Infrastructure (EHI) will support the Council’s approach to Data as outlined in the priority actions around strategic, skills, data quality, analysis and using the ERP. Page 73 of 290
Page 80
Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Our risks RISK MANAGEMENT - The Council’s risk management arrangements are well established with all strategic, corporate and service risks being reported to the Audit, Risk and Scrutiny Board with the last update being in May 2026. Here is a list of the Risks sitting within EHI reported to the board. All risks are evaluated using the Council’s adopted risk matrix; this involves multiplying the likelihood of a risk event occurring by its potential impact. Risks are then evaluated as either ‘low’ (green), ‘moderate’ (yellow), ‘high’ (amber) or ‘very high’ (red). Page 74 of 290
Page 81
Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Key Priorities Ensure implementation of legislative changes, national guidance, policy and service initiatives with appropriate strategies and plans Deliver the agreed priorities within the Council’s Costed Delivery Plans for Net Zero Better use of data and technology to improve service performance and delivery Deliver the 2026/27 capital investment Asset Management programmes across Public Buildings, Housing, Roads, Fleet and Open spaces. Continue to develop our service models to support the Council’s ”Reshaping Renfrewshire” transformation programme including financial sustainability and to maximise income Support staff and apprenticeship development to ensure they have the right skills and training to meet the needs of the service, now and in the future Supporting the most vulnerable members of our communities, including people experiencing and those threatened by homelessness Page 75 of 290
Page 82
Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level • Continuing with housing-led regeneration and housing investment programmes including the delivery of 70 new build homes at Howwood Road ad 65 new build homes at Gallowhill. • Implementation of the replacement housing management systems with Phase 1 of the Project being launched in Quarter 3 2026. • We will conclude the review of the housing repair system and implement identified action for change, improvement and modernisation aligned to wider system improvements. • Implement new Homelessness Action Plan (2026 – 2028). • We will develop a new Tenant Participation Strategy (2027–2032). • Deliver the Gallowhill Multi-Story ground source heat project to replace gas heating with new energy efficient clean heating across 180 flats. • Complete Single Building Assessments across 14 Multi-Story blocks and 2 low rise blocks. • Develop and implement new damp and mould strategy to reflect requirements in the Housing (Scotland) Act 2025. • Deliver year 2 of the participatory budgeting programme YouDecide for tenants to identify and vote on projects across the whole of Renfrewshire. • £1m investment in community facilities which will act as an enabler to the community taking ownership. Paper going to ILE Board on 27 May 2026 to outline principles and governance with the funding being used to upgrade buildings and pavilions. • Work will be planned and wherever possible undertaken in 2026/27 in relation to the additional £2m funding in relation to capital works across the Leisure Estate. Work will also continue in the development of using buildings better e.g. libraries (Bridgewater Library and Renfrew Library). Our focus for 2026-27 Page 76 of 290
Page 83
Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level • Continued implementation of our new Local Transport Strategy. • Deliver year 2 of the £90m 10-year roads investment strategy. • As part of the parking strategy, we will be undertaking an assessment of parking provision in Renfrew, Johnstone, Erskine and Linwood. • Review our approach to fly tipping enforcement and use community engagement and data which will inform targeted enforcement. • Revise the Council’s 2022-2025 Antisocial Behaviour Strategy. • Develop a Ren Zero Stakeholder Engagement Plan • We will deliver year 1 of the Carbon Management Plan actions and targets • EHI & Council -We will shape the delivery of our services, in line with the council Net Zero aspirations. • Deliver the east west link of the AMIDS South project, between Renfrew Road and the Paisley to Renfrew active travel route. • Develop our Roads Asset Management Plan to ensure that all road’s related assets are maintained strategically, efficiently, and safely, providing the best service within our budgets. • Enhance active travel across Renfrewshire, with the continuation of the Erskine and Inchinnan routes reducing the reliance on private cars. • Progress with the Regional approach to EV charging infrastructure in collaboration with other City Region partners. Our focus for 2026-27 Page 77 of 290
Page 84
Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level • Continue to deliver a “right first time” approach across all services. • Delivering key capital projects and delivering on investment made as part of the 2026/27 Council budget. • Lead the Strategic Property Programme across Renfrewshire Council’s estate. • We will continue to deliver investment in schools and public buildings across Renfrewshire including the new Paisley Grammar School which will open in August 2026. • Work with Children’s Services to deliver the Scottish Government commitment of providing breakfast clubs. • We will progress the development of an Open Space Strategy within Renfrewshire Council. • Continue to invest in the renewal of Play Parks. The Play Park Renewal Programme has received additional funding and will be extended and delivered throughout 2026 to 2028. • Progress with the implementation of 20mph roads across communities in Renfrewshire to enhance road safety. • We will progress the utilisation of the new route management software to model and implement fully optimised collection routes. • Continue to tackle the trade in illicit tobacco and vape products working in partnership with Police Scotland and HMRC. • The service will implement a new fleet management system to manage Renfrewshire Council’s vehicles, assets and equipment. • Expand our workforce training and development and improve our customer correspondence response times. • Following the development of the detailed Business Case, we will continue to explore the opportunity to develop a packaging and recycling facility at Middleton Road in Linwood. • Effective delivery of our key workforce priorities to support the health, safety, and wellbeing of our staff and enhance staff communication and engagement. • As a result of the expansion of the Environmental Impact team we will further enhance environmental improvements within communities. Our focus for 2026-27 Page 78 of 290
Page 85
Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Appendix: Actions and Performance Indicators relevant to the remit of the Communities and Housing Policy Board Page 79 of 290
Page 86
Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Delivering the Council Plan - PLACE What will we do? What difference will we make? When will we do it by? Participatory Budget “You Decide” - Deliver Year 2 of the three-year Participatory Budgeting programme, ensuring the successful implementation of all tenants-voted projects from Year 1 and opening the call for ideas for Year 2. • Ensure tenants have meaningful, direct influence over neighbourhood improvements. • Deliver visible, tenant-led environmental and community enhancements across all four Local Area Housing Teams. • Increase participation and awareness of PB among tenants, supporting a stronger sense of ownership and local empowerment. • Improve transparency and build trust through clear communication of project outcomes and next steps. March 2027, with progress milestones aligned to the Year 2 idea submission, assessment, voting, and delivery cycle. Page 80 of 290
Page 87
Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Delivering the Council Plan - PLACE What will we do? What difference will we make? When will we do it by? Howwood Road (70 units) and Gallowhill (65 units) newbuild developments completed and handed over. This will deliver 135 new affordable homes to the Council’s housing stock. March 2027 Design and Build Contractors appointed for Carbrook Street (20 units) and Foxbar (45 units) newbuild developments, with statutory approval process being progressed. Delivering 65 new affordable homes to the Council’s housing stock. March 2027 Design and Build tenders for Springbank / Mossvale (52 units) and Thrushcraigs (33 units) newbuild being progressed ahead of appointment of a build contractor. Delivering 85 new affordable homes to the Council’s housing stock. March 2027 Appointment of a Landscaping contractor for the upgrade of the common backcourts at Howard Street and Auchentorlie Quadrant where we have owner agreement. Enhancement of the amenity space and bin collection for common properties at these locations. March 2027 Page 81 of 290
Page 88
Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Delivering the Council Plan - PLACE What will we do? What difference will we make? When will we do it by? Continue with year 5 of the 10-Year Housing-led Regeneration and Renewal Programme The Housing-Led Regeneration and Renewal Programme will deliver significant improvements in properties and communities across the 8 regeneration areas, including; • Putting people and place at the heart of our decision making • Improving the fabric of our homes and the surrounding environment • Creating a lasting legacy for sustainable change and transformed communities March 2027 Increase the number of long-term empty private properties back into use We will create a RAG priority matrix and GIS dashboard that will improve data quality/accuracy and enable targeted, strategic deployment of Empty Homes Officer time. We will work with our Housing Association partners to identify long-term empty homes in areas where there is greatest housing need and work with them to bring those properties back into use where possible March 2027 Page 82 of 290
Page 89
Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Delivering the Council Plan - PLACE What will we do? What difference will we make? When will we do it by? Prepare a new Local Housing Strategy for the period 2028-33, in line with revised Scottish Government guidance. The new strategy will identify strategic housing priorities within Renfrewshire and direct resources to help meet housing needs. October 2028 Refresh the Strategic Housing Investment Plan to identify a development programme to ensure Scottish Government funding is maximised to deliver affordable housing in Renfrewshire. Increased supply of affordable homes in Renfrewshire and support the delivery of the Council’s Housing Regeneration Programme. October 2026 (and refreshed annually). A review of Council owned lock ups and associated policy and procedures is being undertaken Existing supply will be better matched with demand, with investment undertaken as required. Review of lock up is at an advanced stage. As part of the expanded review over the next year ground leases will be reviewed and both will be presented to the Policy Board in Mid 2027. Review our approach to fly tipping enforcement and use community engagement and data to map out hotspots which will inform targeted enforcement We will work to harden Renfrewshire against fly tipping and through effective detection and enforcement we will tackle those responsible for fly tipping. Officers from the relevant service are participating in the review. March 2027 Page 83 of 290
Page 90
Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Delivering the Council Plan - PLACE What will we do? What difference will we make? When will we do it by? Deliver the 2026/27 actions identified within the Housing Asset Management Strategy associated Action Plan Investment and maintenance of our Council properties meeting legislative, government and Council targets. March 2027 Implement the actions identified from the Repairs Re-design Improve the customer experience of the Repairs & Maintenance Service. Ensure that staff are equipped to provide a good quality service by having appropriate staff, tools, transport, processes and procedures in place. March 2027 Continue with next phase of stock condition survey. (Phase 3) Ensure that there is accurate data on stock condition to direct investment decision making and facilitate future business planning. March 2027 Deliver investment programme targets as follows: - Ground Source Heat pump - KBRs – 600 - Heating installs -750 - External investment – Regen areas – 160 – Non-Regen areas – 200 - Windows – 500 Improve energy efficiency of stock and ensure stock continues to meet SHQS and other legislative standards. March 2027 Page 84 of 290
Page 91
Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Delivering the Council Plan - PLACE What will we do? What difference will we make? When will we do it by? Review and revise enforcement of waste regulation for business premises to ensure all are compliant with their Duty of Care obligations. We will ensure that all businesses have appropriate commercial waste contracts in place and that they segregate, store and manage waste to prevent its escape, with it being disposed of through proper routes. December 2026 Undertake Health and Safety interventions within three hotels which are being used to host athletes, families and officials attending the 2026 Glasgow Commonwealth Games during 23 July to 2 August. These visits will provide hotel operators with information packs and ensure, through these inspections ensure that the necessary preparations in place to minimise the likelihood of incidents and ensure any which do arise are managed quickly and effectively. These interventions will consider Infection Control (with particular emphasis on Norovirus), Legionella, Beg Bugs, Food Safety, Health and Safety, Swimming and Spa pools; all aimed at ensuring the health and wellbeing of guests June 2026 Undertake Health and Safety interventions which have been detailed within the Health and Safety Executive’s Local Authority Circular 67/2 and will focus on the use of large inflatable amusement devices at public events and trampoline parks, both of which can present significant risks to the safety of users. Interventions concerning large inflatable amusement devices at public events and trampoline parks will ensure they are safely installed, supervised appropriately and properly maintained to ensure these are safe for use by the public. March 2027 Page 85 of 290
Page 92
Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Delivering the Council Plan - PLACE What will we do? What difference will we make? When will we do it by? Develop a draft Air Quality Strategy which will collate actions across relevant Council Services which have a positive impact on continuing to improve air quality for our residents. The draft strategy will be submitted to the ILE Policy Board for approval once it is completed. The draft strategy will ensure that the improvements which have been realised through previous Air Quality Management Areas and Action Plans will be secured, with continuing downward trends, providing cleaner air for residents and visitors to Renfrewshire. March 2027 Review our approach to arrangements for dealing with reported abandoned vehicles, ensuring ongoing compliance with statutory duties and alignment with service priorities. We will ensure the effective and timely removal of abandoned vehicles to mitigate risks of vandalism and enhance community safety for residents. October 2026 Review resource allocation and develop a data-led parking enforcement approach that identifies hotspot areas, enabling proactive and more effective deployment of resources. We will ensure that parking infringements in problem areas are identified and targeted which will result in safer streets and improved traffic flow for communities and businesses in affected areas. October 2026 Page 86 of 290
Page 93
Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Delivering the Council Plan - PLACE What will we do? What difference will we make? When will we do it by? Team Up to Clean Up • Continue to develop and support the Team Up to Clean Up model as a community-led approach, enabling residents to identify and take action on local environmental issues. • Expand volunteer participation and strengthen engagement through the established online community. • Provide practical tools, equipment and support to enable safe, visible and effective volunteer activity. • Deploy AI-enabled cameras in identified littering hotspot areas, in partnership with the Renfrewshire Community Safety Partnership, to support targeted enforcement. • Install supporting signage in areas where cameras are operational to increase awareness and act as a deterrent. • Deliver behaviour change initiatives using nudge techniques, including chalk stencilling and targeted messaging relating to littering, dog fouling and flytipping. • Introduce volunteer A-frame signage to improve visibility and safety, responding directly to feedback from participants. • Strengthened community capacity and increased resident- led action in maintaining local environments, supporting a shift from service-led responses to shared responsibility. • Improved environmental quality across targeted areas, with a reduction in littering and associated behaviours through a combination of engagement, education and enforcement. • Increased visibility of positive community activity, helping to build civic pride, encourage wider participation, and reinforce positive social norms. • A more connected and empowered network of volunteers, contributing to cleaner, safer and more resilient communities across Renfrewshire. Activity will take place on an ongoing basis throughout the period April to October. AI-enabled cameras will be deployed from May onwards, with supporting signage installed in advance of operation. Volunteer A-frame signage is already available for use. Behaviour change activity, including stencil deployment, will be delivered during May, with potential for further rollout across the period. Page 87 of 290
Page 94
Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Delivering the Council Plan - PLACE What will we do? What difference will we make? When will we do it by? Villages Investment Fund • Promote the Villages Investment Fund (VIF) across Renfrewshire, encouraging community groups and organisations to come forward with project ideas and potential applications • Provide early engagement and support to groups to help shape proposals, strengthen applications and build confidence in accessing funding. • Engage with local partnerships and community networks to raise awareness of the Fund and increase participation from a wider range of communities. • Present to partnership forums and stakeholder groups to showcase opportunities and encourage collaborative approaches. • Submit a report to the Board highlighting the impact and successes of the Fund over the past five years, including key projects and outcomes. • Increased awareness and accessibility of the Fund, supporting a broader and more diverse range of community groups to engage. • Strengthened community capacity to develop, deliver and sustain local projects. • Improved quality of applications through early engagement and support, leading to more deliverable and impactful projects. • Greater visibility of the positive impact of the Fund, reinforcing its value and supporting continued investment. • Enhanced collaboration between community organisations, partners and the Council, contributing to stronger and more resilient local communities • Activity will take place on an ongoing basis throughout the period April to October. • Promotion of the Fund and engagement with community groups will be continuous across the period. • Attendance at Local Partnership meetings and stakeholder engagement sessions will be delivered throughout the period, aligned to existing schedules. • Early engagement and application support will be provided on a rolling basis as enquiries are received. • A summary report on the impact and successes of the Fund will be prepared and submitted to the Board within the period Page 88 of 290
Page 95
Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Delivering the Council Plan – PLACE Performance Indicator Target Frequency Private Water Supplies – 100% of Regulated supplies risk assessed and sampled 100% Annual Percentage of reactive repairs carried out in the last year completed right first time (Housing Services) 93% Annual Percentage of Overall Repairs Completed Within Target (Housing Services) 95% Quarterly Average length of time taken to complete non-emergency repairs (days) (Housing Services) 15.0 days Quarterly Average time from households presenting themselves as homeless to completion of duty (number of weeks) 26 weeks Quarterly Page 89 of 290
Page 96
Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Delivering the Council Plan - ECONOMYWhat will we do? What difference will we make? When will we do it by? Further develop the Neighbourhood Environment Trainee Teams (NETT) programme following the successful expansion to four squads. • More responsive, visible, and effective neighbourhood environmental services. • Better alignment of NETT activity to local priorities through data-led, place-based planning. • Increased community satisfaction through sustained improvements in environmental standards. • Ongoing improvements, and liaison with Invest to support enhanced outcomes for trainees. • A clear, evidence-based plan for the long-term development of NETT. March 2027, with the full- service review completed by September 2026 and programme development actions implemented across the remainder of the year. Continue to tackle the trade in illicit tobacco and vape products under the national Operation CeCe with Trading Standards staff working with Police Scotland This is ongoing work which removes illicit tobacco and vape products from the market, which will support legitimate business traders who are compliant with their legal obligations. March 2027 Trading Standards Officers will conduct a programme of targeted inspection visits to premises to ensure that retailers who supply Nicotine Vapour Products (NVPs) from their premises are correctly registered on the Scottish Tobacco and Nicotine Vapour Products Retailers Register. This is ongoing work which will support the legitimate businesses in the sale of NVPs and removal of any damaged, counterfeit or non-complaint NVPs product during inspection visits, will remove these from sale. Non-complaint businesses will be subject to enforcement action March 2027 We will run an NVP safety awareness campaign for local businesses and the public across Renfrewshire Council’s website and social media platforms. The campaign will focus on battery safety, integrity and correct disposal which will ensure retailers and the public are aware of the risks from NVPs directly and from their lithium-ion batteries. This will aim to minimise risks presented by these products. October 2026 Delivering the Council Plan – ECONOMY Page 90 of 290
Page 97
Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Delivering the Council Plan - FAIR What will we do? What difference will we make? When will we do it by? Implement new Homelessness Action Plan 2026 – 2028. The measures covered by the Homelessness Action Plan will help ensure that the Council and partners will be in a position to meet the needs of those who are homeless or threatened with homelessness. End of 2027/28 Review the impact of the New Harbour Project launched in March 2026. Assess the degree to which the New Harbour Project has supported those who are homeless, or at risk of homelessness. Initial Review will be completed by April 2027 Review operation and impact of ‘No.31 Well-being Hub’ The ‘No 31’ Hub was established in Sept 2026 to provide a location for wellbeing and community integration related activities in line with the New Scots Integration Strategy. Our Review will measure and assess its impact. March 2027 We will develop a new Tenant Participation Strategy (2027–2032) which will set out how we will work with our tenants, residents, and communities to shape, improve, and monitor the housing services we deliver. To deliver tenant participation that is inclusive, meaningful and fit for a moder age – ensuring every tenant has the opportunity, confidence and support to influence the services that affect their lives. Strategy to be developed by March 2027 Page 91 of 290
Page 98
Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Delivering the Council Plan - FAIR What will we do? What difference will we make? When will we do it by? Develop a new income-maximisation and benefits transition support programme. Now that Universal Credit migration is complete, the focus will shift to proactive engagement with tenants approaching pension age to support their transition from Universal Credit back to Housing Benefit • Prevent avoidable rent arrears for older tenants by ensuring housing costs continue seamlessly during the transition. • Reduce financial stress and vulnerability during a period of significant change for many households. • Improve take-up of available benefits through earlier identification and proactive contact. • Enhance partnership working and create a more consistent experience for tenants accessing income-related support. • Improve tenancy sustainment outcomes, particularly for older tenants with complex needs or low digital confidence. Programme launch by September 2026, with full operational delivery in place by March 2027. Revise the Council’s 2022-2025 Antisocial Behaviour Strategy to ensure this remains relevant and supports the wider Community Safety Partnership to address issues where they arise within our communities. Responding to antisocial behaviour in Renfrewshire through a partnership and evidence led early intervention approach will continue to reduce incidents of antisocial behaviour. This also provides the communities within Renfrewshire the most effective service from all Partners. October 2026 Page 92 of 290
Page 99
Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Delivering the Council Plan - FAIR What will we do? What difference will we make? When will we do it by? We will implement Phase 2 of the NEC Housing Management System Integrating multiple housing applications into a single, unified system will significantly strengthen service delivery across repairs, asset management, customer engagement, and homelessness support. A consolidated platform removes duplication, reduces manual processes, and ensures all teams operate from accurate, real-time data—improving decision-making, compliance, and overall service efficiency. For customers, a single online portal offers a clearer, more accessible way to report issues, track progress, and manage their tenancy, supporting greater digital engagement and reducing avoidable contact. Operationally, the integrated system enables more proactive repairs and asset management, better resource planning, and improved oversight of statutory duties. Homelessness services benefit from streamlined case management and better coordination, leading to faster interventions and improved outcomes. Overall, this approach modernises our operating model, enhances performance, and ensures we are better positioned to deliver consistent, customer-focused services and meet future organisational challenges. Phase 2 July 2027 Page 93 of 290
Page 100
Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Delivering the Council Plan - GREEN What will we do? What difference will we make? When will we do it by? Develop and deliver on plan for year 2 of Climate Capital Programme. This will include the expansion of Solar PV across Council Buildings The capital programme supports the Council to make significant progress in reducing its carbon emissions and improving efficiency and performance. March 27 Continue to deliver on Ren Zero priority projects including exploring renewable energy opportunities, developing an Adaptation Plan for Renfrewshire and Sustainable Travel The priority projects will support each of the key themes within Renfrewshire’s Plan for Net Zero including clean energy, sustainable transport and resilient place March 27 Develop a Ren Zero Stakeholder Engagement Plan This will provide a clear strategy and plan for engaging with key stakeholders on a number of areas related to sustainability and climate. March 27 Develop a strategic approach for the decarbonisation of Council non-domestic buildings. Buildings are the cause of a large percentage of the Council’s emissions. A clear strategic approach will be required to work towards reducing emissions in this area. March 27 Page 94 of 290
Page 101
Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Delivering the Council Plan - GREEN What will we do? What difference will we make? When will we do it by? Delivery of year 1 of the Carbon Management Plan targets Contributes to reducing the Council’s emissions in a number of key areas including waste, street lighting, fleet and business travel. November 26 Conclusion of the Outline Business Case development for District Heating Networks. A significant project as part of Renfrewshire’s LHEES, outlining the potential viability of 2 major DHNs in the Renfrewshire Area August 26 Delivery of Nature Restoration Funded projects including Restoring Renfrewshire Rivers and Biodiversity Areas Contributes to the conservation and enhancement of biodiversity across Renfrewshire inline with the biodiversity duty and our Local Biodiversity Action Plan. March 27 Page 95 of 290
Page 102
Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Delivering the Council Plan – GREEN Performance Indicator Target Frequency Percentage of Council housing stock which meets the Scottish Housing Quality Standard. 82.23% Annual Page 96 of 290
Page 103
Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Delivering the Council Plan – LIVING OUR VALUES What will we do? What difference will we make? When will we do it by? Recruit two new Modern Apprentices into Housing Services to continue developing a skilled and sustainable workforce pipeline. • Strengthen workforce resilience by creating a continuous talent pipeline for future Housing Officer and support roles. • Support local young people into employment, training, and career development opportunities. • Retain organisational knowledge and skills through structured learning, coaching and buddying within teams. • Enhance service capacity by enabling apprentices to support with key operational tasks as their learning progresses. • Contribute to the Council’s wider commitments on employability and workforce development. Recruitment completed by October 2026, with both apprentices inducted and placed within operational teams by December 2026. Training and development programme running through to March 2027. Actively support the Council’s ‘Living Well, Leading Well’ programme, including driving service-level improvements to manage absence Staff and managers are aware of the supports available to support good health and wellbeing and benefit from a fair and consistent approach to absence. Improving our absence levels is a shared goal. March 2027 Support Year 1 of the AI Transformation Programme Ensure Environment, Housing and Infrastructure requirements are represented on the AI Transformation Programme. EHI subject matter expertise will optimise the alignment of relevant AI solutions with EHI strategic and operational outcomes. March 2027 Contribute to the refresh of the Trauma Informed Responsive Renfrewshire Roadmap We understand what trauma is, and how it affects people, so we will now work differently: Learning and working together to co-create fair and helpful collaborations to support healing and recovery with people affected by trauma. Progress towards, and achievement of, improvement outcomes for people, systems and services as detailed of five strategic themes and outcomes in Trauma Informed and Responsive Renfrewshire programme March 2027 Page 97 of 290
Page 104
Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Delivering the Council Plan – LIVING OUR VALUES What will we do? What difference will we make? When will we do it by? Develop and support our workforce through training and development demonstrating our value as a learning organisation. A focus on training and development of our workforce, both networked and frontline employees, ensures they are supported with the skills, knowledge and training to successfully undertake their role. . March 2029 Support wider employee health and wellbeing across Environment, Housing & Infrastructure (EHI). Our programme of events and information sessions will support wider employee health and wellbeing. March 2027 We recognise that Health, Safety and Wellbeing is an integral part of our business. We will deliver our actions outlined in the Environment, Housing & Infrastructure (EHI) Health, Safety and Wellbeing Plan 2026 – 2029. Our Health, Safety and Wellbeing Plan actions outline a range of measures to maintain, improve and support our employee's health, safety and wellbeing at work. March 2029 Page 98 of 290
Page 105
Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Delivering the Council Plan – LIVING OUR VALUES Performance Indicator Target Frequency Average number of workdays lost through sickness absence per employee (FTE) (cumulative) 13 days Quarterly % of Members enquiries completed within timescale 85% Quarterly % of frontline resolutions dealt with within timescale 85% Quarterly % of complaint investigation completed within timescale 85% Quarterly % of FOI request completed within timescale 100% Quarterly Training – Percentage of staff training undertaken in relation to qualifications (Public Protection) 100% Quarterly Gross rent arrears (all tenants) as at 31 March each year as a percentage of rent due for the reporting year 7.0% Quarterly Rent collected as percentage of total rent due in the reporting year 98% Quarterly Average length of time taken to re-let properties in the last year (in days) 35 days Quarterly Percentage of rent loss due to voids 1.00% Quarterly Page 99 of 290
Page 106
Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Delivering the Council Plan – LIVING OUR VALUES Performance Indicator Target Frequency % of corporate induction completed within 30 days of starting employment with the Council * 75% Annual % of mandatory training courses for frontline employees completed * 85% Annual % of mandatory training courses for employees with access to the Council’s network completed * 90% Annual % Percentage of Personal Development Plans (PDPs) for employees with access to the Council's network completed* 90% Annual Page 100 of 290
Page 107
Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Data Strategy: Priority Activities What will we do? What difference will we make? When will we do it by? Strategic: We will align service data activities with the Digital Strategy for Renfrewshire objective: Data is a critical asset. We will ensure visibility of data activities at Environment, Housing and Infrastructure Directorate (Director & 4 Heads of Service). Senior Management visibility ensures data activities will be prioritised. March 2027 Skills: We will identify skills gaps (e.g. data input, data analysis) and training needs across Environment, Housing and Infrastructure and address through our Workforce Development plan in line with the Renfrewshire Council People Strategy. Ensure the workforce has appropriate capabilities to improve the effectiveness of our data. March 2027 Data Quality: We will review data quality in key business systems and processes and develop an improvement plan. Increase in data accuracy and improved data available to support services to make data driven decisions. March 2028 Analysis: We will further define analysis requirements to improve decision-making and build capabilities locally within services where required. Improve how data is presented to decision makers. March 2028 ERP: We will work with Corporate Teams to promote and increase the use of standard dashboards as business as usual. Improve access to data within the ERP. March 2028 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. Our representation at the DAG will ensure data is used collaboratively across services to support the Council’s strategic outcomes. March 2028 Page 101 of 290
Page 108
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 What will we do? What difference will we make? When will we do it by? We will strengthen EHI’s contribution to Keeping The Promise by embedding rights-based, trauma-informed and relationship-centred practice across Housing and Homelessness Services. Care Experienced young people will have improved access to safe, stable and suitable homes, reducing crisis and homelessness. March 2027 We will develop personalised Housing Pathways for Care Experienced young people, ensuring early identification of risk, proactive prevention of homelessness and clear, supported routes into stable accommodation. Earlier identification of risk and strengthened joint planning will prevent housing breakdowns and promote stability. March 2027 IMPROVING OUTCOMES FOR CHILDREN AND FAMILIES ‘Across all of our work and all of 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.’ Page 102 of 290
Page 109
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 What will we do? What difference will we make? When will we do it by? We will deepen collaboration with Children’s Services, Whole Family Wellbeing and community partners to deliver coordinated early-help responses that strengthen relationships, belonging and long-term housing stability. Housing and Homelessness Services will contribute consistently to whole-system Promise delivery and shared accountability. March 2027 We will continue driving cultural change across EHI by embedding Renfrewshire’s Language Policy, expanding workforce development, promoting the Promise Keeper Network and supporting inclusive recruitment through the Guaranteed Interview Scheme.. Staff will deliver compassionate, trauma-informed interactions, improving trust, relationships and outcomes. March 2027 IMPROVING OUTCOMES FOR CHILDREN AND FAMILIES ‘Across all of our work and all of 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.’ Page 103 of 290
Page 110
Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Environment, Housing & Infrastructure Service Improvement Plan 2026 – 29 For more information, please contact: douglas.morrison@renfrewshire.gov.uk Page 104 of 290
Page 111
PUBLIC _____________________________________________________________________ To: Communities and Housing Policy Board On: 19 May 2026 _____________________________________________________________________ Report by: Director of Environment, Housing and Infrastructure _____________________________________________________________________ Heading: Environment, Housing and Infrastructure Health, Safety and Wellbeing Plan 2026–2029 _____________________________________________________________________ 1. Summary 1.1 The Council’s Health and Wellbeing Plan, a key priority within the Council’s People Strategy 2021 – 2026, promotes a positive Health and Safety culture to ensure compliance with relevant Health and Safety legislation and supports the Council Plan in Working together to achieve a thriving and connected Renfrewshire, creating opportunities for all. 1.2 This report sets out Environment, Housing and Infrastructure Department’s approach to Health, Safety and Wellbeing with a Health, Safety and Wellbeing Plan 2026 - 2029 (Appendix 1) and a detailed Health, Safety and Wellbeing Action Plan 2026 – 2029 (Appendix 2) as it relates to the remit of the Communities and Housing Policy Board. 1.3 It should be noted that a similar Report and Plan will be considered by the Communities and Housing Policy Board on 19th May 2026, the Infrastructure, Land and Environment Policy Board on 27th May 2026 and the Finance, Resources and Customer Services Policy Board on 4th June 2026 in respect of the elements covered by those Boards’ remits. _____________________________________________________________________ 2. Recommendations It is recommended that the Communities and Housing Policy Board: 2.1 Approves the Environment, Housing and Infrastructure Health, Safety and Wellbeing Plan 2026-2029 (Appendix 1) and associated Action Plan (Appendix 2) as specific to the areas of activity delegated to this Policy Board. Item 5 CHPB190526 Page 105 of 290
Page 112
PUBLIC 2.2 Notes that this Plan is also being presented to the Infrastructure, Land and Environment Policy Board and the Finance, Resources and Customer Services Policy Board to approve the elements covered within those Boards’ remits. _____________________________________________________________________ 3. Background 3.1. Environment, Housing and Infrastructure (EHI) is responsible for the provision of everyday essential services, directly to the public of Renfrewshire, to other services within the Council and to community planning partners. These services are delivered by around 1,800 Full Time Equivalent* (FTE*), with an estimated net expenditure of £79.282m (excluding Housing Revenue Account) for 2026/27. The Housing Revenue Account (HRA) budget and Rent Levels for total rental and other income for 2026/27 is £70.776m. The gross value of the Housing Capital Investment Plan for the 5-year period from 2026/27 to 2030/32 is £337.338m. 3.2. The Department provides the following key frontline services: • Operations: Neighbourhood Services, Fleet and Social Transportation, Waste and Recycling (providing waste and recycling collections to over 92,000 households). • Climate, Public Protection and Roads: supporting our communities through our Regulatory and Community Safety Services and supporting more than 871 km of roads and transport infrastructure. • Facilities and Property Services: (Hard and Soft Services) including PPP schools, cleaning/catering/janitorial services, public building (repairs, maintenance and compliance), Building Services and Property Services, a multi-disciplinary design team. • Housing Services: Management and investment in housing stock (11,942 homes for social rent) and providing a wide range of advice and support to our tenants. 3.3 Environment, Housing and Infrastructure Services deliver universal services for over 189,000 Renfrewshire residents, helping to run our schools and care homes, providing 11,942 homes for social rent, protecting and enhancing our local environment though a wide range of initiatives and work to make Renfrewshire a great place to live and work. 3.4 Our services are delivered by a diverse, skilled and committed workforce of around 1,800 FTE* who deliver services 24 hours a day, 7 days a week and 365 days a year. The health, safety and wellbeing of all our employees is of paramount importance. 3.5 Governance for Health, Safety and Wellbeing is provided through 6-weekly discussions at the Environment, Housing and Infrastructure Senior Leadership Team meetings and quarterly CRMT (Crisis Resilient Management Team). *Please note this does not include casual/seasonal employees _____________________________________________________________________ Page 106 of 290
Page 113
PUBLIC Implications of the Report 1. Financial – Potential exists for financial liability from property damage, civil or criminal prosecutions through the outcome of accidents and/or ill-health. This report demonstrates Environment, Housing and Infrastructure Services compliance and commitment to Health and Safety policies and procedures. 2. HR & Organisational Development – This report supports Renfrewshire Council’s commitment to the health, safety and wellbeing of employees. 3. Community/Council Planning • Our Renfrewshire is well – EHI will improve the physical and mental health and wellbeing of employees through participation in the “Healthy Working Lives” and “Your Health Matters” Programmes and any other corporate initiatives promoting wellbeing. • Our Renfrewshire is safe – EHI will provide training and support to employees to allow them to develop within the organisation and to gain the skills and experience necessary to provide a quality service to our customers. 4. Legal – Environment, Housing and Infrastructure will continue to comply with all current statutory Health and Safety legislation and Renfrewshire Council Corporate Health and Safety policies and guidance. 5. Property/Assets – The maintenance of appropriate registers (e.g. Asbestos Register with respect of domestic Council properties) and an obligation to conduct workplace inspections. 6. Information Technology - None 7. Equality & Human Rights - The Recommendations contained within this report have been assessed in relation to their impact on equalities and human rights. No negative impacts on equality groups or potential for infringement of individuals’ human rights have been identified arising from the recommendations contained in the report. If required following implementation, the actual impact of the recommendations and the mitigating actions will be reviewed and monitored, and the results of the assessment will be published on the Council’s website. 8. Health & Safety – This report supports and demonstrates Environment, Housing and Infrastructure’s commitment to ensuring effective Health and Safety management across the Department. 9. Procurement - None 10. Risk – This report supports the overarching management of risk within Renfrewshire Council. 11. Privacy Impact- None. 12. Climate Risk – None 13. Children’s Rights – This report is for noting and has no direct implications on children’s rights Page 107 of 290
Page 114
PUBLIC 14. COSLA Policy Position – None. _____________________________________________________________________ List of Background Papers (a) Background Paper 1: Audit, Risk and Scrutiny Board (18th May 2026 Risk Report) The foregoing background papers will be retained within Environment, Housing and Infrastructure Department (Service Development) for inspection by the public for the prescribed period of four years from the date of the meeting. The contact officer within the service is Gill Darbyshire, Senior Service Development Manager, gill.darbyshire@renfrewshire.gov.uk _____________________________________________________________________ Author: Gordon McNeil, Director of Environment, Housing & Infrastructure Gill Darbyshire, Senior Service Development Manager E-mail: Gordon.mcneil@renfrewshire.gov.uk Gill.darbyshire@renfrewshire.gov.uk Page 108 of 290
Page 115
PUBLIC Appendix 1 Renfrewshire Council Environment, Housing and Infrastructure HEALTH, SAFETY AND WELLBEING PLAN 1st April 2026 – 31st March 2029 (Communities and Housing Policy Board) May 2026 Page 109 of 290
Page 116
PUBLIC This three-year Health, Safety and Wellbeing Plan 2026 - 2029 is prepared by Environment, Housing and Infrastructure (EHI) in accordance with Renfrewshire Council’s Health and Safety Policy and Plan, the purpose of which is to evaluate the health and safety performance of Services and set future health, safety and wellbeing objectives aligned to the Environment, Housing and Infrastructure Service Improvement Plan (SIP) 2026 – 2029. 1. Management of health and safety within Services 1.1 Broad context of health and safety policy The Director of Environment, Housing and Infrastructure (EHI) has overall responsibility for the application of Health and Safety Policy, welfare and wellbeing at work of employees within the Services. The Senior Leadership Team of EHI, comprising four Heads of Service and Senior Managers, take a lead and active role in the monitoring and application of health, safety and wellbeing policy. The objective of EHI is to ensure that health, safety and wellbeing are an integral part of the business, and all service areas continually seek to develop a positive culture and attitude amongst employees to achieve this. As outlined below, regular discussion take place on a wide range of health, safety and wellbeing policy areas and this allows the opportunity to ensure that arrangements are in place to reflect the service fully and to monitor the effectiveness of current arrangements, updating as required. 2. Organisation for implementing health and safety management 2.1 Health and Safety Planning Group/Committees Environment, Housing & Infrastructure (EHI) is represented on the Corporate Health and Safety Committee (CH&SC) by the Senior Service Development Manager who attends the quarterly meetings. The Head of Operations and Service Development Chairs the Council’s Resilience Management Team (CRMT) which covers all services across the Council. Health and Safety is led across EHI by Director, Heads of Service and the Senior Service Development Manager supported by the Service Co-ordination Assistant and officers across all Services. A 6-weekly cycle of meetings of EHI Senior Leadership Team (SLT) is chaired by the Head of Operations and Service Development, arranged to align with the quarterly meeting cycle of the CH&SC, which discusses a wide range of health, safety, wellbeing and welfare topics including: (a) Accidents - statistics, trends, investigations and other information to identify causes and provide, so far as is practicable, solutions for their prevention. (b) Workplace inspections (internal) and audits (Corporate and external) (c) The planning, performance management and review of EHI’s approach to Health, Safety, Wellbeing and Welfare. (d) The monitoring and implementation of the Health, Safety and Wellbeing Action Plan Page 110 of 290
Page 117
PUBLIC (e) The identification, assessment and recording of risks (f) Actions arising from the Corporate Health & Safety Committee (CHSCM) (g) Actions arising from the corporate and service Risk Management and planning arrangements, and (h) New developments in Health & Safety arising from legislation and Government and Council policy The Health, Safety, Wellbeing and Welfare Policy continues to reflect and provide a guidance framework for the management of Health and Safety across EHI. Consultation Mechanisms Figure 1: Environment, Housing & Infrastructure Consultation Cycle Other Information on health and safety issues are communicated to employees using a wide range of internal channels such as strategic meetings, operational meetings, Trade Union meetings, workload reviews, “toolbox talks,” emails and noticeboards. It is particularly important to note that a significant number of EHI employees do not have access to electronic communications and therefore, as set out above, a range of approaches are taken in this area including joint working arrangements for employee and Trade Union consultation. Although the Department has an ability to communicate digitally with frontline employees through digital messaging, enabling a quick and effective way to communicate important information, this relies on employees providing a personal mobile number and signing up to receive notifications through “RenTalk”. Health & Safety Co-ordinator/ Senior Service Developement Manager EH&I Senior Leadership Team (SLT) Health and Safety Meetings Coporate Health and Safety Committee All Staff Corporate Health and Safety Page 111 of 290
Page 118
PUBLIC Regular meetings take place with EHI Directorate (Director and four Heads of Service) and Trade Union Representatives where key health, safety and wellbeing issues may be discussed, supporting ongoing awareness and practice of health and safety, management of risks, prevention of accidents and ill health and the maintenance of safe working practices. 3. Planning and setting standards: 3.1 Setting of health and safety objectives The Council’s Health and Wellbeing Plan sets the Council’s strategic aims in this area and together with, “Our People, Our Future 2021- 2026”, provides a high- level guide on which EHI bases all health and safety objectives to support with wider outcomes. Across EHI there is a clear understanding of the wide range of services and the risks associated with these. When setting health and safety objectives the EHI and Health and Safety Senior Leadership Team (SLT) consider matters such as: • Developments or changes in the regulation of health and safety in the workplace or in working practices: • The identification of areas where there is a need for improvement that may entail the implementation of safe working practices or investment in equipment; and the need for training and raising awareness in relation to health and safety. 3.2 Health and Safety Risk Management Update 2026 The Annual Risk update 2026 sets out the key area of risk for Renfrewshire Council. Risks are evaluated using the Council’s risk matrix multiplying the likelihood of a risk occurring by its potential impact and are then evaluated as “low,” “moderate”, “high” or “very high”. The latest report outlines a number of risks carried by EHI and the actions proposed to mitigate these. The work outlined in this report contributes to wider health and safety objectives and the minimisation of risk in this area. 3.3 Roles and Responsibilities Senior Leadership Team The Senior Leadership Team (SLT) recognises the power of leading by example. Through visual felt leadership, we are committed to actively engaging with our teams, building strong personnel connections, and demonstrating purposeful actions that drive positive safety behaviours, enhance risk controls, and prevent incidents. Page 112 of 290
Page 119
PUBLIC Managers Managers have the responsibility for ensuring that EHI objectives are translated into operational effectiveness and high standards of quality, health, and safety performance. They are accountable for the outcomes of their service areas and implementing the requirements of the British Standards Institute (BSI) ISO 9001- quality management system for accredited services. Managers are also responsible for complying with corporate procedures for reporting injuries, diseases and dangerous occurrences to the Health and Safety Executive as required by regulations and ensuring that all incidents are recorded and investigated in accordance with established procedures. Supervisors Supervisors are responsible for managing the day-to-day operations. They are responsible for conducting skills training, providing toolbox talks and ensuring that work is conducted in compliance with safe working practices, risk assessments and other arrangements. Supervisors are responsible for reporting unsafe conditions, behaviours, and incidents to their line managers and ensuring that all incidents are recorded in accordance with established procedures. Employees Employees are individually responsible for ensuring that they understand their role in achieving standards, expectations and outcomes and then putting these principles into practice. They are required to report any problems they may identify, accidents or incidents, in accordance with established arrangements. 3.4 General Statement of Health, Safety and Wellbeing Policy EHI is committed to the objectives of attaining a high standard of health and safety performance in the delivery of its services by implementing and maintaining an integrated Quality, health and safety management system. EHI is committed to the prevention of injury and health, and continual improvement of the quality health and safety management system and performance, so far as reasonably practicable. EHI general statement of health, safety and wellbeing policy takes all responsible steps to ensure the health, safety, wellbeing and welfare at work of its employees and all other persons who may be affected by its undertaking. The Director of Environment, Housing and Infrastructure has overall responsibility for the application of this policy. All staff and persons working under the control of EHI are responsible for implementation and adherence to the policy, procedures, risk assessments and other controls referenced in applicable documents within the integrated management system. Page 113 of 290
Page 120
PUBLIC 3.5 Wellbeing Initiatives The Health and Wellbeing Forum, comprising of representatives from service across EHI discusses a range of initiatives and supports implementation of these across the Services. A range of work is being undertaken to increase awareness of the range of health and wellbeing support available to employees. To date this has included providing information at Underwood Road Depot for employee based at that location and will be rolled out further over the lifetime of this Plan. Renfrewshire Council has signed up to the Unite Unions workplace “Gambling Charter” which has been created to provide a framework for employers and unions to assist workers who have or may be concerned about, gambling issues. This involves working in partnership with RCA Trust to deliver training to managers, union representatives and Renfrewshire Council “mental health first aiders”. To ensure that this is accessible for all employees Corporate Teams are developing an i-Learn course alongside a Toolbox Talk which will be delivered to our frontline staff who cannot access i-Learn courses. 3.6 Occupational Health Usage EHI has a wide range of measure to support the health, safety and wellbeing of our workforce. This includes health surveillance (annual assessments) around “hand arm vibration” (HAVS) and noise for those potentially exposed to these risks. The School Crossing Patrollers were all invited to attend a role specific medical assessment. Findings from any assessment are actively followed up and referral to the appropriate medical professional if required is put in place. 3.7 Health and Safety Training EHI recognise that health and safety training is a key factor in the reduction of accidents, incidents and the prevention of ill-health. Services actively support, organise and carry out such training on a regular basis as required. 3.8 Service Health and Safety Audits/Inspections The Operation Services (Neighbourhood Services, Fleet and Sustainable Transport, Waste and Recycling), Service Development Team and Roads and Infrastructure maintained the British Standards Institute ISO 9001 – Quality Management System accreditation that supports the teams to monitor and continually seek to improve the quality of our services. To maintain ISO 9001 Quality Management System accreditation across these services, there is a planned schedule of internal audits undertaken across the year. 4. Measuring performance The Annual Health, Safety and Wellbeing Plan is discussed at each EHI Health, Safety, Wellbeing and Welfare Senior Leadership Team meeting and a mid-year report is considered by the Communities and Housing Policy Board, Infrastructure, Land and Environment Policy Board and the Finance and Resources Customer Policy Board for the areas relevant to their remit to review and monitor performance against the key actions detailed in the Plan. Page 114 of 290
Page 121
PUBLIC 4.1 Active monitoring The EHI Health, Safety, Wellbeing and Welfare Safety Senior Leadership Team closely monitor the health and safety performance to identify any trends and implement initiatives to address these. This work considers both internal and external HSE inspections, accident reviews and investigations, wellbeing information and legislative and industry guidance. All services continue to undertake a range of work to ensure statutory compliance. A Corporate Health and Safety programme of planned workplace inspections for 2026/27 is currently being developed. 4.2 Re-active monitoring The ongoing health, safety and wellbeing of employees and service users continues to be a priority for EHI. The focus to promote an open, positive health and safety culture and to encourage employees and management to report all incidents, accidents, and occurrences. All reported incidents, accidents and occurrences are reviewed on a weekly basis, ensuring accurate data. Every incident, accident or occurrence is investigated and associated risk assessments reviewed and amended where necessary. 5. Review of support services Supporting our employees and attendance is a key priority for EHI and arrangements are in place to utilise the services of the Council’s Occupational Health provider. Systems and processes are in place for manager or employee to self-referral to the Occupational Health Service or employee counselling service. The key elements that can be used are: • Early intervention programme • Employee counselling service (“Time for Thriving”) • Treating employees referred to the Service • Physiotherapy and • Cognitive Behaviour Therapy (CBT) for employees • Statutory Occupational Health Benchmarking (e.g. Hand Arm Vibration Syndrome (HAVS), Audiometry) 6. Health and Safety Action Plan 2026/2029 (Appendix 2) The Environment Housing & Infrastructure (EHI) Health, Safety and Wellbeing Action Plan 2026/29 sets out the key actions that will be undertaken. The EHI Health, Safety, Wellbeing and Welfare Senior Leadership Team (SLT) will continue to review Health, Safety and wellbeing management across EHI respective areas of responsibility. Page 115 of 290
Page 122
PUBLIC Appendix 2 Environment, Housing and Infrastructure Health and Safety Action Plan 2026/2029 Context Leadership, Management and Inspections Statement Owned by EHIH&S.01 – Leadership, Management and Inspections The Senior Leadership team are committed to spending more time with all employees, communicate their safety expectations and model safe behaviour. Workplace Inspections Workplace Inspections play an important role in active monitoring. The aim of workplace inspections is to prevent work related accidents and ill health by identifying new hazards and checking that preventative and protective control measures are implemented and effective. Internal Audits This is a systematic process of evaluating and examining our Health and Safety policies, procedures, documentation and workplace practices. Re-active Monitoring Taking a pro-active approach to monitoring incidents/accident a departmental incident/accident report will be developed in 2025/2026. This will be an interactive report which our Senior Management Team (SLT) and other managers/supervisors within Environment, Housing & Infrastructure will be able to utilise to monitor incidents/accidents within their service area and ensure a healthier and more productive environment. Directorate (Director & Heads of Service) Developing a culture of trust that empowers our employees. Action Codes Actions Latest Note Assigned To Overall Target Target 2026/27 Year Status EHIH&S01.01 The Senior Leadership Team (Directorate) are committed to conducting at least six visible felt leadership visits over the next three years. Director and 4 Heads of Service 100% 35% March 2028 Page 116 of 290
Page 123
PUBLIC EHIH&S01.02 We will conduct comprehensive workplace inspections across all Environment, Housing and Infrastructure over a three- year cycle. All Services 100% 35% March 2028 EHIH&S01.03 Create an interactive incident/accident report for managers, enabling data-driven decision making based on reactive monitoring insights. Senior Service Development Manager 100% 100% March 2027 Page 117 of 290
Page 124
PUBLIC O Leadership, Management and Inspections Statement Owned by Content Health and Safety Owned By EHI.002 - Health and Safety Our health and safety philosophy is built on the principles of prevention. We understand that a resilient workplace is one where potential hazard are identified and addresses before they can cause harm. Directorate (Director & Heads of Service) Reducing the risk of error and increasing resilience through prevention Action Codes Actions Latest Note Assigned To Overall Target Target 2026/2027 Year Status EHIH&S.02.01 Design a dedicated health and safety Share Point site to facilitate the comprehensive review and monitoring of incidents/accidents, enabling the implementation of targeted preventative actions. Senior Service Development Manager 100% 100% March 2027 EHIH&S.02.07 Review and complete the Asbestos Management Plan for Environment, Housing & Infrastructure duty holders which include Housing Services, Property Services and incorporates Building Services. Asbestos Working Group 100% 50% March 2027 EHIH&S.02.09 Conduct a comprehensive inventory of all COSHH products used in each service area, obtain current data sheets from suppliers, and update the SYPOL management system to ensure accurate COSHH assessments. All Services 100% 50% March 2027 EHIH&S.02.10 Facilitate collaborative risk awareness sessions to develop and update the department’s risk register. All Services 100% 25% March 2028 Page 118 of 290
Page 125
PUBLIC Context Health and Wellbeing Statement Owned by EHI.003 - Health and Wellbeing We prioritise the preventative measures necessary to ensure both occupational health and safety, and the overall well-being of our employees. We are committed to creating a work environment where potential hazards are mitigated, and employees feel supported in all aspects to their well- being. Directorate (Director & Heads of Service) Focusing on occupational health and safety and enhancing employee wellbeing Action Codes Actions Latest Note Assigned To Overall Target Target 2026/2027 Year Status EHIH&S.03.03 EHI will focus on the implementation of key priorities within the Corporate Health and Wellbeing Plan 2024/2029. All Services 100% 35% March 2028 EHIH&S.03.04 A range of event, information sessions and training will be held to promote wider health and wellbeing, including mental health, to support all employees in EHI. Senior Service Development Manager 100% 35% March 2029 EHIH&S.03.5 Rollout of Peoplesafe App, which is a tool to assist in the protection of lone working employees, to relevant employees in the Housing Asset and Investment Team. Housing Asset and Investment Manager 100% 100% March 2027 Page 119 of 290
Page 126
PUBLIC Context Compliance & Training Statement Owned by EHI.004 – Compliance & Training We are committed to unwavering legal and regulatory compliance. Through targeted training and development, we empower our employees to uphold the highest standards. Directorate (Director & Heads of Service) Strengthening our legal and regulatory compliance through training and development Action Codes Actions Latest Note Assigned To Overall Target Target 2026/2027 Year Status EHIH&S.04.01 Roll out a training programme for IOSH Managing/Leading safely to all managers and supervisors within Environment, Housing & Infrastructure. Senior Service Development Manager 100% 50% March 2027 EHIH&S.04.02 Continue to develop corporate mandatory online I-learn course into Toolbox talks for frontline operatives All Employees without network access require to complete the following courses: • Equality, Diversity and Inclusion Awareness • Information Governance • Introduction to Freedom of Information (FOI) • Introduction to GDPR • Living our Values Introduction to GDPR and Living our Values have already been converted to a toolbox talk format and will been rolled out throughout Environment, Housing & Infrastructure Senior Service Development Manager 100% 50% March 2027 Page 120 of 290
Page 127
PUBLIC EHIH&S.04.03 Development of online I-Learn courses into Toolbox talk format for front line operatives Priority courses for Environment, Housing and Infrastructure for 2025/2028 are: • Asbestos Awareness • Violence and Aggression • Hand Arm Vibration • Lithium Battery • Accident and Incident Reporting - RIDDOR • Accessing and Updating Information and Equality Data Senior Service Development Manager 100% 35% March 2028 EHIH&S.04.06 Ensure that all Regeneration and Development staff complete iLearn training in: • Driver fatigue • Sharps awareness • Stress awareness and risk assessment and • Violence and aggression at work Housing Newbuild Programme Manager and Housing Regeneration Manager 100% 100% March 2027 EHIH&S.04.07 Ensure that the Housing Newbuild Programme Manager and all Development Managers (New Build Housing) have CSCS (Construction Skills Certification Scheme) cards if eligible – normally either the AQP (Academically Qualified Person) or PQP (Professionally Qualified Person) cards. Housing Newbuild Programme Manager 100% 100% March 2027 Page 121 of 290
Page 128
Page 122 of 290
Page 129
PUBLIC ___________________________________________________________________ To: Communities and Housing Policy Board On: 19 May 2026 __________________________________________________________________ Report by: Director of Environment, Housing and Infrastructure ___________________________________________________________________ Heading: Social Housing Charter Performance 2025/26 and 2026 Engagement Plan ___________________________________________________________________ 1. Summary 1.1 Local Authorities and Registered Social Landlords are required to submit an Annual Return on the Charter relating to service performance to the Scottish Housing Regulator (SHR). 1.2 The Annual Charter Return consists of 33 performance indicators and 9 contextual indicators and is submitted to the SHR at the end of May each year. There are two indicators relating to gypsy traveller sites that are not applicable to Renfrewshire therefore this report provides an update on performance against the 31 applicable Charter indicators for the year 2025/26. 1.3 Following consultation in 2024 the SHR, this year’s ARC return includes five new indicators. Of the 26 indicators where performance can be compared with last year, the majority – seventeen - have improved, seven remain unchanged and two have dipped slightly in performance. Five new indicators are being reported on for the first time this year as follows: • Indicator 29-How many times in the reporting year did you not meet the requirement to complete an electrical installation report (EICR) within the last five years of the last EICR? • Indicator 30-Number of homes that do not have ‘satisfactory equipment for detecting fire and giving warning in the event of fire or suspected fire’ installed at the year end. • Indicator 31-Average length of time taken to resolve cases of damp and/or mould by cause Item 6 CHPB190526 Page 123 of 290
Page 130
PUBLIC • Indicator 32-Percentage of cases of damp and/or mould resolved during the reporting year that were reopened by cause. • Indicator 33-Number of open damp and/or mould cases at the year end 1.4 Each year the Scottish Housing Regulator publishes an Engagement Plan for all Local Authority Housing Services and Registered Social Landlords. A summary of our Engagement Plan is provided within this report. ___________________________________________________________________ 2. Recommendations It is recommended that the Communities and Housing Policy Board: 2.1 Note the 2025/26 report on Scottish Social Housing Charter Performance attached as Appendix 1; and 2.2 Note the 2026/27 Engagement Plan from the Scottish Housing Regulator. ___________________________________________________________________ 3. Charter Report for 2025/26 3.1 The Scottish Social Housing Charter report provides information for 2025/26 on: • Section 1 – performance information against the Charter indicators along with comparative data for the last three years and the average figure for the past three years, where this is applicable. • Section 2 – information on contextual indicators collected by the Scottish Housing Regulator; and • Section 3 – management information for key areas of the housing service – allocations and managing tenancy change; repairs; homelessness and housing advice; and rent arrears. 3.2 The Charter data for 2025/26 displays improved or stable performance in most indicators, with seventeen indicators improving from last year. There have been significant levels of improvement particularly notable in relation to void property management, rent arrears performance, emergency repairs, sustainment and adaptations. The indicators with improved performance are: • Indicator 3 – The percentage of all complaints responded to in full at Stages 1 and 2. • Indicator 4 – The average time in working days for a full response at Stages 1 and 2. • Indicator 6 – Percentage of stock meeting the Scottish Housing Quality Standard (SHQS). • Indicator 8 – Average length of time taken to complete emergency repairs (hours). • Indicator 9 – Average length of time taken to complete non- emergency repairs. Page 124 of 290
Page 131
PUBLIC • Indicator 10 – Percentage of reactive repairs carried out in the last year completed right first time. • Indicator 12 – Percentage of tenants who have had repairs or maintenance carried out in last 12 months satisfied with the repairs and maintenance service. • Indicator 14 – Percentage of anti-social behaviour cases reported in the last year which were resolved. • Indicator 15 - Percentage of new tenancies sustained for more than a year, by source of let. • Indicator 16 – Percentage of lettable houses that became vacant in the last year. • Indicator 17 – Percentage of rent lost to properties being empty during the last year. • Indicator 18 – Number of households currently waiting for adaptations to their home. • Indicator 19 – Average time to complete adaptations. • Indicator 20 – Percentage of the court actions initiated which resulted in eviction and the reasons for eviction; (relatively stable) • Indicator 22 – Rent collected as percentage of total rent due in the reporting year (same). • Indicator 23 – Gross rent arrears (all tenants) as at 31 March each year as a percentage of rent due for the reporting year; and • Indicator 26 – Average length of time taken to re-let properties in the last year (days). 3.3 Within the data for 2025/26 there are also areas where performance has declined, reflecting the challenges faced by the Council in continuing to provide core housing services. • Indicator 11 – How many times in the reporting year did you not meet your statutory obligations to complete a gas safety check within 12 months of a gas appliance being fitted or its last check? There were 11 occasions when the gas safety certificate was not issued within the anniversary date. All 11 are now complete and, where possible, actions have been taken to prevent similar cases occurring. We have reviewed our processes and are working to improve communication with tenants through greater use of email and text messaging. This will become more easily facilitated when the new housing management ICT system is live. • Indicator 25 – Percentage of factored owners satisfied with the factoring service they receive. Page 125 of 290
Page 132
PUBLIC 3.4 The seven indicators that have remained the same include the 6 satisfaction indicators as the data is from the 2024 Tenant Satisfaction Survey. The other one is: • Indicator 24 - Average annual management fee per factored property. 3.5 As they are being reported for the first time there is no year-on-year trends for the five new indicators covering electrical testing, fire safety and damp and mould. Similarly, the statutory tenant satisfaction indicators data remains the same, however, these will be refreshed following the next Tenant Satisfaction Survey, scheduled to be undertaken in June this year. 3.6 The Contextual indicators at Section 2 are returned annually to the SHR. Of note, the number of voids at the year-end has reduced again to 314 from 346. It is of note that there has been a decrease in the number of lets this year, reflecting the reduction in the number of void properties, but the percentage of those lets to homeless applicants has increased, as has the number of applicants on the housing list at the year end. There has also been an increase in the number of abandoned tenancies over the year. 3.7 Management information in Section 3 notes the following: • In regard to allocations and managing tenancy changes, the percentage of lets to homeless applicants was 56%, exceeding the target of 55%. • Repairs completion remains relatively stable and there is some improvement in repairs call handling in the Customer Contact Centre. • In homelessness and housing advice, satisfaction levels remain high despite increased pressure on the service. Despite pressures on the service the proportion of assessments remains high at over 96%. • With regard to rent arrears, the percentage of current tenant arrears has remained relatively stable at 3.13%. 4. Service Improvement Plan, reporting performance to tenants and benchmarking performance 4.1 The Environment, Housing and Infrastructure Services 2025-2028 Service Improvement Plan update is presented to this Board. Three indicators on service performance are included in the plan and the performance of each is reported accordingly. The indicators are: a. percentage of reactive repairs carried out in the last year completed first time, included in ARC report, Indicator 12. b. percentage of overall repairs completed within target; included in the management information appendix, table 7; and c. average length of time taken to complete non-emergency repairs (days), included in the ARC report, Indicator 9 Page 126 of 290
Page 133
PUBLIC 4.2 This year’s performance against the ARC indicators will be reported to the Scottish Housing Regulator no later than 29 May 2026, following this the Scottish Housing Regulator publishes all social landlords’ performance on its website in August each year. In common with other Councils and RSLs, the Council will be required to report its performance against the Charter to all tenants by the end of October 2026. 4.3 In accordance with guidance from the Scottish Housing Regulator and practice over previous years, tenants will be consulted with on the preferred format for the Tenants’ Report. Members will be advised of the Service’s performance against other local authorities at a later Board. 5. Scottish Housing Regulator Engagement Plan 2026/2027 5.1 The Scottish Housing Regulator’s Engagement Plan for 2026/2027 has noted that Renfrewshire Council, in common with eight other local authorities, is operating in an increasingly difficult environment for delivering homelessness services, with national data and local engagement indicating a heightened risk that demand may soon exceed capacity. This aligns with concerns highlighted in the Scottish Housing Regulator’s December 2023 update, which identified systemic risks across Scotland that has impacted several local authorities. 5.2 This year, the Council must provide the Regulator with required information on its homelessness services, continue its best efforts to meet statutory duties— including the provision of suitable temporary accommodation under the Unsuitable Accommodation Order—and keep the Regulator informed about its capacity to meet these obligations. A separate report to this Board sets out a Homelessness Action Plan which seeks to mitigate the impact of the increase in homelessness and meet the need of those who require support. 5.3 In addition, we are taking steps to consolidate our responsibilities on tenant and resident safety and are currently addressing issues related to asbestos management through a formal action plan. By 30 June 2026, we must also submit an update on our asbestos management improvement actions. 5.4 As in each year, the Council is required to submit annual regulatory returns, including our Annual Assurance Statement and Annual Return on the Charter, and report any material changes or relevant safety concerns. 5.5 The Regulator will maintain close engagement with Renfrewshire, reviewing all submitted information and meet quarterly to monitor homelessness services and assess the Council’s efforts to provide appropriate temporary accommodation. It will also review the Council’s progress on asbestos management and update the published engagement plan if any significant changes arise in the level or nature of regulatory involvement. 5.6 A copy of the Engagement Plan can be found at the following address: https://www.housingregulator.gov.scot/landlord- performance/landlords/renfrewshire-council/. ___________________________________________________________________ Page 127 of 290
Page 134
PUBLIC Implications of the Report 1. Financial – None 2. HR & Organisational Development – None 3. Community/Council Planning o Building strong, safe, and resilient communities – Improving and maintaining neighbourhoods and homes. o Working together to improve outcomes – Increasing resident satisfaction with neighbourhoods and communities. 4. Legal – None 5. Property/Assets – None 6. Information Technology – None 7. Equality & Human Rights – The Recommendations contained within this report have been assessed in relation to their impact on equalities and human rights. No negative impacts on equality groups or potential for infringement of individuals’ human rights have been identified arising from the recommendations contained in the report because it is for noting only. If required following implementation, the actual impact of the recommendations and the mitigating actions will be reviewed and monitored, and the results of the assessment will be published on the Council’s website. 8. Health & Safety – None 9. Procurement – None 10. Risks – None 11. Privacy Impact – None 12. COSLA Policy Position – N/A 13. Climate Risk – None 14. Children’s Rights – None _________________________________________________________ Page 128 of 290
Page 135
PUBLIC Background Papers The foregoing background papers will be retained within Housing Services for inspection by the public for the prescribed period of four years from the date of the meeting. • Report to the Communities and Housing Policy Board on 13 May 2025, ‘Scottish Social Housing Charter: Annual Return 2024/25.’ ___________________________________________________________________ Author: Ray Walkinshaw, Housing Regeneration and Development Manager E Mail: ray.walkinshaw@renfrewshire.gov.uk Page 129 of 290
Page 136
Page 130 of 290
Page 137
PUBLIC Scottish Social Housing Charter Outturn Report 2025/2026 Item 6 CHPB190526 Page 131 of 290
Page 138
PUBLIC Table of Contents 1. Outturn Report .......................................................................................... 3 1.1 Overall Satisfaction ....................................................................... 3 1.2 The Customer Landlord Relationship ........................................... 3 1.3 Housing Quality and Maintenance ................................................ 4 1.4 Neighbourhood and Community ................................................... 5 1.5 Access to Housing and Support .................................................... 5 1.6 Getting Good Value from Rents and Service Charges .................. 6 1.7 Other Customers; Gypsies/ Travellers ......................................... 7 1.8 Tenant and resident Safety………………………………………………….7 2. Core Contextual Indicators ..................................................................... 10 3. Management Information ........................................................................ 11 Page 132 of 290
Page 139
PUBLIC Outturn Report 1.1 Overall Satisfaction No. Indicator 23/24 24/25 25/26 3-year average Notes 1 Percentage of tenants satisfied with the overall service provided by their landlord. 72% 72% 72% 72% The most recent data relates to the survey conducted in 23/24. Source: 2024 Tenant Satisfaction Survey 1.2 The Customer Landlord Relationship Communication No. Indicator 23/24 24/25 25/26 3-year average Notes 2 Percentage of tenants who feel their landlord is good at keeping them informed about their services and decisions. 75.1% 75.1% 75.1% 75.1% The most recent data relates to the survey conducted in 23/24. Source: 2024 Tenant Satisfaction Survey Complaints No. Indicator 23/24 24/25 25/26 3-year average Notes 3/4 The percentage of all complaints responded to in full at Stage 1 93.1% 90.0% 95.7% 93.2% There were 1313 Stage 1 complaints received and carried forward. 1256 were responded to in full, in an average of 14.3 days. Last year there were 1,236 stage 1 complaints. The average time in working days for a full response at Stage 1 7.6 days 14.4 days 14.3 days 12.5 days The percentage of all complaints responded to in full at Stage 2. 71.7% 88.0% 95.2% 89.2% There were 186 stage 2 complaints received and carried forward. 177 were responded to in full, in an average of 17.6 days. Last year there were 142 stage 2 complaints. The average time in working days for a full response at Stage 2. 18.9 days 28.9 days 17.6 days 21.9 days Participation No. Indicator 23/24 24/25 25/26 3-year average Notes 5 Percentage of tenants satisfied with the opportunities given to them to participate in their landlord’s decision-making processes. 83.6% 83.6% 83.6% 91.3% The most recent data relates to the survey conducted in 23/24. Page 133 of 290
Page 140
PUBLIC Source: 2024 Tenant Satisfaction Survey 1.3 Housing Quality and Maintenance Housing Quality No. Indicator 23/24 24/25 25/26 3-year average Notes 6 Percentage of stock meeting the Scottish Housing Quality Standard (SHQS). 68.6% 79.9% 80.9% 76.4% The percentage of stock meeting SHQS has increased slightly to 80.9%. Excluding EICR and smoke detector failures we would be 86% compliant with SHQS 7 Percentage of tenants satisfied with the quality of their home. 71.6% 71.6% 71.6% 71.6% The most recent data relates to the survey conducted in 23/24. (7) Source: 2024 Tenant Satisfaction Survey Repairs, Maintenance and Improvements No. Indicator 23/24 24/25 25/26 3-year average Notes 8 Average length of time taken to complete emergency repairs (hours). 5.6 hours 5.2 hours 4.9 hours 5.3 hours This year just over 14,500 emergency repairs were completed in 2025/26. The average time to complete continues to improve from 5.2 hours to 4.9 hours. 9 Average length of time taken to complete non- emergency repairs (days). 7.9 days 6.9 days 5.5 days 7.3 days This year just under 28,000 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). 10 Percentage of reactive repairs carried out in the last year completed right first time. 87.3% 90.1% 91.1% 89.6% Of the 27,956 reactive repairs carried out in 25/26, 25,460 were completed right first time. This is a 1% improvement compared to last year. 12 Percentage of tenants who have had repairs or maintenance carried out in last 12 months satisfied with the repairs and maintenance service. 76.7% 77.2% 78.8% 77.7% 3430 tenants responded to the satisfaction survey. Of those, 2703 said they were satisfied or very satisfied. (12) Source: Point of service survey Page 134 of 290
Page 141
PUBLIC 1.4 Neighbourhood and Community Estate Management, Anti-Social Behaviour, Neighbour Nuisance and Tenancy Disputes No. Indicator 23/24 24/25 25/26 3-year average Notes 13 Percentage of tenants satisfied with the landlord’s contribution to the management of the neighbourhood they live in. 75.1% 75.1% 75.1% 75.1% The most recent data relates to the survey conducted in 23/24. 14 Percentage of anti-social behaviour cases reported in the last year which were resolved. 99.3% 96.8% 99.5% 98.2% 401 of the 403 cases were resolved. (13) Source: 2024 Tenant Satisfaction Survey 1.5 Access to Housing and Support Tenancy Sustainment and Tenancy Turnover No. Indicator 23/24 24/25 25/26 3-year average Notes 15 Percentage of new tenancies sustained for more than a year, by source of let. These figures relate to tenancies which commenced between April 2024 and March 2025. Overall sustainment has improved over this period. There is also a positive increaser in the number of homeless applicants sustaining for more than a year. In numerical terms the number of homeless applicants sustaining their tenancy increase to 938 from 334 for the previous reporting year. Existing tenants 94.1% 95.6% 94.3% 94.7% Homeless applicants 86.5% 85.4% 88.4% 86.9% Housing List applicants 91.8% 91.6% 94.7% 92.6% Other 89.4% 0.0% 90.9% 89.6% Overall 90.5% 90.3% 91.9% 90.9% 16 Percentage of lettable houses that became vacant in the last year. 7.8% 7.0% 6.8% 7.2% The number of lettable houses that became vacant in the year reduced to 768 compared to 793 last year. 17 Percentage of rent due lost through properties being empty during the last year. 1.45% 1.30% 0.87% 1.2% This indicator continues to improve. Page 135 of 290
Page 142
PUBLIC Housing Options and Access to Housing No. Indicator 23/24 24/25 25/26 3-year average Notes 18 Number of households currently waiting for adaptations to their home 58 27 19 35 During 2025/26 the Service completed 283 adaptations. At the end of March 2024/25 there were 19 households waiting for an adaptation compared to 27 in the previous year. 19 Average time to complete adaptations 50.4 43.0 19.4 37.9 The average time to complete adaptations significantly improved to 19.4 days from 43 days. 20 Percentage of the court actions initiated which resulted in eviction and the reasons for eviction. 35.5% 23.5% 25.2% 28.4% In the last year 111 court actions were initiated. From these 27 properties were recovered due to non-payment of rent and 1 recovered due to anti-social behaviour. Non-payment of rent 34.0% 21.3% 24.2% 26.8% Anti-social behaviour 1.4% 2.2% 0.9% 1.6% Other 0.0% 0.0% 0.0% 0.0% 1.6 Getting Good Value from Rents and Service Charges Value for Money No. Indicator 23/24 24/25 25/26 3-year average Notes 21 Percentage of tenants who feel that the rent for their property represents good value for money. 70.3% 70.3% 70.3% 70.3% The most recent data relates to the survey conducted in 23/24. Source: 2024 Tenant Satisfaction Survey Page 136 of 290
Page 143
PUBLIC Rents and Service Charges No Indicator 23/24 24/25 25/26 3-year average Notes 22 Rent collected as percentage of total rent due in the reporting year. 100.4% 100.7% 100.5% 100.6% Last year £57,798,776 rent was collected which was more than the amount due (£54,161,465). 23 Gross rent arrears (all tenants) as at 31 March each year as a percentage of rent due for the reporting year. 8.3% 7.1% 6.2% 7.1% There has been a reduction in the level of gross rent arrears over the past year. 24 Average annual management fee per factored property. £108 £108 £108 £108 The Annual management fee remained the same as last year. 25 Percentage of factored owners satisfied with the factoring service they receive. 72.8% 63.8% 59.8% 62.3% 82 owners responded to our annual survey, 49 were either satisfied or very satisfied with the service they received. 26 Average length of time taken to re-let properties in the last year. (days) 50.4 37.3 28.6 39 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. (25) Source: Annual owners services survey 1.7 Other Customers: Gypsies/Travellers No. Indicator 23/24 24/25 25/26 27 Gypsies/travellers – Average weekly rent per pitch. Currently there are no gypsy/traveller sites in Renfrewshire. 28 For those who provide sites – percentage of gypsies/travellers satisfied with the landlord’s management of the site. 1.8 Tenant and Resident Safety No Indicator 23/24 24/25 25/26 3-year average Notes 11 How many times in the reporting year did you not meet your statutory obligations to complete a gas safety check within 12 months of a gas appliance 11 5 11 N/A Renfrewshire Council has always followed the Scottish Government guidance and the more detailed guidance from Gas Safe and HSE. All these services have been completed and there are no outstanding gas services. Page 137 of 290
Page 144
PUBLIC No Indicator 23/24 24/25 25/26 3-year average Notes being fitted or its last check? 29 How many times in the reporting year did you not meet the requirement to complete an electrical installation report (EICR) within the last five years of the last EICR? New Indicator N/A N/A 611 N/A Last year, a total of 3,495 EICRs were completed. This is higher than a standard annual cycle (30% of stock), with 611 occasions where the test was not complete before the due date. There are currently 50 tenanted properties with EICRs overdue. 15 of these are in progress with appointments being arranged. 35 are being monitored due to on-going issues, environmental and no access. The compliance team are engaging with colleagues across housing services and other service areas to support tenants to ensure the EICR can be completed as quickly as possible. 30 Number of homes that do not have ‘satisfactory equipment for detecting fire and giving warning in the event of fire or suspected fire’ installed at the year end. New Indicator N/A N/A 633 N/A The fire detection figures are largely driven by the verification of documentation rather than by issues with fire detection provision on site. A more detailed review process is now in place to ensure that records are complete and accurate. 31 Average length of time (days) taken to resolve cases of damp and/or mould by cause New Indicator Condensation N/A N/A 24 N/A There were 176 cases relating to condensation Structural issues N/A N/A 33.6 N/A There were 115 cases relating to structural issues Other N/A N/A 30.7 N/A There were 70 cases relating to other issues Overall N/A N/A 28.4 N/A In total there were 361 cases of damp and mould 32 Percentage of cases of damp and/or mould resolved during the reporting year that were reopened by cause. New Indicator Condensation N/A N/A 7.9% N/A 14 cases were re-opened from a total of 176 cases Structural issues N/A N/A 6.9% N/A 8 cases were re-opened from a total of 115 cases Other N/A N/A 8.6% N/A 6 cases were re-opened from a total of 70 cases Page 138 of 290
Page 145
PUBLIC No Indicator 23/24 24/25 25/26 3-year average Notes Overall N/A N/A 7.8% N/A 28 cases were re-opened from a total of 361 cases 33 Number of open damp and/or mould cases at the year end New Indicator N/A N/A 69 N/A Page 139 of 290
Page 146
PUBLIC Section 2 Core Contextual Indicators 2.1 For local authorities the Scottish Housing Regulator increased the number of contextual indicators from 6 to 9, these relate to the stock and profile of our service users. No. Indicator 23/24 24/25 25/26 C2 Number of lets during the reporting year, by source of let Existing tenants 215 247 173 Housing List applicants 297 324 245 Mutual Exchanges 0 0 0 Other sources 46 11 0 Homeless applicants 391 450 393 Total number excluding exchanges 949 1,032 811 C3 Abandoned homes 114 93 122 C4 Rent increase 6.0% 7.5% 7.5% C5 Number of households for which landlords are paid housing costs 7,119 7,204 7,209 Value of direct housing cost payments received during the year £29,505,217 £32,626,787 £35,072,618 C6 Total value of former tenant arrears at year end £2,107,430 £2,089,186 £1,758,195 Total value of former tenant arrears written off at year end £568,896 £848,228 £416,311 Percentage of former tenant rent arrears written off at the year end 26.99% 40.6% 23.7% C7 Scottish Housing Quality Standard (SHQS) – Stock condition survey information The date your organisation's stock was last surveyed or assessed for compliance with the SHQS 03/2022 03/2025 03/2026 What percentage of stock did your organisation fully assess for compliance in the last five years? 60% 77% 88% The date of your next scheduled stock condition survey or assessment 04/2024 05/2025 05/2026 What percentage of your organisation's stock will be fully assessed in the next survey for SHQS compliance 33% 20% 20% C8 Total self-contained stock 12,305 12,078 11,942 Self-contained stock exempt from SHQS 0 0 83 Self-contained stock in abeyance from SHQS 546 302 38 Self-contained stock failing SHQS for one criterion 2,592 1,662 1,908 Self-contained stock failing SHQS for two or more criteria 732 449 257 Total self-contained stock failing SHQS 3,324 2,111 2,286 Stock meeting the SHQS 8,435 9,665 9,656 C9 Total self-contained properties void at the year end 546 346 314 Total self-contained properties void for more than six months at the year end 146 104 79 Page 140 of 290
Page 147
PUBLIC Section 3 Management Information Allocations and Managing Tenancy Change In 2025/26, just over 5,500 were on the waiting list for council housing, slightly more than last year. Graph1 The origin of applications remained broadly unchanged, with similar proportions applying from homelessness, the private sector, other social landlords, and existing Council tenants. Graph 2 The Council let 813 (including 2 acquisitions) properties during the year. The majority (84%) were allocated through the group system, which is around the same as last year (85%). Graph 3 Within the group system, 56% of all lets were made to Group 1 (Homeless) applicants, which is an increase from last year (52%) demonstrating continued prioritisation of statutory homelessness duties. 581 5565 0 1000 2000 3000 4000 5000 6000 Housing List Number of applicants on housing list - at 31st March 2026 Of which number who have their application on hold 375 722 3401 606 461 Source of allocation Statutory Homeless Mobility General Applicants (not landlord’s own tenant) Transfer Applicants (with housing need) Transfer Applicants (no housing need) 684 129 0 200 400 600 800 Lets Lets outwith group system Lets through group system Page 141 of 290
Page 148
PUBLIC Graph 4 Lets by property type remained stable year-on-year, with tenement flats accounting for around 50% of all Council lets. Graph 5 56.4% 15.8% 19.7% 7.9% 0.2% 55% 10% 24% 10% 1% 0.0% 20.0% 40.0% 60.0% Statutory Homeless Mobility General Applicants (not landlord’s own tenant) Transfer Applicants (with housing need) Transfer Applicants (no housing need) Lets and targets Targets 25/26 % 386 154 68 75 130 Lets by property type Tenement Flat Own Door Flat Multi-storey Flat House Other Page 142 of 290
Page 149
PUBLIC Repairs and Maintenance In 2025/26 just over 45,400 repairs were carried out and 95.4% were completed within the target timescale (Graph 6). This is more than 2024/25 where over 43,500 repairs were complete with 93.6% completed within the target timescale. Graph 6 Graph 7 provides information on Customer Contact Centre performance in relation to housing repairs calls. This shows the volume of calls in 2025/26 and the outcomes for calls received. Just over 60,000 calls were made to report repairs and 97% of these were answered, which is an improvement on last year of 4 percentage points. 67% of all attempted calls were answered within the 40 second target (Graph 8), which is 9 percentage points better than last year. Graph 7 Graph 8 98.0% 95.4% 92.9% 88.0% 90.0% 92.0% 94.0% 96.0% 98.0% 100.0% 25/26 % Repairs completed within target Emergency Completed Total Repairs Completed Routine Completed 60,179 58,390 1,463 0 10,000 20,000 30,000 40,000 50,000 60,000 70,000 Contact Centre Calls Total calls attempted Calls answered Calls abandoned 2% 67% 65% 97% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% 25/26 Calls answered/abandoned Abandonment Level % answered calls answered within 40 sec target % of all attempted calls answered within 40 sec target (service level) % Calls Answered Page 143 of 290
Page 150
PUBLIC Homelessness & Housing Advice 2025/26 saw increases in all aspects of people presenting as homeless that require assessment, whilst there was an increase in the number threatened with homelessness and a similar rise in the number of applications where the Council has a statutory duty to re-house. This is symptomatic of the pressures faced with e service and reflected nationally. The proportion of assessments completed within 28 days remains high at 96.4%, slightly down from last year (97.8%) (Graph 9). Graph 9 Satisfaction with the quality of advice (90.9%), the quality of temporary accommodation (92.5%) and the overall quality of service received (90.9%) remains high. (Graph 10). Graph 10 1133 2659 965 0 1000 2000 3000 Number of homeless applications requiring assessment Total number of service users –those who were homeless, threatened with homelessness, or requiring housing options advice. Number of applications assessed as ‘homeless or threatened with homelessness’ (i.e., the Council had a duty to rehouse) Application and Decision Making 90.91% 90.91% 92.50% 90.00% 90.50% 91.00% 91.50% 92.00% 92.50% 93.00% Service and Temporary Accomodation Satisfaction % pleased with the quality of advice and information they were given % pleased with the overall quality of the service they received. % Satisfied with temporary accommodation Page 144 of 290
Page 151
PUBLIC Rent and Arrears Arrears performance has continued to improve, the annual rental income due to be collected is over £57.4 million. At the end of March 2026, just under £1.8 million was owed in arrears which is slightly more than of £1.7million, but at 3.13% is around the same as last year. Graph 11 provides a profile of arrears by value. There has been a slight increase in arrears across all bandings with the exception of those who owe £1,000+ where the actual figure is reducing. Graph 11 Graph 12 shows the amount owed by tenants by age profile. Despite having the largest proportion of arrears, the age banding of 25 to 49 has seen a reduction in the amount owed compared to last year. Graph 12 Graph 13 shows the recovery action taken, last year saw a small decrease in the number of notices called to court and a in the number of evictions. Graph 13 Average re-call times to court have decreased by one week, Graph 14 £131,167 £183,703 £309, £1,174,033 Value of rent debt Under £250 Between £250 & £500 Between £500 & £1,000 Over £1,000 £175,337 £1,150,931 £305,105 £166,649 Profile of Arrears by Age Under 25 years Between 25 & 49 years Between 50 & 60 years Over 60 596 111 42 5 0 200 400 600 800 NPRP issued All Cases calling at Court Decrees Granted Evictions enforced S/Officer Recovery Action Page 145 of 290
Page 152
PUBLIC Graph 14 Graph 15 highlights the status of debt from post and pre court. The amount of debt pre court and post court has increased slightly from last year. Graph 15 Graph 16 provides summary information on benefit levels. Benefit uptake remains high with 76% of our tenants in receipt of some form of benefit. Graph 16 10.9 5.8 0.0 2.0 4.0 6.0 8.0 10.0 12.0 Recovery Action Court Time Average time first calling (weeks) Average time recalled at court… £1,130,99 £488,579 £178,449 Status of Rent Debt Arrears Pre-Court Arrears Post Court Arrears Rent Direct 8,378 2,633 Housing Benefit Tenants with benefit Tenants without benefit Page 146 of 290
Page 153
PUBLIC Environment, Housing and Infrastructure Renfrewshire Council Renfrewshire House Cotton Street Paisley PA1 1BR Page 147 of 290
Page 154
Page 148 of 290
Page 155
PUBLIC ___________________________________________________________________ To: Communities and Housing Policy Board On: 19 May 2026 ___________________________________________________________________ Report by: Director of Communities & Housing Services ___________________________________________________________________ Heading: Housing Landlord Compliance – Bi-annual Performance Report 1. Summary 1.1 All social landlords must ensure they meet all duties in relation to tenant and resident safety and have an effective system in place to ensure compliance with statutory, legislative and regulatory responsibilities. 1.2 The Housing Landlord Compliance Strategy 2025-2028 was approved by the Policy Board on 11th March 2025 and Section 7 of the strategy provided details of the internal governance arrangements for performance management, which includes a bi-annual report to be presented to the Communities and Housing Policy Board. 1.3 The six month report was presented to the Communities and Housing Policy Board in October 2025. This report is the 12 month performance report for the period from April 2025 to March 2026. ___________________________________________________________________ 2. Recommendations It is recommended that the Communities and Housing Policy Board: 2.1 Notes the content of the Landlord Compliance Performance Report and the suite of Key Performance Indicators (KPIs) at Appendix 1 of the report. ___________________________________________________________________ Item 7 CHPB190526 Page 149 of 290
Page 156
PUBLIC 3. Background 3.1 The Housing Landlord Compliance Strategy 2025-2028, which sets out the strategic approach to compliance across the six key areas of compliance relating to Council Housing assets (gas safety, electrical safety, fire safety, lift safety, asbestos management and water safety) was approved by the Communities and Housing Policy Board on 11th of March 2025. 3.2 There are six landlord compliance policies in place to support the Housing Landlord Compliance Strategy, each with a suite of key performance indicators and detailed performance reporting arrangements which include a bi-annual report to the Communities and Housing Policy Board. Each of the policies is reviewed on a regular basis and further policies will be created for any new areas of compliance regulation that are introduced. 4. Housing Landlord Compliance Performance Report 4.1 The Housing Landlord Compliance Performance Report covering the period April 2025 – Mar 2026 is set out in Appendix 1 of this report. There are 26 key performance indicators covering the six compliance areas. 22 indicators are showing greater than 99% compliance, demonstrating an improved position on the year-end report for 2024/25. 3 performance indicators are designated amber status indicating a compliance level between 85% and 98% and 1 performance indicator is designated as a red status, indicating a compliance level lower than 85%. The compliance indicators at amber and red status have actions in place for improvement. The indicators are: • Domestic properties with a satisfactory EICR within its due date as % of total dwellings requiring an EICR (amber) • Percentage of properties with automated doors, gates, and barriers where Maintenance visits have been completed (amber) • Number of safety occurrences - including any reported asbestos related occurrence reporting (e.g., to the HSE or Regulator) during the reporting period (amber) • Re-inspections of common areas with Asbestos Containing Materials (red) Page 150 of 290
Page 157
PUBLIC 4.2 The key points to note for each area of compliance are as follows: • Gas Safety The Council are required to carry out annual gas safety inspections on all 10551 residential properties that have a gas supply. There were 11 properties where the gas service was not completed within the 12-month timescale during the 12-month period from 1 Apr 2026 – 31 March 2026. These cases were due to administrative errors (8), hazards (1) and environmental issues (2). All 11 are now complete and, where possible, actions have been taken to prevent similar cases occurring. There has been an increase in the number of enforcement letters issued, partly due to ongoing issues with Royal Mail deliveries. As a result, we have reviewed our processes and are working to improve communication with tenants through greater use of email and text messaging. This will become more easily facilitated when the new housing management ICT system is live. All communal heating systems with gas boilers have had their annual safety checks completed within timescale. • Electrical Safety Performance remains strong, with six of the eight indicators rated green and the remaining two operating at 95–96% compliance. Between 1 April 2025 and 23 March 2026, a total of 3,495 EICRs were completed. This is higher than a standard annual cycle (30% of stock) due to the impact of the pandemic in 2020, which pushed a significant volume of testing into 2021. From 2026/27 onwards, the aim will be to carry out approximately 2,400 EICRs each year. There are currently 50 tenanted properties with EICRs overdue. 15 of these are in progress with appointments being arranged. 35 are being monitored due to on-going issues; environmental issues and no access. The compliance team are engaging with colleagues across housing services and other service areas to support tenants to ensure the EICR can be completed as quickly as possible. In addition to this there are 238 void properties without a valid EICR, 199 of which are scheduled for demolition and therefore the EICR is not required. The remaining 39 are being actioned as part of the void property works. Page 151 of 290
Page 158
PUBLIC Follow on work classed as C1 (danger present) is always addressed immediately to make safe. Follow on work classed as C2 (potentially dangerous) is, in most cases, carried out at the same appointment as the electrical check. Automated letter production for EICRs went live on 1st September 2025 and has streamlined the previously manual labour-intensive process. The success of this will be monitored over the coming months. However, issues with Royal Mail delivery times have impacted on the scheduling of the works and we are currently investigating electronic alternatives such as text and email. A programme of common area electrical checks commenced in November 2024 with 100% of the 1373 common areas completed by 31 March 2026. • Fire Safety All Fire Risk Assessments (FRAs) required for multi-storeys, sheltered complexes, HMOs and common areas of all blocks are up to date. Ongoing review will continue with some requiring 6 monthly review and others 12 monthly. Actions identified from FRAs are followed up promptly with repairs instructed where required. Along with the EICR programme, the rollout of the fire safety detection interlinked alarms in domestic properties has been ongoing. Robust processes have been introduced to ensure that detectors are checked during the annual gas service and that expiry dates are updated to enable future replacements to be programmed. Feedback is also provided from surveyors carrying out stock condition surveys where missing or faulty detectors are identified. There is a quarterly meeting with Scottish Fire and Rescue Service and other Council teams to discuss fire safety. The first two Single Building Assessments (SBAs) which provide a technical review of fire safety in multi storey blocks have been completed with the remaining fourteen being scheduled and due for completion by the end of 2026. The first two reports are currently being reviewed and a cross departmental working group, led by Corporate Health & Safety, has been established to monitor and implement any actions arising. The compliance team continue to deliver fire safety training to staff across Housing Services. Page 152 of 290
Page 159
PUBLIC • Lift Safety All lifts examinations and maintenance are fully up to date. The compliance team have been pro-active in ensuring that access is ensured for all regulatory lift examinations carried out by our appointed insurance contractor. • Water Safety Statutory legislation requires Legionella Risk Assessments (LRAs) to be in place with water safety management plans and monitoring in place for those identified as high risk. This includes carrying out temperature checks where communal water tanks or heating cylinders are present such as in sheltered complexes and multi-storey buildings. There is a contract in place for water sampling and LRAs for multi storeys, sheltered housing and non-domestic premises. Building Services carry out the monthly, quarterly, six-monthly and annual monitoring of all sites as prescribed within the guidance. There is also a requirement to carry out LRA’s within all domestic properties. Current performance indicators show full compliance with water safety management with LRAs for domestic properties currently in place by archetype. The intention is to update these LRAs on an individual property basis and preparations are progressing for a procurement exercise to be undertaken this year. • Asbestos Safety Housing Services have contracts in place for asbestos surveying, asbestos removal and analytical services within domestic properties. There are currently two short term contracts, one for void properties and general repairs and the other for capital investment external works. Longer term contracts are in the process of being procured and a contract for common area asbestos management will be procured on conclusion of the review which is being undertaken as part of the Asbestos Management Action Plan. The Asbestos Management Action Plan was submitted to the Scottish Housing Regulator is being progressed with the assistance of consultancy support to provide expertise and independent advice. Page 153 of 290
Page 160
PUBLIC The Asbestos Management Policy was approved by the policy board on 28th October 2025 and a briefing session for policy board members was held in February 2026. A gap analysis is underway to review asbestos management working practices and training provisions and requirements. An asbestos management module will be developed in the new housing management ICT system. 5.0 2025/26 Key Actions Update The key actions identified in the October 2025 bi-annual report to board are noted below with progress updated: Action Progress Update The 2025/26 Scottish Housing Regulator engagement plan notes that in October 2024 in our annual assurance statement that we said were taking steps to review and consolidate our tenant and resident safety responsibilities. In addition to further updates on EICR and fire detection compliance, the Regulator is seeking further information and assurance about our asbestos management processes and planned improvements. Action plan for asbestos submitted and SHR kept updated throughout 2025/26. Ongoing review of policies, procedures and processes including the identification of new policy requirements. A Damp and Mould policy is being developed and will be brought to Board in early 2026. Draft policy undergoing external review. Longer term contracts will be put in place for asbestos surveys. The contract awards for both external and internal surveys is targeted for Spring 2026. Procurement in progress A contract will be put in place for domestic legionella risk assessments, with contract award targeted for April 2026. Procurement in progress A contract will be put in place for common area asbestos management following the conclusion of the external review of asbestos management arrangements described above. Procurement in progress 6.0 2026/27 Key Actions • Servicing is part of Phase 1 of the Housing Innovations Project (HIP) which will see a new housing management ICT system being introduced and which will incorporate gas servicing and electrical testing. Training will be required on the new system and transition plan for moving to the new system. • Longer term contracts will be put in place for asbestos surveys including common area asbestos management surveys. Page 154 of 290
Page 161
PUBLIC • A contract will be put in place for domestic legionella risk assessments. • Ongoing monitoring and progression of actions within the Asbestos Management Action Plan • Monitor outcomes of Single Building Assessments and implement any further fire safety measures identified as responsibility of compliance team. _________________________________________________________________ Implications of the Report 1. Financial - Compliance costs are met from the HRA budget. 2. HR & Organisational Development - None 3. Community/Council Planning: • Our Renfrewshire is safe - ensuring tenants have a safe place to live. To manage risk to for staff, contractors or members of the public within council housing properties. 4. Legal - None 5. Property/Assets - Ensuring assets are protected from risk. 6. Information Technology - None 7. Equality & Human Rights (a) The Recommendations contained within this report have been assessed in relation to their impact on equalities and human rights. No negative impacts on equality groups or potential for infringement of individuals’ human rights have been identified arising from the recommendations contained in the report. If required following implementation, the actual impact of the recommendations and the mitigating actions will be reviewed and monitored, and the results of the assessment will be published on the Council’s website. 8. Health & Safety - The strategy and policies align with the Council’s Corporate Health and Safety Policy. 9. Procurement - None 10. Risk - Failing to meet KPIs could put the Council at risk of failing to comply with statutory duties for landlord compliance and could be reputationally damaging. 11. Privacy Impact - None 12. Climate Risk - None 13. Children’s Rights - None Page 155 of 290
Page 162
PUBLIC 14. COSLA Policy Position – None ___________________________________________________________________ List of Background Papers Appendix A - Performance Monitoring Report - Housing Landlord Compliance, April 2025-March 2026 ___________________________________________________________________ Author: Karen Sillars, Housing Asset & Investment Manager Email: karen.sillars@renfrewshire.gov.uk Page 156 of 290
Page 163
P a g e | 1 PUBLIC PERFORMANCE MONITORING REPORT HOUSING LANDLORD COMPLIANCE APRIL 2025 – MARCH 2026 Item 7 CHPB190526 Page 157 of 290
Page 164
P a g e | 2 PUBLIC Contents 1. Position summary for year 2025 - 2026. .......................................................................................................................................3 2. GAS ..............................................................................................................................................................................................4 3. ELECTRICAL ................................................................................................................................................................................5 4. ASBESTOS ...................................................................................................................................................................................7 5. FIRE ..............................................................................................................................................................................................8 6. WATER .........................................................................................................................................................................................9 7. LIFTS .......................................................................................................................................................................................... 10 Page 158 of 290
Page 165
P a g e | 3 PUBLIC 1. Position summary for year 2025 - 2026 Category Total Number of KPI’s Gas 3 3 0 0 Electrical 8 6 2 0 Asbestos 2 0 1 1 Fire 4 4 0 0 Water 4 4 0 0 Lifts 5 5 0 0 26 22 3 1 99-100% Pass rate 85-98% Pass rate <85% Pass rate Current information being gathered Page 159 of 290
Page 166
P a g e | 4 PUBLIC 2. GAS Cat Indicator Q1 Q2 Q3 Q4 25/26 24/25 Notes KPI G.01 Number of times in current reporting year Housing failed to meet statutory obligation to complete a Gas Safety Check within 12 months of a gas appliance being fitted or last checked (Charter Indicator 11) 0 5 2 4 11 (99.9%) 5 All services are now complete KPI G.02 Landlord’s Gas Installations with a valid LGSR (CP12) within its due date in the last 12 months as a % of Total Landlord Requirement 100% 99.81% 99.92% 99.85% 99.9% 99.9% KPI G.03 Number of Communal / District Boilers with valid certification as a % of Total Landlord Requirement 100% 100% 100% 100% 100% 100% Serviced monthly and annually as part of Term Maintenance Contract. Page 160 of 290
Page 167
P a g e | 5 PUBLIC 3. ELECTRICAL Indicator Q1 Q2 Q3 Q4 25/26 24/25 Notes KPI E.01 Domestic properties with a satisfactory EICR within its due date as % of total dwellings requiring an EICR. 80% 95% 96% 95% 95% 92% Forced access process ongoing. This figure includes 199 void properties due for demolition. If these are excluded the figure is 99%. KPI E.02 Non-domestic properties (including Common Areas) with a satisfactory EICR within its due date as % of total non-Dwellings requiring an EICR 29% 44% 70% 99% 100% 21% Programme commenced Nov 2024. All completed 31st March 2026. KPI E.03 Percentage of domestic properties with No outstanding C1, C2, F1 works. 0% 95% 99% 99% 99% 80% 262 currently in progress KPI E.04 Percentage of non-domestic properties with No outstanding C1, C2, F1 works 100% 100% 100% 100% 100% 100% Sheltered Housing, High Rise and launderettes KPI E.05 Percentage of Sites with Portable Appliance Tests (PAT) completed. 100% 100% 100% 100% 100% 100% Covers Housing owned appliances in Sheltered Housing & High Rise Page 161 of 290
Page 168
P a g e | 6 PUBLIC KPI E.06 Percentage of properties with Lightning Protection Systems (LPS) inspected and tested. 100% 100% 100% 100% 100% 100% KPI E.07 Percentage of properties with automated doors, gates, and barriers with a valid Risk Assessment. 100% 100% 100% 100% 100% 82.14% Fire Risk Assessment takes account of equipment KPI E.08 Percentage of properties with automated doors, gates, and barriers where Maintenance visits have been completed. 96% 96% 96% 96% 96% 96% One domestic property outstanding – tenant engagement ongoing. It had been isolated and currently operates as a standard door. Page 162 of 290
Page 169
P a g e | 7 PUBLIC 4. ASBESTOS Cat Indicator Q1 Q2 Q3 Q4 25/26 24/25 Notes KPI A.01 Non-Dwellings (common areas) with a valid asbestos survey and re-inspections of all ACMs (where required) within its due date as a % of non-Dwellings requiring one. 0% 0% 0% 0% 0% All sites have been surveyed with 1350 requiring reinspection. PIN notice issued by procurement and contractor meetings arranged. KPI A.02 Number of safety occurrences - including any reported asbestos related occurrence reporting (e.g., to the HSE or Regulator) during the reporting period. N/A 0 0 1 1 0 HSE informed of release or escape of substances liable to harm Page 163 of 290
Page 170
P a g e | 8 PUBLIC 5. FIRE Cat Indicator Q1 Q2 Q3 Q4 25/26 24/25 KPI F.01 % Of Properties with a Completed and In Date Fire Risk Assessment (FRA) where required. 100% 100% 100% 100% 100% 100% All High flats, Sheltered, HMOs are completed and reviews ongoing. KPI F.02 Total No. of Fire Risk Assessment Actions Outstanding (but In Date) and total number of actions overdue 2 1 1 8 8 252 Q1, Q2 and Q3 actions all complete. Currently 6 outstanding for Q4 - awaiting materials. KPI F.03 % Of Buildings with Fire Safety Systems/Equipment present where all Systems/Equipment has been Tested/Maintained in accordance with Policy 100% 100% 100% 100% 100% KPI F.04 Number of Notices received from the Fire and Rescue Services with actions required Number of outstanding 3 1 2 3 2 0 2 2 9 2 10 All outstanding works now completed Page 164 of 290
Page 171
P a g e | 9 PUBLIC 6. WATER Cat Indicator Q1 Q2 Q3 Q4 25/26 24/25 KPI W.01 % of Priority Scheme Properties (against the stated Total Landlord Requirement) with a valid Legionella Risk Assessment 100% 100% 100% 100% 100% 100% KPI W.02 % of General Needs Properties (against the stated Total Landlord Requirement) with a valid desktop Risk Assessment. 100% 100% 100% 100% 100% 100% Procurement process for domestic LRA’s underway KPI W.03 % of Properties (against the stated Total Landlord Requirement) with a valid Written Scheme where a requirement has been identified. 100% 100% 100% 100% 100% 100% KPI W.04 % of Properties (against the stated Total Landlord Requirement) within a Legionella Maintenance Regime 100% 100% 100% 100% 100% 100% Page 165 of 290
Page 172
P a g e | 10 PUBLIC 7. LIFTS The following Key Performance Indicators (KPIs) will be reported: Cat Indicator Q1 Q2 Q3 Q4 25/26 24/25 KPI L.01 Assets with a Passenger Lift having valid Thorough Examination within its Due Date as a % of total assets with a Passenger Lift 100% 100% 100% 100% 100% 100% KPI L.02 Assets with a Passenger Lift where all Maintenance and Inspection activity is within its Due Date as a % of total assets where a Passenger Lift is present 100% 100% 100% 100% 100% 100% KPI L.03 Assets with Vertical Through Floor Lifts that have valid Thorough Examination within its Due Date as a % of total assets with other Lifts 100% 100% 100% 100% 100% 100% KPI L.04 Assets with Vertical Through Floor Lifts where all Maintenance and Inspection activity is within its Due Date as a % of total assets where other Lifts are present 100% 100% 100% 100% 100% 100% KPI L.05 Assets with Actions arising from Thorough Examinations, Inspection or Maintenance activity that are Overdue as a % of total assets where a Lift is present 100% 100% 100% 86% 100% 94% There are 6 repairs in progress with our contractor following HSB inspection Page 166 of 290
Page 173
P a g e | 11 PUBLIC Environment, Housing and Infrastructure Renfrewshire Council Renfrewshire House Cotton Street Paisley PA1 1BR Page 167 of 290
Page 174
Page 168 of 290
Page 175
PUBLIC ___________________________________________________________________ To: Communities and Housing Policy Board On: 19th May 2026 ___________________________________________________________________ Report by: Director of Environment, Housing and Infrastructure ___________________________________________________________________ Heading: Housing Asset and Investment Programme 2025/26 Update ___________________________________________________________________ 1. Summary 1.1 The Housing Revenue Account (HRA) Capital Investment Plan is approved each year by the Council and sets out a range of investment programmes for our housing assets. The Housing Asset and Investment team is responsible for the implementation and management of the Housing Asset Management Strategy, which was approved by the Policy Board in October 2025, and the delivery of housing capital investment projects throughout Renfrewshire. 1.2 The Housing Asset and Investment Programme Board continues to provide strategic oversight, governance and scrutiny, ensuring programme objectives align with corporate initiatives and housing investment works comply with the relevant legislative and regulatory standards for social housing. 1.3 The policy board are provided with regular updates on the capital investment programme in the service update reports throughout the course of the year. The is the second annual report which provides an overview of the projects delivered within the housing asset and investment programme in 2025/26 and summarises targets for 2026/27. 1.4 Appendix 1 of this report provides details of a range of investment programmes and includes photographs of some projects, showing examples of both works in progress and completed works. __________________________________________________________________ Item 8 CHPB190526 Page 169 of 290
Page 176
PUBLIC 2. Recommendations It is recommended that the Communities and Housing Policy Board: 2.1 Notes the progress made in the housing asset and investment programme during 2025/2026. 2.2 Notes the 2026/27 housing asset and investment programme, which aligns with the Housing Revenue Account Capital Investment Plan approved by the Council in February 2026. 3. Background 3.1 The HRA Capital Investment Plan is approved by the Council each year as part of the annual budget and rent level setting process. Significant amounts of expenditure are set out within the capital plan, both for new build housing and investment in existing housing stock. 3.2 Financial monitoring of the capital plan is reported to the policy board throughout the year, and the board also receives an annual update on the both the Housing Asset and Investment Programme and the Housing-Led Regeneration and Renewal Programme, as well as regular updates within the service update report throughout the year. This report is the second annual report on the Housing Asset and Investment Programme 3.3 The Housing Asset and Investment Programme continues to improve the quality, energy efficiency and sustainability of council housing stock, in line with the strategic priorities and targets set out in the Housing Asset Management Strategy and the Housing Revenue Account (HRA) Capital Investment Programme. 4. 2025/26 Housing Investment Programme Progress 4.1 External Works External investment across Renfrewshire has focused on enhancing building performance through measures such as external wall insulation (EWI), roofing and rendering improvements, window and door replacements, and the installation of air source heating and solar PV. These works have supported compliance with the Energy Efficiency Standard for Social Housing (EESSH) and the Scottish Housing Quality Standard (SHQS). Appendix 1 of this report provides an overview of some of the key external investment works undertaken during 2025/26 including: • 781 properties receiving external improvement works • Seedhill Road regeneration pilot project • Houston Place net zero project • Gallowhill multi storey blocks ground source heating project Page 170 of 290
Page 177
PUBLIC 4.2 Internal Works Internal investment in Renfrewshire’s housing stock includes the replacement of kitchens, bathrooms, heating systems and electrical rewiring where required. Kitchen, bathroom, heating replacements and rewires have been carried out by both Building Services and the Council’s appointed contractors. Appendix 1 of this report provides an overview of some of the key internal investment works undertaken during 2025/26 including: • 293 properties across kitchen, bathroom and rewiring workstreams. This was below the target of 600 due to changes in contractual arrangements, however, the programme is now progressing well. • 795 properties receiving new heating systems or boilers. This exceeded the target of 750. 5. Contractor Performance 5.1 Effective management of contractors involved in the delivery of investment programmes is key to the success of these programmes, particularly as the scale of work programmes increases. The inclusion of key performance indicators enables the assessment of contractor performance against clearly defined standards, ensuring works are delivered on time, within budget and to the expected quality. Community benefits are also monitored to ensure social value and support economic growth within Renfrewshire including job creation job opportunities. Contractor performance meetings are held quarterly, attended by senior officers and contractor stakeholders to assess contractor performance. MP Group achieved an overall contractor performance score of 96% for external investment works. Building Services achieving a 95% performance score for internal investment works. A breakdown of performance is provided in Appendix 1. 5.2 Tenant and resident satisfaction is a key measure in determining the success of the external programme. The project team are committed to a resident focussed approach, collaborating with tenants and owners in identifying potential areas of improvement and encouraging feedback on contractor performance. This is conducted through dedicated Liaison Officer resources within the housing investment team. Regular on-site visits by Clerk of Works and Liaison Officer staff ensure that residents are fully informed, supported and engaged throughout the duration of the improvement works. 6. 2026/27 Housing Investment Programme 6.1 Over the course of the coming year, the external and internal investment programmes will continue to focus on external wall insulation, roof and window replacements, new kitchen, bathroom and electrical rewiring improvements. Page 171 of 290
Page 178
PUBLIC 6.2 The volume of internal improvement works will continue to increase over the next few years, with a contract for heating installations being put in place this year with plans to replace heating in over 4000 homes over the next four years. A contract to continue window and door replacements will also be awarded later this year. Appendix 1 of this report sets out the targets for 2026/27 which include: • 360 properties to receive external improvements • 600 kitchen, bathroom, rewiring installations • 750 heating installations 6.3 Regular updates on the housing asset and investment programme will be provided to the Policy Board through the service update and financial monitoring reports, with a further annual update in May 2027. __________________________________________________________________ Implications of the Report 1. Financial – Costs are met from HRA capital budget. 2. HR & Organisational Development – None. 3. Community/Council Planning – • Our Renfrewshire is safe – ensuring tenants have a safe place to live. To manage risk to for staff, contractors or members of the public within council housing properties. 4. Legal – None. 5. Property/Assets – Ensuring assets are modernised and meet legislative and regulatory standards. 6. Information Technology – None. 7. Equality & Human Rights (a) The Recommendations contained within this report have been assessed in relation to their impact on equalities and human rights. No negative impacts on equality groups or potential for infringement of individuals’ human rights have been identified arising from the recommendations contained in the report. If required following implementation, the actual impact of the recommendations and the mitigating actions will be reviewed and monitored, and the results of the assessment will be published on the Council’s website. 8. Health & Safety – None. Page 172 of 290
Page 179
PUBLIC 9. Procurement – None. 10. Risk - Risk is monitored at project and programme board level. 11. Privacy Impact – None. 12. Climate Risk – None. 13. Children’s Rights – None. 14. COSLA Policy Position – None. ___________________________________________________________________ List of Background Papers Appendix 1 – Housing Asset and Investment Programme 2025/26 Update ___________________________________________________________________ Author: Karen Sillars, Housing Asset & Investment Manager Email: karen.sillars@renfrewshire.gov.uk Page 173 of 290
Page 180
Page 174 of 290
Page 181
MAY 2026 Housing Asset and Investment Programme 2025/26 Update Houston Place, Elderslie Item 8 CHPB190526 Page 175 of 290
Page 182
Table of Contents 1. External Housing Investment 2025/26 a) Summary Outputs 2025/26 b) 74 Seedhill Road – Regeneration Pilot Project c) Other Regeneration Area Improvements d) Houston Place – Net Zero Pilot Project e) Gallowhill and Glencairn Courts – Ground Source Heating Project 2. Internal Housing Investment Programme 25/26 a) Kitchen/Boilers/Bathroom Installs 3. 2026/27 Investment Programmes and Targets Page 176 of 290
Page 183
3 1. External Housing Investment 2025/26 The external housing investment programme continues to prioritise improvements in energy efficiency across homes in Renfrewshire through the installation of External Wall Insulation (EWI). This investment reduces heat loss, lowers carbon emissions and supports the Scottish Government’s national Net-Zero ambitions, the Energy Efficiency Standard for Social Housing (EESSH) and Scottish Housing Quality Standard (SHQS). It also aligns with the Council’s wider strategic approach to climate change and sustainability. In addition to energy efficiency improvements, the external housing investment programme delivers essential fabric and renewal works. This may include a combination of roof and gutter replacement, renewal of external render finishes, windows and door renewals, solar PV and improvements to loft insulation. Collectively, these enhancements extend the lifespan of the housing stock, enhance building performance and contribute to improved living conditions for residents. During 2025/26, at total of 781 homes benefitted from a range of external improvement works, with 1132 installations completed. Some properties will have received more that one installation as part of the works – EG a combination of external works, solar PV and new windows. A breakdown of the external works carried out in 2025/26 is set out in the table below: HOUSING ASSET AND INVESTMENT PROGRAMME 2025/26 UPDATE 1 External works Paisley Renfrew Johnstone & Villages Total Number External Wall Insulation Roof Renewal Gutter replacement 92 4 20 116 Render renewal Roof Renewal Gutter replacement 34 0 182 216 Solar Panel Installations 43 3 106 152 Window Renewal 96 8 211 315 Window Renewal (Regeneration areas) 165 86 100 351 Totals 430 101 601 1132 a) External Works Summary Outputs 2025/26 Page 177 of 290
Page 184
3 HOUSING ASSET AND INVESTMENT PROGRAMME 2025/26 UPDATE 2 An example of the works completed as part of the external housing investment programme during 2025/26, is the project at 74 Seedhill Road within the housing regeneration area at Auchentorlie in Paisley. This block along with a further eight blocks in the Auchentorlie and Howard Street areas received significant upgrades including EWI, roof and gutter replacement, windows and door replacement, solar PV, loft insulation. In addition to the regeneration works in Paisley, many villages and towns within Renfrewshire have also received similar enhancements across diverse property types, reflecting the varied nature of the housing stock across the area. MP Group have a cumulative contractor KPI score of 96% against a 90% target. This score is calculated as a weighted average across key performance areas, including timescale delivery, contractor progress reporting, health and safety, recycling performance, application for payment, and community benefits. CONTRACTOR PERFORMANCE Actual Target Overall Score 96% 90% Budget 100% 100% Timescales 84% 100% Contractor’s Report / Health & Safety / Environmental 100% 100% Page 178 of 290
Page 185
This was the first tenement block to be completed within the Housing Regeneration and Renewal (HRR) areas. The project adopted principles from the EnerPHit standard, a high performance retrofit standard that enables existing buildings to achieve 75% – 90% energy savings alongside enhanced comfort and enhanced structural performance . EnerPHit serves as a practical and deliverable alternative to the full Passivhaus standard (extremely energy-efficient buildings requiring minimal heating or cooling) which is typically applied to new build developments aiming to achieve Net Zero targets. The key elements delivered as part of the pilot were: b) 74 Seedhill Road – Regeneration Pilot Project HOUSING ASSET AND INVESTMENT PROGRAMME 2025/26 UPDATE Improved Insulation: The block has been upgraded with the installation of external wall insulation boards, underfloor insulation and loft insulation to minimise heat loss through the building fabric. Airtightness: The block is as airtight as possible through sealing gaps and cracks in loft and roof space as well as in individual properties to prevent unwanted draughts. This helps maintain a stable indoor temperature and reduces the need for excessive heating or cooling. Underfloor insulation is also installed in ground floor properties where possible. High-Performance Windows and Doors: Installing triple-glazed windows and well-insulated internal and external doors to flats as well as the installation of a high spec common close door greatly improves the building’s energy efficiency by reducing heat loss and preventing cold spots. This has also been applied to common windows and doors of the block. Maintaining minimum temperatures throughout the building will help to eradicate condensation/dampness. Mechanical Ventilation with Heat Recovery (MVHR): An MVHR system is used in all homes within the block to provide fresh air while recovering heat from outgoing air. This helps maintain good indoor air quality without losing valuable warmth. Every room in each of the flats has had ventilation units installed. Minimising Thermal Bridges: Energy-efficient renovations focus on reducing thermal bridges—areas where heat can escape easily - such as around windows and at junctions between walls and floors. Various measures including taping and foaming gaps around windows and doors play a vital role in minimising thermal bridges and maintaining a continuous insulating barrier thus helping to reduce heat loss. 1 2 3 4 5 3 Page 179 of 290
Page 186
HOUSING ASSET AND INVESTMENT PROGRAMME 2025/26 UPDATE 4 This pilot retrofit project was undertaken to demonstrate and evaluate the benefits of delivering high-performance energy efficiency measures in an existing residential block. Internal enhancements were also delivered, including new kitchens, bathrooms and boilers. As external works were completed in early 2026, the project will now undertake a period of post completion evaluation through temperature and humidity monitoring using in home sensors. The retrofit of 74 Seedhill Road was intentionally delivered as a small-scale pilot, that would help assess the future feasibility of such an intrusive approach to retrofitting older property. Before Page 180 of 290
Page 187
45 Page 181 of 290
Page 188
After 6 After Page 182 of 290
Page 189
Adjacent to 74 Seedhill Road , eight other fully Council owned blocks in Auchentorlie also received external upgrades. An architectural design was produced in the early stages of the project to capture the look and feel of an energy enhanced version of the blocks at Auchentorlie. The final design was delivered bringing the original concept to life. c) Other Regeneration Area Improvements HOUSING ASSET AND INVESTMENT PROGRAMME 2025/26 UPDATE Concept Result 7 Page 183 of 290
Page 190
8 Before After Page 184 of 290
Page 191
Houston Place in Elderslie was the first terraced Council block to replace gas central heating with clean heating. Air Source Heat Pumps (ASHP) have been installed to provide highly efficient, renewable heating and domestic hot water by extracting heat from the outside air into each property. Complete in October 2025, this project demonstrated a whole house retrofit approach to eight terraced homes and was supported by grant funding of £254,000 from the Scottish Government to deliver this Net Zero pilot project. As well as the air source heating system, further property enhancements including solar PV, EWI, Mechanical Ventilation with Heat Recovery (MVHR) designed to provide continuous fresh, filtered air while retaining up to 95% of heat from extracted air have been utilised. The properties also benefitted from internal improvements including new kitchens and new radiators. Further energy efficient enhancements have been introduced - double glazing replaced with triple glazing, replacement of external doors (including new porch) loft insulation top-up and thorough air tightness measures to alleviate tenant fuel costs and provide comfortable, high performing energy efficient homes. d) Houston Place – Net Zero Pilot Project HOUSING ASSET AND INVESTMENT PROGRAMME 2025/26 UPDATE 9Page 185 of 290
Page 192
After Before 10 Page 186 of 290
Page 193
n progress 11 Page 187 of 290
Page 194
After 12 Page 188 of 290
Page 195
13 Page 189 of 290
Page 196
e) Gallowhill and Glencairn Courts – Ground Source Heating Project HOUSING ASSET AND INVESTMENT PROGRAMME 2025/26 UPDATE 14 Page 190 of 290
Page 197
This pioneering project will see the replacement of the gas infrastructure in two high-rise blocks in Gallowhill, Paisley, with sustainable, clean heating for residents. In April 2025, the Council obtained grant funding of £1.8m from the Scottish Government to support a project to provide 180 homes with sustainable and clean heating by taking heat from the ground to replace fossil fuelled boilers. This project represents the first time a local authority in Scotland has deployed a ground source heat pump system of this nature and scale, placing Renfrewshire Council at the forefront of clean heating innovation in Scotland. On-site pre-enabling works commenced in August 2025 followed by a borehole network drilling exercise to enable the extraction of renewable heat energy from the earth, which will be delivered to each flat via individual ground source heat pumps - discreet units designed to fit inside a cupboard that deliver high-efficiency heating and hot water. Drilling of the borehole network was successfully completed in December 2025, followed by significant groundworks which were completed in May 2026. The next phase of works includes the riser installation which will carry the ground sourced heat into all 180 homes. Following this, each flat will have new heat pumps and radiators installed and the existing gas heating system removed, with the new system expected to be fully operational by the end of this year. HOUSING ASSET AND INVESTMENT PROGRAMME 2025/26 UPDATE 15 Page 191 of 290
Page 198
101316 Page 192 of 290
Page 199
1015 HOUSING ASSET AND INVESTMENT PROGRAMME 2025/26 UPDATE 2. Internal Housing Investment Programme 2025/26 10 Internal investment in Renfrewshire’s housing stock continues with improvement works delivered to over 1000 homes in the last year. The table below provides details of the combination of measures that were completed during 2025/26, with both building services and the Council’s appointed contractors delivering internal improvement works in both tenanted and void properties. Despite experiencing some initial challenges in the early phases of this year’s internal investment programme, a high standard of quality of work has been maintained across the kitchen, bathroom and rewire installations. Tenant feedback has been positive, particularly in relation to workmanship, communication and displays of professionalism reflecting the customer focused approach taken for these works. A contract was awarded in January 2026 which will see over 3000 properties benefitting from kitchen, bathroom and electrical rewiring works over the next four years. 17 Internal Works Paisley Renfrew Johnstone & Villages Total Number Kitchen, Bathroom & Rewire 29 6 9 44 Kitchen and Bathroom 4 0 7 11 Kitchen and rewire 18 2 8 28 Kitchen only 66 100 36 202 Bathroom only 3 3 2 8 Full GCH system 157 65 87 309 Gas Boiler only 134 328 24 486 Totals 413 504 171 1088 a) Table 2.1: Kitchen/Boilers/Bathroom Installs Page 193 of 290
Page 200
Building Services have a cumulative contractor KPI score of 96%. This score is calculated as a weighted average across key performance areas, including timescale delivery, quality, contractor’s report, health and safety, environmental performance, CONTRACTOR PERFORMANCE Actual Target Overall Score 95% 85% Quality 97% 90% Timescales 99% 80% Contractor’s Report / Health & Safety / Environmental 100% 100% Page 194 of 290
Page 201
101510 18Page 195 of 290
Page 202
101519 Page 196 of 290
Page 203
1420 Page 197 of 290
Page 204
The Housing Asset & Investment Team, in conjunction with the Council’s procurement teams, continue to monitor the performance of all contractors delivering investment projects. A range of key performance indicators around timescale delivery, health & safety, customer satisfaction and community benefits are monitored on a monthly basis and reported regularly to the internal programme boards which have been established to provide oversight and governance of all housing investment projects. 3. Contractor Performance 21 HOUSING ASSET AND INVESTMENT PROGRAMME 2025/26 UPDATE The table below outlines the key targets for 2026/27 : 4. 2026/27 Investment Programmes and Targets Project / Type of Works Target number of installs Target Completion Date Ground Source Heat Pump Transition 180 December 2026 Kitchen, Bathroom and Electrical Rewire 600 March 2027 Heating 750 March 2027 External Investment – Regeneration Areas 160 March 2027 External Investment – Non-Regeneration Areas 200 March 2027 Window Replacement 500 March 2027 A contract for heating installations will be awarded in 2026/27, with plans to replace heating in over 4000 Council homes over the next four years. A contract to continue window and door replacement programmes across our housing stock will also be awarded in 2026/27. Investment plans for multi storey blocks will be developed following completion of all single building assessments (SBAs). Page 198 of 290
Page 205
Investment works in the housing regeneration areas will see over 100 Council properties benefitting from external works in the Waverley Road, Foxbar and Howwood Road, Johnstone areas. A window replacement programme is currently ongoing in advance of the external works. Programmes of external wall insulation will continue in approximately 300 non-traditional crosswall properties within the Foxbar, Gallowhill and Hunterhill areas of Paisley. Standard render and roof replacement projects will continue to progress, with council properties benefiting from upgrades within Foxbar, Johnstone Castle, Lochwinnoch and Kirklandneuk (Renfrew) areas throughout 2026/27. HOUSING ASSET AND INVESTMENT PROGRAMME 2025/26 UPDATE Waverley Road Concept 22 Page 199 of 290
Page 206
Page 200 of 290
Page 207
PUBLIC ___________________________________________________________________ To: Communities & Housing Policy Board On: 19 May 2026 ___________________________________________________________________ Report by: Director of Environment, Housing & Infrastructure ___________________________________________________________________ Heading: Homelessness in Renfrewshire – Action Plan ___________________________________________________________________ 1. Summary 1.1 This report provides the Policy Board with an updated summary on the homeless and housing support pressures across Renfrewshire. 1.2 A comprehensive Homelessness Action Plan for Renfrewshire has been developed which incorporates and consolidates a broad range of measures that are already being applied by the Council and / or partners, as well as introducing new actions which will help to mitigate the impact of the increase in homelessness and meet the needs of those who require support. 1.3 This Action Plan covers the period 2026 – 2028 to align with the Local Housing Strategy and is provided in detail in Appendix 1 of this report. It will be shared with partners and stakeholders and regularly reviewed over the lifetime of the Action Plan, with 6 monthly updates on progress with its implementation being provided to the Policy Board as part of the regular updates which have been submitted to the Policy Board on the broader nature and scale of homelessness in Renfrewshire, see para 5.6. ___________________________________________________________________ 2. Recommendations It is recommended that the Communities and Housing Policy Board: 2.1 Approve the Homelessness Action Plan for Renfrewshire 2026 – 2028, at Appendix 1 of this Report Item 9 CHPB190526 Page 201 of 290
Page 208
PUBLIC 2.2 Note that 6 monthly updates on progress with its implementation will be provided to the Policy Board. ___________________________________________________________________ 3. Background 3.1 As previously reported to the Policy Board, the annual number of statutorily homeless households in Renfrewshire generally remained consistent up until 2021. There has however been a steady, stepped increase in homeless applications since then, in line with the national trend, with the annual number of applications in 2025/26 increasing by over 10% to 1135. The table below illustrates the annual number of applications in Renfrewshire, verified by the Scottish Government: 3.2 This has led to a position where the number of households being supported by Homeless Services (‘live cases’) at the end of 2025/26 was 506 - this figure was 378 at April 2023 and 406 in 2024. 3.3 This increase in homelessness and the impacts of the demand pressures on homeless and housing support services has been reported to the Policy Board over the past few years, with regular updates provided on the steps being taken to meet the rising demand and provides support to those in housing need. 834 909 935 1026 1026 1135 0 200 400 600 800 1000 1200 20/21 21/22 22/23 23/24 24/25 25/26 No. of homeless applications in R/Shire Page 202 of 290
Page 209
PUBLIC 3.4 A full report summarising annual performance information based on the published homelessness statistics for 2025/26, and benchmarking how Renfrewshire compares to other local authorities, will be provided to the Policy Board later this year once they have been verified and published by the Scottish Government, as well as an independent benchmarking analysis of the data by ‘Scotland’s Housing Network’. 4. Scottish Housing Regulator Engagement Plan 4.1 The Scottish Housing Regulator has recently completed its annual risk assessment for all social landlords and thereafter updated their engagement plan on homelessness for Renfrewshire Council. 4.2 Renfrewshire is now one of nine local authorities which the Regulator’s national engagement plan published in April highlighted that they believe were at a heightened risk that the demands in relation to homelessness could shortly exceed their capacity to respond. 4.3 This was largely to be expected, given the on-going demand pressures that have been experienced and reported on for several years, and we will ensure that we regularly provide the Regulator with all the information necessary for them to assess and report on our performance in discharging duties to those who are homeless. 4.4 A key element will be the implementation and monitoring of our ‘Homelessness Action Plan for Renfrewshire’, which is set out in Appendix 1 of this report and summarised in section 5 below. 5. Homelessness Action Plan for Renfrewshire 5.1 The many measures that have been put in place and / or have been developed over the past two years - as well as several new actions - have now been consolidated into a comprehensive Homelessness Action Plan for Renfrewshire. 5.2 This Action Plan has been developed over the past year as the demand pressures for social rented housing and support further increased, and a range of measures were being taken to mitigate the impact on homelessness in Renfrewshire, as reported to the Policy Board throughout the last year. 5.3 The key overarching actions which run through the Plan all relate to the need: • to have a stock of temporary accommodation which meets demand, • to maintain a strong focus on social rented housing being let to those in most housing need, and • to ensure the Council and partners support those who are homeless to transition into settled housing and are able to sustain a tenancy Page 203 of 290
Page 210
PUBLIC 5.4 As well as responding to the Scottish Housing Regulator, our Action Plan for Renfrewshire also incorporates the key elements of the Scottish Government’s Emergency Action Plan announced in September 2025, which included the main homelessness-focussed actions of: • reducing the time children spend living in temporary accommodation. • consider ‘flipping’ temporary accommodation to permanent tenancies for families. • Further support for the use of the Housing First approach. • the provision of funding for pilot schemes to use private sector leasing to reduce the use of B&B. • increase in support for women experiencing domestic abuse. • extending Rapid Rehousing Transition Plans into 2026/27. 5.5 This consolidated Action Plan for Renfrewshire covers the two years to April 2028, and partners will continue to be consulted on its content and outputs, which will allow progress on its implementation to then be regularly reported to the Communities and Housing Policy Board, 5.6 Due to the quickly changing landscape as regards these homelessness and housing support pressures, the first full review of the Action Plan will be carried out no later than the end of December 2026. The Policy Board will continue to receive reports and service updates on the broader nature and scale of homelessness in Renfrewshire, as well as updates on progress with the implementation of the Action Plan. ___________________________________________________________________ Implications of the Report 1. Financial – None. 2. HR & Organisational Development – None. 3. Community/Council Planning – • Our Renfrewshire is fair - those who are homeless will be provided with housing options. • Building strong, safe and resilient communities – meeting the needs of those who are homeless and providing access to settled housing helps to support communities. • Tackling inequality, ensuring opportunities for all – those who are in housing need will be provided with settled housing options. • Working together to improve outcomes – we will be working with partners to improve outcomes for those in housing need. 4. Legal - None. Property/Assets – None. Page 204 of 290
Page 211
PUBLIC 5. Property/Assets - None 6. Information Technology – None. 7. Equality & Human Rights – (a) The Recommendations contained within this report have been assessed in relation to their impact on equalities and human rights. No negative impacts on equality groups or potential for infringement of individuals’ human rights have been identified arising from the recommendations contained in the report and it is for noting only. 8. Health & Safety – None. 9. Procurement – None. 10. Risk - None. 11. Privacy Impact - None. 12. Climate Risk – None. 13. Children’s Rights – None. 14. Cosla Policy Position – None. ___________________________________________________________________ List of Background Papers (a) Background paper 1 ‘Homelessness update’ Communities & Housing Policy Board on 28 October 2025. (b) Background paper 2 ‘Homelessness & Housing Support – 2024/25’ Communities & Housing Policy Board on 13 May 2025 (c) Background paper 3 ‘Homelessness in Renfrewshire and Review of Rapid Rehousing Transition Plan’ Communities &Housing Policy Board on 29 October 2024 (d) Background paper 4 ‘Homelessness in Renfrewshire – Update Communities &Housing Policy Board on 21 May. 2024. (e) Background paper 5 ‘Homelessness in Renfrewshire – Update Communities & Housing Policy Board on 16 January 2024. ___________________________________________________________________ Author: Tom Irvine, Homeless & Housing Support Services Manager. Email: tom.irvine@renfrewshire.gov.uk Page 205 of 290
Page 212
Page 206 of 290
Page 213
PUBLIC Homelessness Action Plan for Renfrewshire 2026 - 2028 CHPB190526 Page 207 of 290
Page 214
PUBLIC Ref Action Baseline at April 2026 Responsible Officer/ Service Outcome Timescale 1. Housing Options / Solutions 1.1 Target of 55% of general lets to homeless applicants from Council to be met 56% of general lets to homeless group in 2025/26 Housing Services Manager Homeless & Housing Support Services Manager 55% target to be met 31 March 2027 1.2 Agree target % lets to homeless applicants from all local / national RSL’s % of RSL general lets to homeless applicants in 2025/26 still to be verified. Each RSL has its own target Homeless Services Manager RSLs Review to be carried out with each RSL and targets agreed 31 July 2026 1.3 Assess feasibility of a ‘matching’ process for allocating properties to homeless applicants, in line with Allocation Policy and Homelessness Code of Guidance Officer working group being established to progress this action. Homeless Services Manager Area Housing Manager Develop and agree a revised approach for Homeless Services and Allocations team 30 August 2026 1.4 Assess impact of a pilot ‘1 reasonable offer’ approach for allocation of housing to homeless applicants Homeless applicants currently may receive up to 2 ‘reasonable’ offers Homeless Services Manager Area Housing Manager Assessment of possible impact to be carried out and recommendation on next steps – possible ‘pilot’ project 30 Sept 2026 Page 208 of 290
Page 215
PUBLIC Ref Action Baseline at April 2026 Responsible Officer/ Service Outcome Timescale 1.5 Address mismatch between demand and supply of 1 bedroom accommodation. Assess feasibility of ‘flat sharing’ tenancies for homeless applicants (see also 2.5 in relation to flat sharing in temporary accommodation) Annually c80% of homeless applicants are single person households ‘flat-sharing’ previously tested in partnership with The Simon Community Housing Options & Homeless Prevention Co- ordinator Options developed, including use of ‘under-occupation’ Feasibility assessed and recommendations made 31 Oct 2026 31 Oct 2026 1.6 Tenancy ‘Flipping’ – review process for ‘flipping’ temporary accommodation into a secure tenancy for the occupant and agree an updated approach Note: tenancy ‘flipping’ can only become a regular occurrence once the stock of temporary accommodation meets demand 1 property ‘flipped’ in 2025/26 Homeless Services Manager Area Housing Manager Review carried out and recommendations made 31 October 2026 1.7 Review pathways of accessing Discretionary Housing Payments to prevent homelessness through access to private rented sector (PRS) for those who are homeless or threatened with homelessness Access to PRS is currently largely unaffordable for many homeless applicants 29 homeless applicants supported to access PRS in 2025/26 Housing Options & Homeless Prevention Co- ordinator Establish potential number of homeless applicants who can be supported to access PRS 31 Dec 2026 1.8 Tenancy sustainment (see also 3.2) – monitor impact of Homelessness Action Plan measures on tenancy sustainment rate. 85% of homeless lets by the Council were sustained for at least 12 months (2024/25) Homeless & Housing Support Services Manager Impact of Action Plan 2026-2028 on tenancy sustainment reviewed 31 March 2028 Page 209 of 290
Page 216
PUBLIC Ref Action Baseline at April 2026 Responsible Officer/ Service Outcome Timescale 2. Temporary Accommodation 2.1 Stock of furnished temporary accommodation to be balanced to match demand Current stock - 303 furnished properties: • 175 RC ‘scatter’ flats • 33 ‘staffed’ accommodation flats • 42 RSL scatter flats • 53 supported accommodation flats Number of occasions when temporary accommodation not offered in 2025/26 still to be verified and published by Scottish Government Homeless & Housing Support Services Manager Housing Services Manager RSLs Nett increase of 30 properties in 2026/27, then review target for 2027/28 Target for number of occasions when temporary accommodation not offered to be set once 2025/26 figures verified 30 April 2027 2.2 Reduce / cease the use of hotel accommodation, and the number of breaches of the Unsuitable Accommodation Order (see also 2.13 – impact of ‘out of area’ placement of homeless applicants in Renfrewshire hotels by other local authorities) 23 single person households in hotels at 15 April 2026 Number of breaches of Unsuitable Accommodation Order in 2025/26 still to be verified and published by Scottish Government Homeless & Housing Support Services Manager Number staying in hotel accommodation reduced Target for breaches of Unsuitable Accommodation Order to be set once 2025/26 figures verified 30 April 2027 2.3 Ensure the number of children living in temporary accommodation remains relatively low and monitor any health and wellbeing impacts on children 48 children from 25 households living in temporary furnished accommodation Homeless Services Manager HSCP Maintain/reduce relatively low number of children living in temporary accommodation 31 March 2027 Page 210 of 290
Page 217
PUBLIC Ref Action Baseline at April 2026 Responsible Officer/ Service Outcome Timescale 2.4 Review provision of temporary accommodation which meets the needs of those with a disability 5 x wheelchair-access, furnished properties. (OT visits other properties to advise on adaptations based on the needs of those being placed there) MAPPA & Service Development Co-ordinator Review completed and any recommendations made 30 November 2026 2.5 Maximise ‘flat-sharing’ opportunities in temporary accommodation Previous ‘pilot’ project with Simon Community discontinued due to limited take-up Housing Options & Homeless Prevention Co-ordinator Assessment of feasibility of successful ‘flat- sharing’ arrangements 31 March 2027 2.6 Decommission Thrushcraigs Crescent ‘staffed’ accommodation Site likely to be decommissioned during 2026/27 to support the Council’s Regeneration Programme Homeless Services Manager/ Housing Regeneration Manager Accommodation de- commissioned 31 March 2027 2.7 Procure supported accommodation project for single homeless people and childless couples who may have complex needs (Abercorn Street) Procurement process underway Homeless Services Manager Tender issued for project 31 October 2026 2.8 Assess whether there are any new / alternative providers of temporary accommodation in Renfrewshire Currently leasing temp accommodation from: Council, Paisley HA, Williamsburgh HA, Linstone HA, Bridgewater HA, Sanctuary HA plus the use of several hotels MAPPA & Service Development Co- ordinator Assessment of new or alternative providers completed 31 December 2026 Page 211 of 290
Page 218
PUBLIC Ref Action Baseline at April 2026 Responsible Officer/ Service Outcome Timescale 2.9 Consider re-commencing the use of Private Sector leasing of temporary accommodation Private sector leasing used previously (3 properties) but ceased due to issues with Letting Agent registration requirement for staff, and low number of potential PSL properties. Homeless Services Manager Assessment of options completed 31 January 2027 2.10 Review the need for deployment of additional temporary frontline posts 9 x temporary posts currently deployed within Homeless Services to support response to demand pressures Homeless & Housing Support Services Manager Review of resources completed 30 September 2026 2.11 Resettlement assistance – seek resources to extend the use of resettlement assistance for those transitioning from temporary accommodation. 3 temporary posts funded via RRTP. Funding announced by Scottish Government for 2026/27 Homeless & Housing Support Services Manager Resources identified – confirmation of on- going RRTP funding obtained 31 March 2027 2.12 Review impact / cost / content of Starter Packs provided to those moving into new tenancies – including feedback from service users. 539 Starter packs provided in 2025/26. MAPPA & Service Development Co- ordinator Review completed and recommendations made 31 October 2026 2.13 Assess impact of other local authorities making ‘out-of-area’ placements in Renfrewshire hotels in relation to ‘failures to offer temporary accommodation’. n/a Homeless Services Manager Neighbouring local authorities. 0 ‘failures to offer accommodation’ due to out-of-area placements by other local authorities 31 March 2027 Page 212 of 290
Page 219
PUBLIC Ref Action Baseline at April 2026 Responsible Officer/ Service Outcome Timescale 2.14 Increase feedback recorded from those placed in temporary accommodation on quality, standards etc. and ensure feedback is used to drive service improvement. % satisfied (2024/25 figs.): • quality of advice (97%), • quality of temporary accommodation (95%) • overall quality of service received (96%) Homeless Services Manager Increase in number of responses, maintain high levels of satisfaction, record any changes in service delivery based on feedback. 31 March 2027 2.15 Assess the effectiveness and potential savings by having in-house team (porters) carrying out valets at our stock of temporary accommodation (pilot initiative run in 2025/26) In-house team have been carrying out valets instead of contracting with an private company Benefits, efficiency and any cost savings to be established MAPPA & Service Development Co- ordinator Cost / benefit assessment completed, and recommendations made. 30 September 2026 2.16 MAPPA – establish baseline for time service users spend in temporary accommodation and consider how quicker ‘move-ons’ can be safely achieved Establish baseline for 2025/26 MAPPA & Service Development Co- ordinator MAPPA partners Reduction in average time spent in temporary accommodation for MAPPA cases. 31 March 2027 3. Homeless Prevention & Housing Support 3.1 Maximise the % of homeless applicants provided with housing support Analysis produced in April 2026 highlights that those who receive/engage with housing support more likely to sustain a tenancy Homeless Services Manager Housing Support Services Manager Maintain / increase proportion of homeless applicants engaging with housing support 31 March 2027 Page 213 of 290
Page 220
PUBLIC Ref Action Baseline at April 2026 Responsible Officer/ Service Outcome Timescale 3.2 Track impact of housing support on tenancy sustainment and repeat homelessness Analysis produced in April 2026 highlights that those who receive/engage with housing support more likely to sustain a tenancy Housing Support Services Manager Local housing teams and RSLs briefed on role of Housing Support and positive impact on tenancy sustainment Assessment completed on housing support resources required to meet demand 31 December 2026 31 December 2026 3.3 Encourage a holistic approach to preventing homelessness through strengthening community wide advice on broader housing options and address public expectations of accessing social rented housing and support. Sessions for frontline housing services and RSL staff on ‘housing options and homeless prevention’ planned for 2026. HSCP ‘Ask & Act’ pilot looking at this issue. Homeless Services Manager HSCP Sessions with frontline staff carried out. 31 January 2027 Page 214 of 290
Page 221
PUBLIC Ref Action Baseline at April 2026 Responsible Officer/ Service Outcome Timescale 3.4 Track repeat homelessness Analyse abandoned tenancies including reasons for abandonment / destination for those former tenants. Review good practice examples from ‘Ask and Act’ pilot projects funded by Scottish Government to establish improved ways of working to prevent homelessness and repeat homelessness. 6.2% in 2025/26* 4.9 % in 2024/25 6.5% in 2023/24 *to be verified 122 abandoned tenancies (Council only) in 2025/26. Pilot projects just commenced Range of partners have a role with these 3 tasks: Housing Services Homeless Services Housing Support RSLs HSCP 3rd sector organisations Reduction in repeat homelessness and number of abandoned tenancies. Improve understanding of the reasons behind tenants abandoning tenancies 31 March 2027 3.5 Monitor the impact of homeless presentations from private rented sector 128 homeless applications from PRS in 2025/26 Homeless Services Manager Monitoring process established and any actions identified. 31 March 2027 3.6 Assess the feasibility of deploying family mediation resource(s) to support the response to youth homelessness and maximise family reconciliation opportunities. Work currently included within the role of 2 x Youth Housing Options Adviser posts Housing Options & Homeless Prevention Co- ordinator Assessment carried out and recommendations made. 31 December 2026 3.7 Submit regular updates to Communities and Housing Policy Board Regular reports and service updates on nature/scale of homelessness issues submitted to Policy Board. Homeless & Housing Support Services Manager Regular Policy Board reports and / or Service Updates to be submitted during 2026 - 2028 First update on Action Plan to be submitted to CAH Policy Board in January 2027 Page 215 of 290
Page 222
PUBLIC Ref Action Baseline at April 2026 Responsible Officer/ Service Outcome Timescale 3.8 Complete annual review of RRTP Most recent Annual Review submitted to Scottish Government in summer 2025. Homeless & Housing Support Services Manager Annual Review submitted to Scottish Government. Tbc once advised by Scottish Government. 3.9 Continue joint working with Throughcare Services to ensure care experienced young people are offered housing options advice in line with the Throughcare Protocol, and / or they can easily access Throughcare Satellite flats to avoid homelessness. Throughcare Protocol in place. Homeless & Housing Support Services Manager Children Services Review effectiveness of joint working arrangements. 31 March 2027 3.10 Increase number of ‘Promise Keepers’ across Homeless Services. 1 Promise Keeper Homeless & Housing Support Services Manager Number of Promise Keepers increased. 31 March 2027 3.11 Implementation of new ‘Ask & Act’ duty – assess impact on homeless referrals and prevention Housing (Scotland) Bill introduces Ask & Act Homeless & Housing Support Services Manager Impact assessed and any actions required identified To be set once ‘Ask & Act’ is rolled out by Scottish Government 3.12 Review / update hospital discharge protocol Protocol in place Housing Options & Homeless Prevention Co- ordinator Area Housing Manager HSCP Protocol reviewed and updated 31 March 2027 3.13 Ensure homelessness / housing support issues are included in Council’s ‘hoarding’ policy Housing Support Co- ordinator has become member of Officer Working Group developing policy in this area. Housing Support Services Manager Homelessness and Housing Support reflected in ‘hoarding’ policy. 31 March 2027 Page 216 of 290
Page 223
PUBLIC Ref Action Baseline at April 2026 Responsible Officer/ Service Outcome Timescale 3.14 Review impact of the use of Housing First approach, and funding sources. 102 households being supported via Housing First approach. (WRAP, NHP, Open Doors, and in-house team). Housing Support Co-ordinator Maintain high-level of use of Housing First approach. 31 March 2027 3.15 Review impact of Year 1 of New Harbour Project and Open Doors initiative (RCA). New Harbour Project launched in Mar 2026 Open Doors - 30 service users Housing Support Services Manager New Harbour Project review completed Open Doors initiative review completed 31 March 2027 31 October 2026 3.16 Domestic Abuse Policy for Housing Services (including homelessness) to be approved and published Policy drafted for consultation Housing Lead Officer (Policy, Performance & Participation) Policy approved for implementation 30 August 2026 4. Future Planning and Service Development 4.1 Commission external review to provide independent oversight on delivery of Homeless Services in Renfrewshire, our Action Plan and assess compliance arrangements. (see also 4.8) n/a Homeless & Housing Support Services Manager External review undertaken and associated report provided 30 November 2026 4.2 Review out-of-hours ‘stand-by’ service following de-commission of Thrushcraigs Crescent accommodation (see 2.6) Telephone access to in- house advice and/or temporary accommodation provided in evenings and weekends MAPPA & Service Development Co- ordinator Review completed and recommendations made 31 March 2027 Page 217 of 290
Page 224
PUBLIC Ref Action Baseline at April 2026 Responsible Officer/ Service Outcome Timescale 4.3 Assess changes in demand and impact on resources, temporary accommodation etc considering impact of: • UK migration policies. • Suspension of ‘local connection’ • SPS early release programme. • Delivery of new build programmes for Council and RSLs. • acquisition of properties Impact assessments on- going Homeless & Housing Support Services Manager Assessment carried out 31 March 2027 4.4 Review staffing structure in Homeless Services to ensure sufficient resources in place n/a Homeless & Housing Support Services Manager Head of Housing Services Review complete and recommendations made 31 March 2027 4.5 Assess feasibility of migration to new housing management IT system for homelessness case management etc Possible migration to NEC system now included in Phase 2 of HIP project Homeless Services Manager Housing Solutions Manager Work with HIP project team to assess feasibility 31 January 2027 4.6 Review policy for setting rent charge for temporary accommodation Rent setting policy approved and implemented from April 2025 Finance Business Partner Homeless & Housing Support Services Manager Review of rent charging policy undertaken 31 December 2027 4.7 Assess interest in reconvening the Renfrewshire Homelessness Partnership Homeless Partnership role currently incorporated within quarterly Housing Provider Forum meetings Homeless & Housing Support Services Manager RSLs Assessment carried out with partners. 31 December 2026 Page 218 of 290
Page 225
PUBLIC Ref Action Baseline at April 2026 Responsible Officer/ Service Outcome Timescale 4.8 Scan what is taking place in other Scottish local authorities – any lessons to be learned for Renfrewshire – (see also 4.1) Reviewing other local authority’s homeless action plans Homeless Services Manager Scan completed and any actions identified added to Action Plan 30 September 2026 4.9 Monitor the increase in supply of social rented housing and consider how the affordable housing supply programme/SHIP/empty homes work could help address longer term demand from homelessness. Monitoring on-going Homeless & Housing Support Services Manager Strategy & Place Manager Maximise opportunities to increase access to settled housing for homeless applicants 30 March 2027 4.10 Homelessness Action Plan reflected within Local Housing Strategy and Service Improvement Plan, and develop homelessness profile setting out the extent and nature and trends in homelessness in Renfrewshire to inform service provision and the next LHS/HNDA Homelessness covered extensively in current Local Housing Strategy and SIP Homeless & Housing Support Services Manager and Strategy & Place Manager Action Plan reflected within LHS and detailed homelessness profile produced 31 October 2026 Page 219 of 290
Page 226
PUBLIC Environment, Housing and Infrastructure Renfrewshire Council Renfrewshire House Cotton Street Paisley PA1 1BR Page 220 of 290
Page 227
PUBLIC ___________________________________________________________________ To: Communities and Housing Policy Board On: 19 May 2026 ___________________________________________________________________ Report by: Director of Environment, Housing and Infrastructure ___________________________________________________________________ Heading: Conclusion of Single Voids Team Pilot ___________________________________________________________________ 1. Summary 1.1 The purpose of this report is to provide the Policy Board with a final report on the work of the Single Voids Team, which was implementing a series of specific improvement measures. This builds on the interim updates provided to the Policy Board at its meetings of 29 October 2024 and 19 August 2025. ___________________________________________________________________ 2. Recommendations It is recommended that the Communities and Housing Policy Board: 2.1 Note the impact of the Single Voids Team pilot in reducing void numbers, void rent loss and Average Re-let Times. 2.2 Note the targets that have been set for 2026–2027. 2.3 Note the actions taken to make the working practices developed during the pilot “business-as-usual”. _________________________________________________________ 3. Background 3.1 During the pandemic the number of void properties increased significantly as a result of the restrictions in place at the time which effectively stopped repair works and the letting of homes. The resulting challenges were exacerbated by a shortage of resources across the construction sector and difficulties in dealing with utilities suppliers. Item 10 CHPB190526 Page 221 of 290
Page 228
PUBLIC 3.2 The Council carried out an end-to-end review of void processes and officers have since been working to implement a series of specific measures to improve void performance, through the establishment of a Single Voids Team pilot, bringing together officers from both Housing Services and Building Services. 3.3 Key actions and outcomes from the work of the Single Voids Team included: earlier selection of new tenants based on estimated completion dates for void works; the introduction of 360o virtual tours of void properties, so that potential tenants can accept or refuse them more quickly; and a review of the ready-to- let standard including reducing the extent of decoration work and the provision of décor packs to incoming tenants to enhance tenant choice in relation to home décor. 3.4 A series of performance measures were established for: The numbers of voids; Void rent loss; and Average Re-let Time. Performance is set out in section 4 of this report. 3.5 It was previously agreed that the pilot should continue throughout 2024–2025 and 2025–2026. This report provides an update on void property performance at the conclusion of the pilot period and sets out how the working practices developed during the pilot will now be embedded in “business as usual.” 4. Performance Measures 4.1 Specific metrics were established and progress was measured on a weekly basis. They were as follows: 4.1.1 The number of voids At 2 April 2024 we had 517 void properties and the outcome at the end of the second year was 301. As can be seen from Graph 1 below, there was a significant reduction in the number of Management voids in the first sixth months of the pilot and a significant reduction in Operational voids in the second sixth months, allowing an aggregate reduction of 183 in the first year alone. The reduction in void numbers continued in the second year but was more modest, at 33. This may be because we have returned to a more normal level of void numbers. It should be noted, however, that the reduction in average re-let time – which was the main objective of the Single Voids Team pilot – was even more marked in the second year than in the first (see 4.1.3 below). 4.1.2 Void rent loss In 2023–2024 the void rent loss was 4.45%. and the outcome at the end of the second year was 2.89%. The long-term planning assumption for 2025–2026 allows for combined void rent loss of 3.35%, reducing to 3.00% in 2026–2027, and current performance indicates that the service remains on track to deliver within the assumptions agreed through the long-term HRA budget and business-planning process. Page 222 of 290
Page 229
PUBLIC As can be seen from Graph 2 below, reductions in void rent loss on a week-to- week basis mirror the reduction in void numbers. The year-to-date figure reduced steadily throughout the first year and in the second year it has remained below 3.00%. The figure for void rent loss reported to the Scottish Housing Regulator – which is related to (but not identical to) the figure for Operational voids – was 1.30% for the first year and 0.87% for the second year. 4.1.3 Average re-let time Our average re-let time as reported to the Scottish Housing Regulator last year and in each of the previous five financial years is shown below: Year Average re-let time (calendar days) 2020–2021 85.7 2021–2022 66.0 2022–2023 60.6 2023–2024 50.4 2024–2025 37.3 2025–2026 28.6 There were improvements each year from 2020 to 2024 as we emerged from the pandemic. In both years of the Single Voids Team pilot there have been further significant improvements in the turnaround time to 37.3 and 28.6 days respectively, the best performance achieved by Renfrewshire since the current reporting regime was introduced. 4.2 We have now set specific targets for 2026–2027. The table below compares figures achieved in 2023–2024 (prior to the Single Voids Team pilot), 2024– 2025 and 2025–2026 with the targets for the end of 2026–2027: Metric 31.03.24 actual 31.03.25 actual 31.03.26 actual 31.03.27 target Number of voids 517 334 301 288 Void rent loss 4.45% 3.48% 2.89% 2.70% Average re-let time (days) 50.4 37.3 28.6 35.0 4.2.1 The number of voids – we aim to reduce overall void numbers to a maximum of 2.50% of lettable units by the end of the year, which based on current numbers is 288. This aligns with the target for void rent loss. 4.2.2 Void rent loss – the target is a maximum of 2.70% for the whole year. This is 10% more ambitious than the Business Plan, which allows for 3.00%. 4.2.3 Average re-let time – the target is 35.0 calendar days. In the coming year, with the emphasis on Management voids (see below), it is likely that many properties will be re-let after a very long void period. While welcome, this drives up the turnaround time as these periods are only counted when the property is let, not while it remains void. Consequently, the figure of 28.6 calendar days achieved in 2025–2026 will be difficult to achieve in the coming year. Page 223 of 290
Page 230
PUBLIC Graph 1 – void numbers 0 100 200 300 400 500 600 02/04/2024 16/04/2024 30/04/2024 14/05/2024 28/05/2024 11/06/2024 25/06/2024 09/07/2024 23/07/2024 06/08/2024 20/08/2024 03/09/2024 17/09/2024 01/10/2024 15/10/2024 29/10/2024 12/11/2024 26/11/2024 10/12/2024 24/12/2024 07/01/2025 21/01/2025 04/02/2025 18/02/2025 04/03/2025 18/03/2025 01/04/2025 15/04/2025 29/04/2025 13/05/2025 27/05/2025 10/06/2025 24/06/2025 08/07/2025 22/07/2025 05/08/2025 19/08/2025 02/09/2025 16/09/2025 30/09/2025 14/10/2025 28/10/2025 11/11/2025 25/11/2025 09/12/2025 23/12/2025 06/01/2026 20/01/2026 03/02/2026 17/02/2026 03/03/2026 17/03/2026 31/03/2026 Operational Management Total Page 224 of 290
Page 231
PUBLIC Graph 2 – void rent loss -£10,000 £0 £10,000 £20,000 £30,000 £40,000 £50,000 £60,000 08/04/2024 22/04/2024 06/05/2024 20/05/2024 03/06/2024 17/06/2024 01/07/2024 15/07/2024 29/07/2024 12/08/2024 26/08/2024 09/09/2024 23/09/2024 07/10/2024 21/10/2024 04/11/2024 18/11/2024 02/12/2024 16/12/2024 30/12/2024 13/01/2025 27/01/2025 10/02/2025 24/02/2025 10/03/2025 24/03/2025 07/04/2025 21/04/2025 05/05/2025 19/05/2025 02/06/2025 16/06/2025 30/06/2025 14/07/2025 28/07/2025 11/08/2025 25/08/2025 08/09/2025 22/09/2025 06/10/2025 20/10/2025 03/11/2025 17/11/2025 01/12/2025 15/12/2025 29/12/2025 12/01/2026 26/01/2026 09/02/2026 23/02/2026 09/03/2026 23/03/2026 Actual rent lost (Operational, not including Homeless Persons' Unit voids) Actual rent lost (Management voids) Page 225 of 290
Page 232
PUBLIC 5. Next steps 5.1 The pilot has been successful in reducing void numbers, void rent loss and (crucially) Average Re-let Time. Arrangements are now being made to embed the model within the staffing establishment to ensure performance improvements are maintained and to continue to drive further efficiencies in the void process. A new post of Empty Homes Team Manager will lead the team and will develop and implement a new action plan to drive continued improvements across the void property process. 5.2 A key area of focus for future improvements is that of Management voids – those that cannot immediately be made ready-to-let. The number of management voids was reduced from 328 on 16 April 2024 to 224 at the end of the pilot. In order to reduce overall void numbers as planned, it will be necessary to make further inroads. Officers will finalise and implement an action plan to drive down the number, including specifically carrying out a value-for- money exercise in respect of voids in closes which have an unusual configuration, have structural problems, are in a poor state of repair and/or are low demand. This exercise will be led by the Empty Homes Team Manager. 5.3 Updates on void property performance will continue to be provided to the Policy Board each year. __________________________________________________________________ Implications of the Report 1. Financial – the creation of an Empty Homes Team represents additional staffing costs within the Housing Revenue Account. For 2026–2027, it is proposed that these costs are managed through realignment of the existing void repairs budget, recognising that this may create pressure if offsetting savings are not fully realised. As part of the 2027–2028 HRA Business Plan refresh, the ongoing revenue impact of these posts, alongside the benefits delivered through improved void performance and reduced rent loss, will be fully assessed to inform longer-term funding arrangements and ensure alignment with HRA sustainability. 2. HR & Organisational Development – a Scheme of Delegation has been approved and new posts advertised and by the time of the Board meeting candidates will have been interviewed. 3. Community/Council Planning – • Working together to improve outcomes – the Single Voids Team brings together and co-locates key personnel from Housing Services and Building Services so that they can work closely together to improve performance on void rent loss, void numbers and void turnaround time. 4. Legal – none. 5. Property/Assets – none. Page 226 of 290
Page 233
PUBLIC 6. Information Technology – none. 7. Equality & Human Rights – the Recommendations contained within this report have been assessed in relation to their impact on equalities and human rights. No negative impacts on equality groups or potential for infringement of individuals’ human rights have been identified arising from the recommendations contained in the report because it is for noting only. If required following implementation, the actual impact of the recommendations and the mitigating actions will be reviewed and monitored, and the results of the assessment will be published on the Council’s website. 8. Health & Safety – none. 9. Procurement – all procurements including the proposed contract to carry out works to bring houses to the Scottish Housing Quality Standard and the use of the Scotland Excel Framework for Construction Materials “Sub-Lot 4.3 – Paint & Paint Sundries ONLY – Paint Voucher Scheme and Paint Disposal” Reference 1422 for the supply of “Décor Packs” to new tenants have been done in conjunction with Procurement colleagues. The appointments of a supplier of 360o virtual tours were for amounts not exceeding £25,000 were carried out by the Single Voids Team following a competitive process. In all cases officers have ensured that the Council meets its statutory requirements, its Standing Orders Relating to Contracts 1 January 2024, The Procurement (Scotland) Regulations 2016, The Public Contracts (Scotland) Regulation 2015 and the Council’s Financial Regulations. 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 Background Paper 1 – Service Update Report to the Communities and Housing Policy Board of 16 January 2024. Background Paper 2 – Single Voids Team Update Report to the Communities and Housing Policy Board of 29 October 2024. Background Paper 3 – Single Voids Team Update Report to the Communities and Housing Policy Board pf 19 August 2025. Page 227 of 290
Page 234
PUBLIC The foregoing background papers will be retained within the Housing Service for inspection by the public for the prescribed period of four years from the date of the meeting. The contact officer within the service is Ray Walkinshaw, Housing Regeneration and Development Manager, telephone 0141-487 2189 or 07483 146814 and e-mail ray.walkinshaw@renfrewshire.gov.uk. ___________________________________________________________________ Author: Ray Walkinshaw ray.walkinshaw@renfrewshire.gov.uk Page 228 of 290
Page 235
PUBLIC ___________________________________________________________________ To: Communities and Housing Policy Board On: 19th May 2026 ___________________________________________________________________ Report by: Director of Environment, Housing and Infrastructure ___________________________________________________________________ Heading: YouDecide Tenant Fund – Year 1 Update ___________________________________________________________________ 1. Summary 1.1 The participatory budgeting Tenant Fund was established as part of the 2025/26 to 2027/28 Housing Revenue Account budget which was approved by the Council in February 2025, where it was agreed that a £600,000 YouDecide Tenant Fund should be established for tenants to decide how this budget is best spent over the three-year period. 1.2 Details of the YouDecide Tenant Fund were presented to the Policy Board in May 2025, and it was agreed an annual update would be provided to the Board. This report provides members with information relating to year one of the YouDecide Tenant Fund, where £150,000 was made available across the four Local Housing Areas. 1.3 The report details the stages involved in year one of this fund, how it was publicised, details of the project ideas submitted and provides more information on what projects have been successfully voted for by Council tenants for implementation. 1.4 The report also outlines the proposed timeline for delivery of Year 2 of the programme where a further £250,000 is being made available across the four Local Housing Areas. ___________________________________________________________________ Item 11 CHPB190526 Page 229 of 290
Page 236
PUBLIC 2. Recommendations It is recommended that the Communities and Housing Policy Board: 2.1 Note the content of the report in Section 4 in relation to year one of the YouDecide Tenant Fund. 2.2 Note the timeline proposed in Section 6 of this report for the various stages within Year 2 of the YouDecide Tenant Fund. ___________________________________________________________________ 3. Background 3.1 From a standing start, officers worked across Council services and with Cosla representatives to design and deliver a comprehensive programme of marketing material to promote the YouDecide Tenant fund. This included posters, leaflets and a YouTube information clip along with social media activity and training events for staff and elected members. Information events for tenants and residents were delivered within various community locations, including 10 of the 12 Renfrewshire libraries, 2 events in Gallowhill and numerous events across the Council’s sheltered complexes and multi storey blocks. 3.2 With assistance from Cosla, the Consul platform was developed to provide Renfrewshire Council with their own Participatory Budgeting platform that improves transparency and builds trust through clear communication of the project outcomes and next steps. A dedicated page on the Council’s website was also created to provide further information and a link to the Consul site. 3.3 The YouDecide tenant team pre-registered all Council tenants and issued a letter to their home address with a dedicated username and password for them to access the online portal. All elected members and a number of officers across Housing Services were also pre-registered to allow them to participate and assist residents as necessary. These logins remain effective and can be used throughout years one to three of this initiative. Any new tenancies commenced since year one logins were created, have been issued with a dedicated log in, similarly tenancies ended have had their accounts disabled and tenants who have moved from one Local Housing Area to another have had their account amended to allow them to participate in the area they now live within. 3.4 In recognition that not all tenants and residents are digitally enabled and to increase participation and awareness of the Participatory Budgeting (PB) programme, further processes were established to ensure support was in place for those who required additional assistance. This included in person help to complete online submissions or checking and completing the paper forms for input into the system. The information was also made available in other languages on request. Page 230 of 290
Page 237
PUBLIC 4. Year One Overview 4.1 Each of the four Local Housing areas were allocated an equal split of the £150,000 made available for year one projects. The project submission phase opened on 10th November 2025 for six weeks. Posters and leaflets were delivered to each local housing team and YouDecide officers carried out a full week of events across Renfrewshire libraries to increase project awareness. Officers across Housing Services, including the activity coordinators in the sheltered housing complexes and multi storey blocks, further assisted this awareness raising, supporting tenants to have a stronger sense of ownership and see local empowerment in action until the submission phase closed on 21st December 2025. 4.2 A total of 72 project ideas were submitted during the submission window. 30 of these met the essential criteria and went through to the tenant vote stage of the process when tenants were then able to vote for their favourite projects between 16th February and 15th March 2026. 4.3 This vote was only open to Council tenants who could use their voting power within their local housing area, up to the value of £37,500. The dedicated email mailbox handled direct enquiries in relation to the YouDecide Tenants project including the reissuing of tenant log in details where they had been misplaced or a reminder was required to allow tenants to vote. 4.4 To encourage tenants to vote, further events took place across Renfrewshire libraries and within multi storey blocks and sheltered complexes. Monitoring information from the Council’s web page shows that from creation in mid-2025 up to 15th March 2026, 629 users viewed the page with 518 of those classed as active users, meaning some users viewed the page multiple times. 4.5 The list below highlights the general content of the projects submitted for consideration in year one: • Waste and Bin Management: Statements proposed creating new, designated storage areas and upgrading existing bin sheds to improve accessibility, tidiness, and overall waste management for communal areas. • Internal Communal Area Maintenance: Statements regarding internal communal areas called for comprehensive cleaning and painting of closes to improve liveability. The conversation also focused on safety and security enhancements, such as installing stair grippers and upgrading entry doors, while highlighting significant difficulties in carrying out repairs within mixed-tenure buildings. • External Maintenance and Landscaping: The discussion on external maintenance and landscaping centered on improving the visual appeal and usability of garden areas and improving them with new plants and upgraded amenities to create more pleasant and functional outdoor spaces. Page 231 of 290
Page 238
PUBLIC • Parking and Vehicle Access: The conversation about parking and vehicle access focused on strategies to increase the number of available spaces by converting underused land. Statements also suggested improving the management of existing car parks with clearer line markings and signage. • Paths and Pedestrian Access: Statements on paths and pedestrian access identified safety and accessibility issues, including some surfaces in disrepair. The conversation proposed creating new paths and repairing existing ones to ensure safe passage for residents, particularly children, the elderly, and wheelchair users. • Community Amenities: The discussion on community amenities centered on enhancing shared spaces to improve social connection and practicality. Statements proposed upgrading outdoor social areas with new seating, creating accessible community spaces, and adding aesthetic features like art displays and seasonal decorations. 4.6 Following a successful voting stage, 16 of the 30 projects were voted in by Council tenants for delivery throughout 2026. This includes: • Seven projects which involve improvements to existing bin areas or an upgrade to include new designated bin areas to improve waste management and disposal. Some of these projects also include changes to the existing bin types and schedules in consultation with Waste Services. • Three projects will see improvements to communal closes. This includes a full industrial clean and fresh painting where necessary. • Four projects focus on improvements to communal gardens and outdoor areas. This includes creating patio areas for seating, planters and accessible pathways to garden areas. • One project will improve car parking arrangements with the space lining of three car parking areas which are held on the Housing Revenue Account. • One project will provide a community notice board on housing land which will be managed by the local tenants and residents’ association, in conjunction with the local primary school. 4.7 It is envisaged that the request for quote process for projects under £25,000 will be followed as far as possible to source local suppliers for the delivery of the small works projects voted in for year one. In preparation of this, the YouDecide team attended a recent CPU organised supply chain event which was well attended and provided the opportunity for local suppliers to hear about the programme and the work opportunities that could arise from it. All winning projects for year one will be delivered throughout 2026 with promotion of these works used to highlight delivery progress and increase year 2 tenant engagement. Page 232 of 290
Page 239
PUBLIC 4.8 The 14 projects that met the criteria but were not voted for by tenants in year one of the fund can be resubmitted for year two. The submitter has the option to update, amend and split larger project ideas into smaller submissions if they feel this may be more beneficial in year two of the voting process. The YouDecide team will reach out to these tenants/residents to discuss their options in this regard. 4.9 The YouDecide Tenant Fund year one also received 42 submissions that did not meet the essential criteria. Examples of this were matters for routine repairs and other areas of Environment and Infrastructure that have been assigned to those service areas to attend to. 5. Year 1 Review 5.1 As this is a wholly new programme and way of delivering small scale investment and improvement projects for our tenants, a review of the first year, including a ‘lessons learned’ exercise will be undertaken by officers. Input to this process will be sought from both elected members and tenant representatives to look back at year one and understand what worked well and what could be done differently as we embark on year two of the programme. 5.2 In reviewing the first year of the programme, feedback will be sought to identify ways of encouraging more tenant participation in year two. It is anticipated that once some year one projects have been delivered, these can be used as examples to promote the programme, demonstrating the potential benefits within communities and giving tenants ideas for their own areas. 5.3 A review of the findings will be discussed with the Tenant Scrutiny Panel who have been instrumental in working with officers to ensure the programme is being delivered transparently and as envisaged at the outset. A similar ‘lessons learned’ exercise will be carried out again at the end of year two, to assess if any changes in our approach were successful and if further review is to be merited. 6. Year Two Timeline 6.1 Having established the processes from year one of the fund, it is anticipated that the second year could commence earlier with a longer project suggestion and voting period. To ensure further engagement and increased participation by tenants, officers will in addition to enhanced communication efforts, approach TRAs and other local community groups to increase the number and range of project ideas for Year 2 of the fund. Page 233 of 290
Page 240
PUBLIC 6.2 The indicative timeline for Year 2 of the fund is set out below: • Idea Submission period June – September for 12 weeks. • Review and costing phase September – November for 8 weeks. • Voting phase November to January 2027 for 8 weeks. • Voting review phase January 2027 for 2 weeks. • Winners announced at end of January 2027. • Project delivery from February 2027. 6.3 Further regular updates on the YouDecide programme will be provided to the board as part of the Service Update report, with an annual update provided in May 2027 for Year 2 of the fund. ___________________________________________________________________ Implications of the Report 1. Financial – Funding for the YouDecide Tenant Fund was agreed as part of the 2025/26 multi-year rent increase and totals £0.600m over the period 2025/26 to 2027/28 (£0.150m, £0.250m and £0.200m respectively). Expenditure will be recognised in the financial year in which projects are completed, with budget profiles reviewed and adjusted as required to reflect delivery, while remaining within the approved funding allocation. 2. HR & Organisational Development – None 3. Community/Council Planning – • Our Renfrewshire is fair - giving tenants the opportunity to highlight and vote for project ideas that will benefit the safety, security and enjoyability of HRA land and buildings in their area. • Reshaping our place, our economy and our future – Using participatory budgeting in this way gives the power to tenants to choose how they would like to see this fund spent. 4. Legal – There may be a requirement for some title checks to ensure the project submissions meet the essential criteria of being within HRA ownership. 5. Property/Assets – Projects approved for delivery will enhance the property or land surrounding it. 6. Information Technology – There was no requirement for Council ICT support with regard to the YouDecide Fund, however, there was a requirement in year one to establish the Consul website for Renfrewshire Councils use, this will continue into future years with other areas of the Council expected to also use and benefit from the Consul platform. Page 234 of 290
Page 241
PUBLIC 7. Equality & Human Rights - (a) The Recommendations contained within this report have been assessed in relation to their impact on equalities and human rights. No negative impacts on equality groups or potential for infringement of individuals’ human rights have been identified arising from the recommendations contained in the report. If required as implementation continues, the actual impact of the recommendations and the mitigating actions will be reviewed and monitored, and the results of the assessment will be published on the Council’s website. 8. Health & Safety - None 9. Procurement – The projects voted for by tenants will be taken through the Request for quote process where each project is under £25,000. This process will as far as possible, look to source local suppliers for the delivery of the small works projects. In preparation of this, the YouDecide team attended a recent CPU organised supply chain event which was well attended and provided the opportunity for local suppliers to hear about the programme and the work opportunities that could arise from it. 10. Risk – There is a risk that the momentum and delivery of the identified projects gather increased support and desire from tenants to continue the participatory budgeting process beyond the 3 years approved for the project. 11. Privacy Impact – None. 12. Climate Risk – None. 13. Children’s Rights - None. 14. Cosla Policy Position – The YouDecide Tenants Participatory Budgeting project has been created and delivered with ongoing support and assistance from Cosla. ___________________________________________________________________ List of Background Papers (a) Background Paper 1 Report to Council, Housing Revenue Account Budget & Rent Levels 2025/26 to 2027/28 and Housing Capital Investment Plan 2025/26 to 2029/30, 27 February 2025. (b) Report titled Participatory Budgeting ‘Tenants Decide’ Fund to Communities and Housing Policy Board, 13 May 2025. The foregoing background papers will be retained within Housing Services for inspection by the public for the prescribed period of four years from the date of the meeting. The contact officer within the service is Jennifer Murdoch, jennifer.murdoch@renfrewshire.gov.uk ___________________________________________________________________ Author: Jennifer Murdoch Email: jennifer.murdoch@renfrewshire.gov.uk Page 235 of 290
Page 242
Page 236 of 290
Page 243
PUBLIC ___________________________________________________________________ To: Communities and Housing Policy Board On: 19 May 2026 ___________________________________________________________________ Report by: Director of Environment, Housing and Infrastructure ___________________________________________________________________ Heading: Housing Revenue Account (HRA) Acquisitions and Disposals - Update 2026 ___________________________________________________________________ 1. Summary 1.1 This Policy Board has previously approved a number of reports setting out policies in relation to both the disposal and acquisition of properties held on the Housing Revenue Account. 1.2 This is the second annual report which provides an update on progress on acquisition and disposal of properties held under the Housing Revenue Account in the financial year 2025/26. ___________________________________________________________________ 2. Recommendations It is recommended that the Communities and Housing Policy Board: 2.1 Note the progress made to date in the acquisition and disposal of properties held under the Housing Revenue Account. 2.2 Note that further updates on this topic will be provided on an annual basis. ___________________________________________________________________ Item 12 CHPB190526 Page 237 of 290
Page 244
PUBLIC 3. Background 3.1 The Housing and Community Safety Policy Board on 13 May 2014 approved the ‘Single Council Dwellings in Larger Common Blocks’ policy. An amended policy was approved by this Policy Board on 16 August 2022. The purpose of this policy is to identify blocks where the Council has a minority ownership interest and accordingly will encounter greater difficulties when seeking to bring forward improvement works for the benefit of its tenants due to a failure of a majority of private owners to consent to the works. 3.2 A number of properties that have become naturally vacant within blocks where the Council has a minority interest have been marketed for sale on the open market. Each last in the block property that becomes naturally vacant has been reviewed by a working group of officers who then make recommendations to either invest, retain and relet or sell each property. The proceeds of these disposals are then reinvested, together with available Scottish Government grant finance, in the acquisition of additional residential properties within Renfrewshire that it is considered would meet a particular demand need or consolidate the Council’s ownership within mixed tenure blocks. 3.3 The purpose of this report is to provide a further annual update on the progress made on these disposals in line with the ‘Single Council Dwellings in Larger Common Blocks’ policy and acquisitions made in parallel as part of the Council’s Acquisition Policy. 3.4 In this financial year, 13 properties have been sold in accordance with the disposal policy between 1st April 2025 and 31st March 2026. A breakdown of disposals by locality is contained in Table 1 below. Table 1 - Disposals by Local Neighbourhood Area Neighbourhood No. Properties Property Type/Size Paisley North 2 1 x 1 bed flat and 1 x 2 bed flat Paisley South 6 3 x 1 bed flats and 3 x 2 bed flats Renfrew and Gallowhill 4 1 x 1 bed flat and 3 x 2 bed flats Johnstone and villages 1 1 x 2 bed flat Total 13 3.5 In this financial year, 20 properties have been acquired in accordance with the acquisition policy as at 31st March 2026. Four of these were acquired with the tenant in situ, following an update to the acquisition scheme as approved by this board in May 2025. All 20 acquisitions have been supported by grant finance from the Scottish Government and receipts from the proceeds of last in the block sales. A breakdown of these acquisitions by locality is contained in Table 2 below. Page 238 of 290
Page 245
PUBLIC Table 2 - Acquisitions by Local Neighbourhood Area Neighbourhood No. Properties Property Type/Size Paisley North 8 3 x 1 bed flats, 4 x 2 bed flats, 1 x 2 Maisonette flat. Paisley South 4 1 x 1 bed flats, 1 x 2 bed flat, and 2 x 2 bed houses. Renfrew and Gallowhill 1 1 x 1 bed flats Johnstone and villages 7 1 x 1 bed bungalow, 3 x 1 bed flats, and 3 x 2 bed flats. Total 20 3.6 All potential buy backs are assessed prior to being approved for acquisition as to their suitability and any works required to bring them up to the relevant lettable standards. Particular attention has been paid this year to acquisitions within regeneration areas where this would increase the Councils majority position or give full ownership to allow investment works to be progressed. 3.7 In addition to the acquisitions set out above, the regeneration team have further agreed 10 more acquisitions at this time, including 4 in Renfrew, 1 in Paisley and 5 in Johnstone but given that these are not scheduled to settle until into the next financial year, they will feature in next years’ annual report. 3.8 All sold properties are approved in advance for disposal by an officer working group. Properties identified for sale tend to be in blocks where the Council have been unable to reach owner agreement to proceed with larger investment programmes, where the Council have a lack of demand for the type, size or location of property or where the cost to deliver required investment does not demonstrate value for money for the Housing Revenue Account (HRA). 3.9 Since the implementation of both policies, each year to date, has delivered a net increase in the number of lettable properties within the Councils stock. This has a positive impact in terms of addressing need from our housing waiting list, reducing homelessness (new tenant in situ process) and the increased delivery of repairs/maintenance and larger investment programmes. 3.10 Further updates will be provided to the Policy Board annually on the progress of disposal of ‘last in the block’ properties and parallel acquisitions. ___________________________________________________________________ Page 239 of 290
Page 246
PUBLIC Implications of the Report 1. Financial – Acquisitions are funded through a mix of disposal receipts and Scottish Government grant support. Each potential purchase — whether vacant or with a tenant in situ — must demonstrate a clear fit with the Council’s Acquisition Strategy and meet all relevant Scottish Government grant criteria, ensuring decisions remain value for money and aligned to strategic priorities. 2. HR & Organisational Development – None 3. Community/Council Planning – • Our Renfrewshire is well – Increasing Council ownership in mixed tenure blocks will increase the likelihood of energy efficiency measures being delivered which will bring about health benefits and energy savings to an increased number of tenants. • Building strong, safe and resilient communities – The acquisition and Disposal strategy allows for effective management and future maintenance of Council properties where we are the full or majority owner. 4. Legal – Conveyancing required in relation to acquisition of private housing and disposal of Last in the block properties. 5. Property/Assets – the implementation of both policies as outlined in this report has to date led to a net increase in available lettable properties. 6. Information Technology – None. 7. Equality & Human Rights - The Recommendations contained within this report have been assessed in relation to their impact on equalities and human rights. No negative impacts on equality groups or potential for infringement of individuals’ human rights have been identified arising from the recommendations contained in the report. If required, following implementation, the actual impact of the recommendations and the mitigating actions will be reviewed and monitored, and the results of the assessment will be published on the Council’s website. 8. Health & Safety – None 9. Procurement – Estate Agency services have been procured through a negotiated tender while a framework of providers is being developed. 10. Risk – There is a risk that some areas may experience a higher number of disposals to the number of acquisitions achievable on the open market in any given year. This will be monitored annually to ensure no adverse impact on an overall neighbourhood’s stock basis in the longer term. 11. Privacy Impact – None Page 240 of 290
Page 247
PUBLIC 12. Climate Risk - Investment in Council assets improves energy efficiency, reducing the Council’s carbon footprint and helping it towards the Net Zero by 2030 target. 13. Children’s Rights - None 14. Cosla Policy Position – None _______________________________________________________ List of Background Papers (a) Report to Housing and Community Safety Policy Board, 13 May 2014, ‘Single Council Dwellings in Larger Common Blocks’ (b) Report to Communities, Housing and Planning Policy Board, 20 August 2019, ‘Acquisition of Private Housing’ (c) Report to Communities and Housing Policy Board, 16 August 2022, ‘Last-in- the-block Sale and Acquisition Policy’ (d) Report to Communities and Housing Policy Board, 13 May 2025, ‘Housing Revenue Account (HRA) Acquisitions and Disposals – 2025’ The foregoing background papers will be retained within Housing Services for inspection by the public for the prescribed period of four years from the date of the meeting. The contact officer within the service is Jennifer Murdoch, Housing Regeneration Manager, 07811 053038, jennifer.murdoch@renfrewshire.gov.uk ___________________________________________________________________ Author: Jennifer Murdoch, Housing Regeneration Manager Email: jennifer.murdoch@renfrewshire.gov.uk Page 241 of 290
Page 248
Page 242 of 290
Page 249
PUBLIC ___________________________________________________________________ To: Communities and Housing Policy Board On: 19 May 2026 ___________________________________________________________________ Report by: Director of Environment, Housing and Infrastructure ___________________________________________________________________ Heading: Private Sector Housing Investment Programme 2026/27 ___________________________________________________________________ 1. Summary 1.1 On 26 February 2026 the Council approved a report entitled “Non-Housing Capital Investment Programme, Prudential Framework and Treasury Management Strategy 2026/27 – 2035/36 which includes funding provision for capital and revenue Private Sector Housing Grant (PSHG) expenditure for 2026/27. 1.2 Based on the Council budget approval and considering the most up to date expenditure projections, this report updates the programme requirements for the period 2026/27 to support owner participation on a range of programmes. 1.3 As noted by the Communities, Housing & Planning Policy Board on 12 March 2019, there are funds held in reserve to support owners involved in the Orchard Street Housing Renewal Area tenement refurbishment project. This project is now coming to its conclusion and draw down of these funds is expected during 2026/27. 1.4 There is a requirement to manage the PSHG resources in a flexible manner in terms of the drawdown of funds, to reflect the timing of the settlement of final accounts associated with owners in the Housing Investment and Housing Regeneration Programmes. ___________________________________________________________________ Item 13 CHPB190526 Page 243 of 290
Page 250
PUBLIC 2. Recommendations It is recommended that the Communities and Housing Policy Board: 2.1 Approve the Private Sector Housing Grant Investment Programme for the period 2026/27 as set out in Appendix 1. ___________________________________________________________________ 3. Background 3.1 The Private Sector Housing Grant supports a range of services to private sector owners. This includes Disabled Adaptation grants, support costs for Care & Repair Renfrewshire, support for homeowners involved in Council Housing Investment and Regeneration Programmes involving common works carried out as part of external works programmes. 3.2 Appendix 1 sets out the proposed programme for 2026/27 showing proposed expenditure of £1.083m. The key elements of the proposed programme currently are as follows: (i) Adaptation Grants (Assistance to older and disabled owners) The Council provides grant to assist owners with adaptations to make dwellings suitable for a member of the household who is disabled. Responsibility for determining the strategy for support for disabled adaptations across all tenures (excluding Housing Associations) is the responsibility of Renfrewshire Health & Social Care Integration Joint Board. The Council is required by legislation to provide a minimum of 80% grant support to homeowners referred by HSCP, Occupational Therapy Services. In the past year there has been a reduction in the number of requests for grant support. However, it is anticipated that an annual allowance of £550,000 to support the delivery of private sector adaptations will be required in the coming year. The Council, in conjunction with Health & Social Care is continuing to monitor demand pressures on available grant during the year. Page 244 of 290
Page 251
PUBLIC Bridgewater Housing Association (Care & Repair Renfrewshire) have been managing the delivery of private sector adaptation installations under the current contract since April 2024. This contract will end in March 2027 and arrangements are being developed to retender these works to manage private sector adaptations and small repairs services in Renfrewshire and East Renfrewshire Councils. An annual allowance of £248,000 is included within the budget for Renfrewshire’s costs associated with the management of this contract by Bridgewater Housing Association. (ii) Housing Investment Programme Since achieving compliance with the Scottish Housing Quality Standard (SHQS) in April 2015, there has been an ongoing requirement to ensure our housing stock continues to be maintained. The Housing Investment Programme includes common works in blocks of mixed ownership in regeneration and other areas and accordingly the PSHG programme will continue to support future external improvement works in mixed tenure blocks and offer grant to homeowners involved in these programmes. A window replacement programme has commenced across seven of the eight regeneration areas during the past year as well as external improvements in eight blocks in the Auchentorlie and Howard Street areas. This external work will continue in the coming year in the Waverley Road and Howwood Road areas where enhanced grant support is being offered to participating private homeowners in mixed tenure blocks following approval by the Communities & Housing Policy Board on 7 March 2023. Energy efficiency grants also continue to be made available to eligible households through the Scottish Government’s EES: ABS (Home Energy Efficiency Programme Scotland) programme and the Energy Company Obligation (ECO) scheme. An update has previously been reported to Board on 19th August 2025. A number of other private homeowners outwith the regeneration areas will also be consulted on a range of similar external programmes in the coming year. Page 245 of 290
Page 252
PUBLIC An allowance of £100,000 is proposed to support grants to homeowners during 2026/27. As noted within this report, uncertainties around the exact timing of projects and the application of grants to owners will require programme flexibility to be maintained with this and future years. (iii) Salaries Salaries for staff engaged on private sector housing investment within the Owner Services Team are funded through this budget. The annual allowance of £175,000 is included, reflecting the structure within the staff grouping responsible for delivery of the grants programme and including agreed pay settlements. The Private Sector Housing Grant also part funds the Council’s, More Homes Officer post. Private Sector Housing Grant is also funding one Energy Advocate post within the Council’s Energy Management Unit, providing information on non-Council grants and loans to private homeowners. (iv) Support to Private Rented Sector/ Miscellaneous Fees An allowance of £10,000 is included to fund training events for private landlords undertaken in partnership with Landlord Accreditation Scotland. These events are currently delivered online and in person, with an in person one taking place in October 2025 which was attended by 66 landlords and covered a wide range of topics including the Council’s housing investment programme, managing common repairs and the Housing (Scotland) Bill 2024. Another in person Landlord Forum event will be arranged towards the end of 2026 and annually thereafter. These funds are also used to support membership of Scotland’s Housing Network and the Under One Roof organisations who provide online training and networking meetings for Council Officers. 3.3 The nature of the Private Sector Housing Investment Programme means that flexibility is required to adjust spend between projects during the financial year for a number of reasons, for example due to differences between the estimated and actual grant required once the test of resources is applied to individual owners, slippage In projects, difficulties securing the participation of some owners, increased demand for private sector adaptations to ensure that full spend is achieved and thus best use is made of the resource available. ___________________________________________________________________ Page 246 of 290
Page 253
PUBLIC Implications of the Report 1. Financial - The PSHG programme for 2026/27 totals £1.083 million 2. HR & Organisational Development - None 3. Community/Council Planning – • Our Renfrewshire is thriving – the support offered to private owners will help improve housing conditions making Renfrewshire a great place to live. • Our Renfrewshire is well – the support provided to older and disabled owners will help enable people to live healthier, for longer in their own homes. • Reshaping our place, our economy and our future – investment in the refurbishment of housing stock will create jobs and contribute to the economy. 4. Legal - None 5. Property/Assets - None 6. Information Technology - None 7. Equality & Human Rights - (a) The Recommendations contained within this report have been assessed in relation to their impact on equalities and human rights. No negative impacts on equality groups or potential for infringement of individuals’ human rights have been identified arising from the recommendations contained in the report. If required following implementation, the actual impact of the recommendations and the mitigating actions will be reviewed and monitored, and the results of the assessment will be published on the Council’s website. 8. Health & Safety - None 9. Procurement - None 10. Risk - None 11. Privacy Impact - None 12. Climate Risk - Grant funding to private homeowners to support their participation in housing investment programme works will help improve energy efficiency in privately owned properties, which will contribute to residents using less energy, thus reducing emissions. Page 247 of 290
Page 254
PUBLIC 13. Children’s Rights – N/A 14. Cosla Policy Position – N/A ___________________________________________________________________ List of Background Papers 1. Report to Communities & Housing Policy Board on 7 March 2023 – Proposed change to scheme of assistance in regeneration areas. 2. Report to Council on 26 February 2026 – Non-Housing Capital Investment Programme, Prudential Framework and Treasury Management Strategy and Capital Strategy 2026/27 – 2035/36. The foregoing background papers will be retained within Communities & Housing Services for inspection by the public for the prescribed period of four years from the date of the meeting. The contact officer within the service is Barbara Morgan, Mixed Tenure Manager 07483 380797, barbara.morgan@renfrewshire.gov.uk ___________________________________________________________________ Author: Barbara Morgan, Mixed Tenure Manager Email: barbara.morgan@renfrewshire.gov.uk Page 248 of 290
Page 255
PUBLIC APPENDIX 1 PROPOSED PRIVATE SECTOR HOUSING PROGRAMME 2026/27 Category 2026/27 Adaptation Grants £550,000 Care & Repair – Revenue Support – Contracted £248,000 Capital Programmes – Owners Grants £100,000 Capitalised Salaries £175,000 Miscellaneous Costs (including support for the private rented sector) £10,000 Total £1,083,000 Page 249 of 290
Page 256
Page 250 of 290
Page 257
PUBLIC ___________________________________________________________________ To: Communities and Housing Policy Board On: 19th May 2026 ___________________________________________________________________ Report by: Director of Housing, Environment and Infrastructure and Director of Finance and Resources ___________________________________________________________________ Heading: Standard Security and Payment Arrangements to Support Owner Participation in Mixed‑Tenure Housing Investment 1. Summary 1.1 The Council continues to deliver a wide range of housing investment and improvement programmes, including works to common parts in mixed-tenure blocks both within and outwith designated housing regeneration areas. Collectively, these programmes are focused on improving the quality, safety, energy efficiency and sustainability of the housing stock, supporting climate objectives, and contributing to the wider regeneration and resilience of Renfrewshire’s communities. 1.2 The participation of private owners, including owner-occupiers and private landlords, in mixed-tenure blocks is critical to maximising the effectiveness and long-term impact of these investment programmes. Experience from consultation completed or ongoing across regeneration areas, as well as delivery through other housing improvement and common-works programmes, has highlighted that additional assistance or incentives could support higher levels of private-owner participation. Without such interventions, there is a risk of reduced take-up, incomplete works, and diminished outcomes for residents and the Council’s wider housing investment objectives. 1.3 Between 2010 and 2015, the Housing and Community Safety Policy Board authorised the use of standard securities to support private owners participating in Scottish Housing Quality Standard (SHQS) common works. Initially, eligibility was limited to works exceeding £10,000; however, as grant funding reduced costs to owners, the financial thresholds were subsequently reduced and ultimately removed. Item 14 CHPB190526 Page 251 of 290
Page 258
PUBLIC A standard security is a legal document most commonly used for mortgages and secured loans, which is formally registered in the Land Register of Scotland. The availability of standard securities was well received by private owners and proved effective in securing participation in SHQS common works from owners who would otherwise have been unable or unwilling to proceed. 1.4 This report seeks authority to extend the use of standard securities to current housing investment programmes where similar challenges are arising due to financial constraints affecting private owner participation. In combination with other measures, including the introduction of interim invoicing arrangements, this approach is expected to increase private owner engagement, enable additional blocks to proceed to investment, and reduce the number of blocks currently excluded from improvement programmes. ___________________________________________________________________ 2. Recommendations It is recommended that the Communities and Housing Policy Board: 2.1 Authorise use of standard securities for owners of property in mixed tenure blocks that are subject to investment programmes to increase owner participation where necessary and in line with agreed budget provisions. 2.2 Note the revised operational payment arrangements that will be put in place to support owner participation as set out in section 4 of the report. ___________________________________________________________________ 3. Background 3.1 The Council’s housing investment activity supports the maintenance and improvement of Council‑owned housing and mixed‑tenure blocks across Renfrewshire, with a particular focus on complying with regulatory standards such as the Scottish Housing Quality Standard (SHQS) and the Energy Efficiency Standard for Social Housing (EESH). Investment is targeted primarily at works to the external fabric and shared common areas of buildings, including closes, backcourts, bin stores and recycling facilities, which are critical to meeting SHQS standards and safeguarding the long‑term condition, safety and sustainability of the housing stock. 3.2 The proposed extension of the use of standard securities, alongside the procedural improvements set out in Section 4 of this report, is intended to address the well‑established delivery challenges associated with mixed‑tenure ownership, where non‑participation by private owners can prevent the Council from completing common works in full. Page 252 of 290
Page 259
PUBLIC 3.3 The Council’s ongoing housing investment programmes are also intended to deliver substantial improvement across mixed tenure housing stock throughout Renfrewshire. Experience from both regeneration and wider housing investment programmes has highlighted consistent challenges in securing owner participation, often due to the financial implications associated with common works. In response, financial processes and support mechanisms are being further developed to extend the range of payment options open to owners and to maximise participation levels across the investment programme. 3.4 In January 2015, the Housing and Community Safety Policy Board approved the use of standard securities to support private owners participating in Scottish Housing Quality Standard (SHQS) common works. This enabled the Council to meet owners’ costs upfront and secure recovery against the property. This allowed a flexible, case-by-case approach to maximise owner participation while safeguarding the Council’s ability to recover costs on sale, transfer or remortgage. 3.5 As with the previous arrangements approved in connection with SHQS common works, the use of standard securities would continue to provide targeted assistance to eligible private owners by enabling the Council to meet their share of approved works upfront. The Council’s costs would be secured against the owner’s property and recovered in accordance with an agreed repayment plan, with recovery additionally supported by settlement on the sale or transfer of the property, thereby supporting participation while protecting the Council’s upfront financial investment. 4. Repayment Arrangements 4.1 The Head of Housing Services in consultation with the Director of Finance and Resources, will establish and implement procedures that will allow private owners within mixed-tenure blocks to be issued with an initial invoice at an earlier stage in the works programme. 4.2 To recognise the significant costs associated with participation in enhanced investment programmes, the Council will issue an initial invoice following consultation and agreement with owners, rather than on completion of works. This will enable owners to begin making payments earlier and spread costs over a longer period. Officers will also continue to provide guidance and support to private owners and, where appropriate, signpost other forms of financial assistance. 4.3 A final account will be issued on completion of the works, with any payments made to date credited accordingly. The Council’s standard debt- recovery processes will apply following the issue of the final invoice, with the amended invoicing approach intended to support affordability and reduce repayment risk, rather than alter existing recovery arrangements. Page 253 of 290
Page 260
PUBLIC 4.4 The extended repayment period would operate alongside existing assistance arrangements. Private owners would continue to be eligible for Private Sector Housing Grant and any applicable energy-related funding, with repayment arrangements applying only to the residual liability after all available grant assistance has been considered. 4.5 As an extension of the authority approved in relation to SHQS common works in 2015, eligible private owners may grant a standard security in favour of the Council, alongside a tailored repayment plan underpinned by the operational arrangements outlined above. Any individual arrangement would require approval by the Head of Housing Services, in consultation with the Director of Finance and Resources. Standard securities would be granted on a voluntary basis only by the registered owner or owners, subject to there being no title restrictions preventing the granting of such security and would rank subordinate to any existing security or mortgage over the property. 4.6 The use of Standard Security for these types of debts provides the Council with the following protections: • the debt is secured against the property; • title cannot transfer without settlement; and • recovery can be enforced on sale, remortgage, succession or estate closure. This approach materially reduces the risk of non-recovery associated with owner contributions and positively supports earlier collection in some cases. ___________________________________________________________________ Implications of the Report 1. Financial - The Housing-Led Regeneration and Renewal and HRA Capital Investment Programmes are funded through financially sustainable borrowing within the Housing Revenue Account (HRA), supported by the 30-year HRA Business Plan. The introduction of a standard security mechanism to support private owner participation does not increase the overall capital cost of the programme. While short-term repayment patterns may vary, the registration of a standard security provides a high degree of long-term recoverability, with full settlement enforceable on sale, transfer, remortgage or succession. This is consistent with established practice under existing Schemes of Assistance and Missing Share powers. In line with prudent financial management, provision for bad debt risk will be reflected within the HRA Business Plan, recognising that arrears may arise during repayment periods, but with high ultimate recovery rates due to the secured nature of the debt. All legal, registration and administration costs will be recoverable from private owners where appropriate and in accordance with the proposed policy framework, supporting cost neutrality over the life of each agreement. Page 254 of 290
Page 261
PUBLIC 2. HR & Organisational Development – None 3. Community/Council Planning – • Our Renfrewshire is well – this investment programme is contributing to improved wellbeing and quality of life for residents. • Our Renfrewshire is thriving – this investment programme will deliver a diverse range of economic and community benefit packages over the lifetime of the project. • Our Renfrewshire is safe – ensuring our neighbourhoods are safe and attractive places to live. 4. Legal - Work will be required on the negotiation, registration and subsequent discharge of standard securities granted in line with this authorisation and, if necessary, in relation to debt recovery. 5. Property/Assets - There is the potential for further mixed tenure blocks to be added to the improvement programme to increase the impact these works will make to tenants, residents and the wider communities they are within. 6. Information Technology - None 7. Equality & Human Rights - The Recommendations contained within this report have been assessed in relation to their impact on equalities and human rights. No negative impacts on equality groups or potential for infringement of individuals’ human rights have been identified arising from the recommendations contained in the report. If required following implementation, the actual impact of the recommendations and the mitigating actions will be reviewed and monitored, and the results of the assessment will be published on the Council’s website. 8. Health & Safety - None 9. Procurement - A Procurement Strategy has been developed to ensure the delivery of the investment, demolition and newbuild programmes include locally deliverable community benefits from each contract. 10. Risk - The Investment and Housing-Led Regeneration and Renewal Programmes both have active risk registers which consider various risks including those relating to financial matters as referred to in the implications section of this report. Both risk registers are monitored and regularly updated throughout the delivery of both works programmes. They have been updated recently to include risk of default of any payment arrangements entered into in relation to this report. 11. Privacy Impact - None 12. Climate Risk - Delivery of the investment programme will contribute towards meeting the Council’s targets on climate change. 13. Children’s Rights - None Page 255 of 290
Page 262
PUBLIC 14. Cosla Policy Position - None ___________________________________________________________________ List of Background Papers Report to the Communities, Housing and Planning Policy Board, 20 August 2024, ‘Housing-led Regeneration and Renewal Programme for Renfrewshire – Year 3 Update’. Report to the Communities, Housing and Planning Policy Board, 7 March 2023, ‘Private Sector Housing Grant – proposed change to Scheme of Assistance in Housing Regeneration Areas’ Report to the Communities, Housing and Planning Policy Board, 15 March 2022, ‘Housing-led Regeneration and Renewal Programme for Renfrewshire’. Report to the Communities, Housing and Planning Policy Board, 18 January 2022, ‘Housing-led Regeneration and Renewal Programme for Renfrewshire’. Report to the Communities, Housing and Planning Policy Board, 18 May 2021, ‘Housing-led Regeneration and Renewal Programme for Renfrewshire’. Report to Council, 17 December 2020, ‘Housing-led Regeneration and Renewal Programme for Renfrewshire’ Report to Housing and Community Safety Policy Board, 20 January 2015, ‘Scottish Housing Quality Standard – Financial Review and Update’ The foregoing background papers will be retained within Housing Services for inspection by the public for the prescribed period of four years from the date of the meeting. The contact officer within the service is Jennifer Murdoch, Housing Regeneration Manager, 07811 053038, Jennifer.murdoch@renfrewshire.gov.uk ___________________________________________________________________ Author: Jennifer Murdoch, Housing Regeneration Manager Email: jennifer.murdoch@renfrewshire.gov.uk Page 256 of 290
Page 263
PUBLIC ___________________________________________________________________ To: Communities & Housing Policy Board On: 19th May 2026 ___________________________________________________________________ Report by: Chief Executive ___________________________________________________________________ Heading: Surplus declaration of land at Arkleston Road, Paisley ___________________________________________________________________ 1. Summary 1.1 The purpose of this report is to declare land at Arkleston Road, Paisley surplus to requirements. The land is held on the HRA account. 1.2 The site location is shown on the attached plan E3703. ___________________________________________________________________ 2. Recommendations 2.1 It is recommended that Board declares the land at Arkleston Road, Paisley shown on the attached plan surplus to requirements to then enable its sale to Scottish Power for the purposes of installing a new substation. ___________________________________________________________________ 3. Background 3.1 The Finance, Resources & Customer Services Policy Board on 23rd November 2023 awarded a Works Contract to McTaggart Construction Limited for a new build Council housing development at Gallowhill West, Paisley. 3.2 It has only recently been determined that an upgrade to the electricity supply is necessary to facilitate this new Council housing development. Discussions have taken place with Scottish Power, and in principle it has been agreed that the best location for a new substation is as outlined on the attached plan Item 15 CHPB190526 Page 257 of 290
Page 264
PUBLIC E3703. It has also been agreed that the purchase price shall be £1.00 (if asked) and that each party shall bear their own legal and professional expenses incurred in the transaction. ___________________________________________________________________ Implications of the Report 1. Financial – None. 2. HR & Organisational Development – None. 3. Community/Council Planning – None. 4. Legal – Disposal of land required. 5. Property/Assets – Disposal of land required. 6. Information Technology – None 7. Equality & Human Rights The Recommendations contained within this report have been assessed in relation to their impact on equalities and human rights. No negative impacts on equality groups or potential for infringement of individuals’ human rights have been identified arising from the recommendations contained in the report. If required following implementation, the actual impact of the recommendations and the mitigating actions will be reviewed and monitored, and the results of the assessment will be published on the Council’s website. 8. Health & Safety – None. 9. Procurement – None. 10. Risk – None. 11. Privacy Impact – None. 12. Climate Risk – not applicable. 13. Children’s Rights – not applicable. 14. Cosla Policy Position – not applicable. List of Background Papers – Report to Finance, Resources & Customer Services Policy Board on 23rd November 2023. ___________________________________________________________________ Author: Andrew Smith Email – andrew.smith@renfrewshire.gov.uk Page 258 of 290
Page 265
IArkleston Road, Paisley Disposal Plan Ref. E3703 Notes: Date: 18/03/2026User: howardhaughj2 Scale: 1:1,250 Legend Area to be sold to SP Energy Networks - 25 sqm or thereby Right of access in favour of SP Energy Networks © Crown copyright and database rights 2026. Licence number AC0000815792. Page 259 of 290
Page 266
Page 260 of 290
Page 267
PUBLIC ___________________________________________________________________ To: Communities and Housing Policy Board On: 19 May 2026 ___________________________________________________________________ Report by: Director of Environment, Housing and Infrastructure ___________________________________________________________________ Heading: Prevent Update 2026 ___________________________________________________________________ 1. Summary 1.1 This report provides an update a number of key areas of work overseen by the Community Protection (Prevent) Steering Group and includes information and updates in relation to Counter Terrorism. 1.2 Prevent is part of the UK Government’s Counter Terrorism Strategy which is known as CONTEST. The overall aim of the strategy is to reduce the risk from terrorism to the UK, it’s citizens and interests overseas, so that people can go about their lives freely and with confidence. 1.3 The aim of Prevent is to stop people becoming radicalised and supporting terrorism. This also supports rehabilitation and disengagement of those already involved in terrorism. 1.4 This provides a framework to allow multi-agency working from a variety of sectors including NHS, educational settings, the Scottish Prison Service and community justice services. 1.5 All local authorities in Scotland have a legal duty to deliver Prevent in their area. This includes oversight for Prevent delivery in schools, care settings, through health and social care partnerships and community justice services. 1.6 Renfrewshire Council work with partners to encourage early intervention to protect the public, prevent crime and promote strong integrated communities. Item 16 CHPB190526 Page 261 of 290
Page 268
PUBLIC 1.7 The council also has a duty to manage a process to help people who are at risk of being drawn into terrorism or violent extremism. In Scotland these are known as Prevent Multi-Agency Panels. ___________________________________________________________________ 2. Recommendations It is recommended that the Communities and Housing Policy Board: 2.1 Notes the content of the report and that regular updates on any changes in the PREVENT landscape will be reported back to future Policy Boards. ___________________________________________________________________ 3. Background 3.1 Prevent is one of the four pillars of the UK’s counter-terrorism strategy, Contest. The overall aim of the strategy is to reduce the risk from terrorism to the UK, it’s citizens and interests oversees so that people can go about their lives freely and with confidence. Prevent is about stopping people from becoming terrorists or supporting terrorism. It sits alongside long-established safeguarding duties on professionals to protect people from a range of other harms, such as substance abuse, involvement in gangs, and physical and sexual exploitation. Prevent seeks to intervene early and ensure that people who are susceptible to radicalisation to terrorism are supported as they would be under safeguarding processes. 3.2 Prevent aims to: • Tackle the ideological causes of terrorism, • Intervene early to support people susceptible to radicalisation, and • Enable people already engaged in ideological beliefs to disengage and rehabilitate. This also provides a framework to allow multi-agency working from a variety of sectors including NHS, colleges, universities, education services, the Scottish Prison Service and community justice services. 3.3 Whilst it is recognised that the PREVENT space does not have the same scale of challenge that other parts of the United Kingdom do it is important that local authorities continue to play an active role in this field. The numbers below need to be seen in the wider UK context which is significantly more challenging than the position in Scotland. The council has a duty to manage a process to help people who are at risk of being drawn into terrorism or violent extremism. In Scotland these are known as Prevent Multi-Agency Panels (PMAPS). In Renfrewshire the following investigations took place in 2025: Page 262 of 290
Page 269
PUBLIC • REFRACT Logs: A total of 27 REFRACT intelligence logs relating to individuals or incidents were recorded in the first half of the year (14 in Q1; 13 in Q2). The "logs" refer to the standard police intelligence logs where information relating to specific counter-terrorism operations is recorded. These records are part of the intelligence management process used to submit, evaluate, and disseminate information while ensuring an audit trail. • Operational Status: While intelligence monitoring remained high, the group confirmed there were 8 Prevent investigations in Renfrewshire during the reporting period. • Referral Trends: The PMAP caseload has seen an increase from 5 cases in 2024 to 8 cases in 2025. 3.4 When a PMAP case concludes, it typically means that the individual is no longer considered at immediate risk of being drawn into terrorism or radicalisation. There are three options which are considered when closing a case: • Conclusion: The panel creates an exit plan to ensure the person has ongoing support, where required, from services like school, GP, or social work, moving away from specialist counter-terrorism intervention. • Final review: A formal review is usually conducted at the point of closure to document the progress made and the reduction in risk levels. Police provide closure document for records. • Follow-up checks: Standard procedure involves a 6-month and 12-month review after the case is closed to ensure the individual hasn’t slipped back into vulnerable patterns. There are currently 4 live cases with a further 4 cases still open to 6 & 12 month reviews. 3.5 Training and Capacity Building Renfrewshire’s Prevent Steering Group successfully expanded the reach of Prevent and Counter-Terrorism (CT) training across several sectors: • Law Enforcement: Completed a series of Prevent and CT inputs for all police officers in K Division. • Education and Care: Training delivered to staff at The Good Shepherd and Kibble. o Specific inputs provided regarding "Incels" in childcare settings. o Prevent presentations delivered to head teachers. Page 263 of 290
Page 270
PUBLIC • Third Sector/Private Sector: CT awareness and PREVENT training arranged for Blue Triangle staff. o Mail handling security inputs coordinated with West College Scotland (WCS) via a Counter Terrorism Security Advisor (CTSA). • Major Events: A dedicated CONTEST Day was held on August 26, 2025, at St Mirren Park, focusing on Prevent, Protect, and Martyn’s Law. 4. National and Scottish Threat Level 4.1 The UK National Threat Level remains at SUBSTANTIAL – an attack is likely. The UK threat continues to be dominated by self-initiated terrorists. The threat level system reflects the threat posed by all forms of terrorism, irrespective of ideology. 4.2 Scotland continues to face high and sustained counter-terrorism demand, with Pursue activity at its highest level in five years and Prevent referrals rising by 42% in 2024–25, now 60% above the five-year average. This reflects increasing pressure across police and partner agencies, driven by global geopolitical instability, polarisation, and the growing use of emerging technologies such as AI to support radicalisation and extremist propaganda. Casework is increasingly complex, with evolving safeguarding challenges requiring robust multi-agency responses. 4.3 There is a notable and concerning rise in Children and Young People (CYP) engaging in CT-relevant activity. CYP can present a credible violent extremist threat, with Extreme Right-Wing Terrorism (ERWT) the dominant ideology, followed by Islamist extremism. Recent convictions of youth offenders underline the seriousness of this risk and the need for early identification and intervention, particularly through education, policing and family awareness. 4.4 The Islamist terrorism threat remains high, primarily from self-initiated actors using low-sophistication attack methods, with international events—especially in the Middle East—continuing to act as grievance drivers. ERWT remains a consistent and credible threat, increasingly characterised by mixed ideologies, fixation on violence, misogyny and online-driven radicalisation, particularly among CYP. 4.5 Other threats include continued fundraising activity linked to the PKK (Kurdistan Workers Party) and Northern Ireland-related groups, while left-wing and single-issue terrorism remains low-level. The proscription of Palestine Action has led to increased protest-related activity and terrorism legislation breaches in Scotland, with potential for further escalation depending on legal outcomes. Page 264 of 290
Page 271
PUBLIC 5. Prevent Duty Assurance 2025 5.1 As part of the Prevent duty refresh, the Home Office and Scottish Government have updated the assurance process to help ensure that local authorities are delivering their statutory Prevent duty in line with the Prevent duty guidance. The new assurance process outlines the six benchmarks Prevent delivery is measured against and includes suggested examples of good and best practice. It is designed for local authorities to assure themselves via a self- assessment that they are effectively delivering their statutory duty. 5.2 As part of the process the following strengths were identified as part of our Prevent delivery for financial year 2024/25: • Senior oversight and Prevent partnership – there are strong governance structures in place to ensure the Local Authority senior management is well informed and Prevent features in multiple organisational and multi agency forums allowing for appropriate reporting. • Training – Prevent training is mandatory for all staff and hosted on the Local Authority learning platform ensuring the workforce is aware of their statutory duty. To date 6,807 Renfrewshire Council employees have completed the Prevent Awareness Training. • Referral pathway – there is clear information available to staff about how to put a referral in utilising internal web pages and an external webpage to direct members of the public on how to report concerns. This includes contact details for the Local Authority. 5.3 The process also identified the following actions/recommendations to assist in improving Prevent delivery, namely: • Risk assessment – to develop the written situational risk assessment to address national, regional and local risks and introduce an action plan to set out how the Local Authority and partners will mitigate any risk identified. A new risk assessment has been developed and is included at Appendix 1. • Reducing permissive environments – to engage with venue hire staff/facilities management to provide awareness of Prevent and consider an approach to due diligence at the point of booking. One Ren have updated their venue hire policy. The policy has been developed alongside updated hire forms and refreshed T&Cs to reflect additional diligence checks and enhanced information captured. • Education and Young People – to ensure each school has a designated point of contact within their staff who has enhanced knowledge of Prevent and the referral pathway. This action has been addressed within Childrens Services. ___________________________________________________________________ Page 265 of 290
Page 272
PUBLIC Implications of the Report 1. Financial - None 2. HR & Organisational Development - None 3. Community/Council Planning – • Our Renfrewshire is safe – The Prevent Programme is essential to ensure that are communities are protected from the risk of terrorism so that people can go about their lives freely and with confidence. 4. Legal - None 5. Property/Assets - None 6. Information Technology - None 7. Equality & Human Rights (a) The Recommendations contained within this report have been assessed in relation to their impact on equalities and human rights. No negative impacts on equality groups or potential for infringement of individuals’ human rights have been identified arising from the recommendations contained in the report. If required following implementation, the actual impact of the recommendations and the mitigating actions will be reviewed and monitored, and the results of the assessment will be published on the Council’s website. 8. Health & Safety - None 9. Procurement - N/A 10. Risk - None 11. Privacy Impact - N/A 12. Climate Risk - N/A 13. Children’s Rights - N/A 14. Cosla Policy Position - N/A ___________________________________________________________________ List of Background Papers None ___________________________________________________________________ Author: Gwyneth Heaney, Senior Manager, Climate and Public Protection Email: gwyneth.heaney@renfrewshire.gov.uk Page 266 of 290
Page 273
PUBLIC Appendix 1 Situational Assessment: Counter-Terrorism Risk in Renfrewshire (2025–2026) 1. Executive Summary This document provides a robust situational assessment of Counter-Terrorism (CT) risk within the Renfrewshire local authority area, fulfilling statutory requirements under the Counter-Terrorism and Security Act 2015. Its primary objective is to identify localised risk factors to inform the Renfrewshire & Inverclyde CONTEST Board and assist partners in prioritizing Prevent activity. Current intelligence indicates that Extreme Right-Wing Terrorism (ERWT) remains the predominant local threat. While Islamist terrorism maintains a lower local footprint, it remains a national priority. Emerging risks, including Incels, misogynistic influencers, and Mixed, Unclear or Unstable (MUU) ideologies (referenced as LASIT in national reporting), represent persistent challenges for youth- facing services. Each recommendation within this assessment is assigned a lead service area. Delivery will be supported through service‑level Single Points of Contact (SPOCs), coordinated centrally via the Council Prevent Coordinator. 2. Geographical and Demographic Context 2.1 Regional Overview Renfrewshire encompasses approximately 101 square miles (261 km²) within the west central Lowlands of Scotland. The area is bordered by the River Clyde to the north, Inverclyde to the west, East Renfrewshire to the south, and Glasgow to the east. The landscape is a complex mix of high- density urban centres—primarily Paisley, Johnstone and Renfrew—and rural surroundings including Kilbarchan, Bridge of Weir, and Lochwinnoch. Natural features such as Castle Semple Loch and the river systems of the Gryfe, Black Cart Water, and White Cart Water present unique considerations for public space management. 2.2 Population and Vulnerability Metrics As of 2024, the population stands at 189,170. • Age Structure: 16.8% are aged 0–15, 64.1% are aged 16–64, and 19% are 65 or older. • Diversity: The population is 94.5% White, 2.7% Asian, 1.3% Black, 0.9% Mixed, and 0.6% Other. Item 16 CHPB190526 Page 267 of 290
Page 274
PUBLIC • Disability: Approximately 24.8% of the population identifies as having a disability to some extent (11.8% "a lot"; 13% "to some extent"). 3. Transport and Connectivity Renfrewshire acts as a critical hub for regional and international transit, which necessitates heightened vigilance regarding the Protect and Prepare strands of CONTEST. • Aviation: Glasgow Airport, situated within the authority, offers over 130 destinations and is a primary piece of critical national infrastructure. It presents unique travel-related risks and increased security pressures. • Rail Infrastructure: o Paisley Gilmour Street is the fourth busiest station in Scotland, serving as a gateway to Glasgow, Ayrshire, and Inverclyde. o Paisley Canal Railway Station serves as a terminal station on the Paisley Canal Line, providing a direct rail link between southern Paisley and Glasgow City Centre. o Johnstone, Howwood and Lochwinnoch park and ride facilities service a significant number of residents on the main lines to Gilmour Street. • Road Connectivity: The M8 motorway bisects the area, linking Renfrewshire to Edinburgh and Greenock, while the Erskine and Renfrew Bridges provide strategic crossings north across the Clyde. • Future Development: The AMIDS South project and ongoing bridge and active travel investments continue to increase the accessibility and footfall within the region. 4. Threat Landscape Analysis 4.1 Extreme Right-Wing Terrorism (ERWT) ERWT is the primary threat in the area, characterised by a permissive environment fuelled by online harms and real-world propaganda such as stickering and graffiti. Vulnerability is particularly high among youths. Attack methodologies are likely to involve low-sophistication tactics, such as the use of bladed or blunt-force weapons. Page 268 of 290
Page 275
PUBLIC 4.2 Islamist Terrorism While local Prevent referrals remain low, the national threat level remains significant. Any local manifestation is most likely to involve self-initiated actors utilising low-sophistication methods. 4.3 Emerging Threats: Incels and Misogyny There is a growing concern regarding misogynistic influencers and "Incel" culture. While these often sit below the legal threshold for terrorism, they contribute to cumulative harm and increase the vulnerability of young males to radicalisation. 5. Risk Matrix and Vulnerabilities THREAT AREA LIKELIHOOD (1–5) IMPACT (1–5) RISK SCORE RIGHT-WING EXTREMISM 4 4 16 – High ISLAMIST TERRORISM 2 4 8 – Medium COMMUNITY TENSIONS 3 3 9 – Medium INCELS/MISOGYNY 2 2 4 – Low MUU 1 2 2 – Low Key Vulnerability Points • Educational Institutions: Schools, colleges, and universities are primary sites for Prevent engagement. • Secure Residential Care: Kibble and Good Shepherd are identified as specific points requiring tailored support. • Public Events: Large-scale events require enhanced protective security planning to mitigate mass-casualty risks. Page 269 of 290
Page 276
PUBLIC 6. Recommendations Goal Lead Support Notes Prevent Single Point of Contact (SPOC) All services N/A Each service will formally nominate a named Prevent Single Point of Contact (SPOC) responsible for coordinating Prevent-related activity, acting as the initial point of professional advice, and escalating concerns where appropriate. The SPOC role will include maintaining awareness of local Prevent risk, safeguarding thresholds, and referral pathways. SPOC arrangements will be reviewed annually, or sooner where there is structural change, emerging risk, or changes to service delivery models. Propaganda Disruption Community Safety / CCTV Housing, Education, Police Scotland Clear reporting and response pathways are in place for the identification, recording, and removal of extremist or terrorism-related propaganda across online and physical environments. This includes graffiti, stickers, leaflets, posters, and online content linked to council-owned or managed assets. Activity will be coordinated between Community Safety, CCTV, Housing, Education, and Police Scotland to ensure proportionate disruption, rapid intelligence sharing, and safeguarding-led responses rather than enforcement-led action where appropriate. Statutory Training Education & Social Work HR / Third Sector Mandatory Prevent awareness training is provided in line with statutory guidance, with particular emphasis on staff working with children, young people, and vulnerable adults. Training focuses on recognising early indicators of radicalisation, understanding local risk factors, and knowing how to respond and record concerns proportionately. Refresher training and targeted briefings will be provided where risk increases or service roles change. Page 270 of 290
Page 277
PUBLIC Goal Lead Support Notes Event Security Events / Licensing / Civil Contingencies Community Safety, Police Scotland Proportionate protective security planning is in place for public and licensed events, informed by local threat assessments and risk profiles. This includes consideration of crowd management, access control, emergency response procedures, and liaison with Police Scotland where required. Prevent and protective security considerations are embedded within event planning processes, ensuring measures are scalable and commensurate with event size, location, and audience profile. Partnership Governance Community Safety / Prevent All specified authorities Multi-agency Prevent partnership governance arrangements are established to provide strategic oversight, information sharing, and assurance. A quarterly Prevent steering group will report into the CONTEST Board, providing updates on risk, activity, referrals, training coverage, and emerging issues. Governance structures support consistency, accountability, and alignment with wider safeguarding and community safety arrangements. Risk Assessment Review Renfrewshire Prevent Steering Group All partners This Prevent risk assessment will be reviewed on an annual basis to ensure it remains current, proportionate, and reflective of the local threat picture. Interim reviews will be undertaken where there is a significant change in risk, following serious incidents, or where intelligence indicates increased vulnerability to radicalisation or terrorist activity. Actions and outcomes will be recorded and reported through established governance routes. Martyn’s Law Renfrewshire Prevent Steering Group Licensing / Events Team / Civil Contingencies / Property and Asset Management / Education Ensure preparatory arrangements are in place to align with the requirements of the Terrorism (Protection of Premises) Act (Martyn’s Law). This includes raising awareness of protective security responsibilities among relevant services, identifying qualifying premises and events, and embedding proportionate protective security measures and emergency preparedness into existing risk management processes. Work will remain aligned with national guidance as implementation phases are confirmed, ensuring readiness without disproportionate burden on services or partners. Page 271 of 290
Page 278
Page 272 of 290
Page 279
PUBLIC ___________________________________________________________________ To: Communities and Housing Policy Board On: 19th May 2026 ___________________________________________________________________ Report by: Chief Executive ___________________________________________________________________ Heading: Community Funding Update ___________________________________________________________________ 1. Summary 1.1 A report is submitted to the Communities and Housing Policy Board each cycle which sets out officer recommendations in relation to a number of specific community funding mechanisms including the Sustainable Communities Fund and the Villages Investment Fund. An officer panel meets on a monthly basis to assess applications received in advance of this report being submitted. 1.2 As Elected Members will be aware, the guidance for both the Sustainable Communities Fund and Villages Investment Fund was updated in winter 2024/25, and formally approved by the Leadership Board on 19 February 2025. Applications for both funds was relaunched and are considered in line with the refreshed guidance and processes. 1.3 Recommendations relating to these applications are set out in sections 4 and 5 for Elected Member consideration and summarised within Appendix 1 of this report. 1.4 Regular reports in relation to community funding applications will continue to be developed and submitted to the board for consideration. 2. Recommendations 2.1 It is recommended that members of the Board: • Approve the recommendations detailed in Section 4 and summarised in Appendix 1 of this report, in relation to applications received to the Sustainable Communities Fund and Villages Investment Fund. Item 17 CHPB190526 Page 273 of 290
Page 280
PUBLIC 3. Background 3.1 To strengthen oversight of funding recommendations made in relation to a number of specific Council funding streams, the Policy and Partnerships service now submits a community funding paper to each cycle of the Communities and Housing Board. This includes recommendations from officers in relation to funding awards through the Greenspaces Fund, Villages Investment Fund and the Sustainable Communities Fund. This has been supported by the establishment and development of a cross-service officer panel which provides corporate oversight of grant applications in advance of making recommendations for elected members to consider. 4 Sustainable Communities Fund – Recommendations 4.1 The aim of the Sustainable Communities Fund is to support infrastructure and place-based projects across all areas of Renfrewshire which improve the lives of local people and build resilient communities. 4.2 In line with the revised guidance approved by the Leadership Board in February 2025, the Sustainable Communities Fund uses a tiered funding model to reflect different-sized community projects as well as the varying levels of support required at different stages of development as follows: Level of funding Overview Applications up to £9,999 Applications for both capital and revenue funding aimed at enabling small community projects to be undertaken, for example, the purchase of small pieces of equipment, community engagement initiatives, volunteer development programmes. Applications between £10,000 and £24,999 Applications for both capital and revenue funding focused primarily on costs to enhance community infrastructure, for example, feasibility studies, business/project plans for community asset transfer, and project management costs. Applications above £25,000 up to a max of £100,000 applications invited for capital costs only aimed at supporting communities that aspire to take ownership or redevelop land or buildings in their local communities. 4.3 A cross service officer panel met in March and April 2026 to assess applications against the refreshed guidance. 4.4 In summary the panel recommends that the following applications are approved: • Award £10,000 to Pachedu to carry out a structural survey for the former Falcon Day Centre, Paisley • Award £9,780 to Friends of Barshaw Park for a feasibility study to assess the restoration and reuse of the Behind the Wall courtyard and terrace buildings in Barshaw Park, Paisley. Page 274 of 290
Page 281
PUBLIC 4.5 A further two applications have been recommended to be deferred to allow for further clarification and work to be carried out by officers. These applications are detailed in Appendix 1. 4.6 An application from Renfrew YMCA for project activities relating to summer holiday provision for young people is not recommended for award, as the panel did not consider this to be eligible as per the fund guidance. 4.7 The Sustainable Communities Fund currently has £254,586 of funding available for future allocation (£103,384 capital and £151,202 revenue), not including the recommendations detailed within this report. 5. Villages Investment Fund 5.1 The Villages Investment Fund supports investment in infrastructure and place- based projects supporting and strengthening the identity, heritage, uniqueness and integrity of villages across Renfrewshire. Supported projects are required to demonstrate tangible outcomes for our communities. 5.2 In line with the guidance, projects should have a core focus on: • Making physical and environmental improvements to villages across Renfrewshire • Promoting sustainable community use of spaces across villages • Increasing levels of external funding being attracted into Renfrewshire to develop spaces and infrastructure across villages • Encouraging the development of new partnerships across villages 5.3 £151,269 remains available to support future applications made through the Villages Investment Fund, which is broadly split 60% capital 40% revenue. Implications of the Report 1. Financial – Section 4 of the report sets out the recommendations for funding awards and the balance remaining within the Sustainable Communities Fund prior to any decisions taken by board. The balance remaining in the Villages Investment Fund is also detailed at section 5.3. 2. HR & Organisational Development – none. 3. Community/Council Planning – community funding supports engagement and collaboration with local communities on a range of activities which align with the new Council Plan 2022-2027; Our Renfrewshire Community Plan and/or Renfrewshire’s Plan for Net Zero. 4. Legal - none. 5. Property/Assets – there are a number of applicants to this fund seeking to pursue community asset transfers, and where there are relevant property or asset issues these are covered as part of discussions at the officer panel. Page 275 of 290
Page 282
PUBLIC 6. Information Technology – none. 7. Equality and Human Rights – the Recommendations included within this report are considered to have a positive impact on equality and human rights. The fund continues to attract applicants seeking to make community assets more accessible for communities. 8. Health and Safety – none. 9. Procurement – none. 10. Risk – none. 11. Privacy Impact – none. 12. Climate Risk – the Sustainable Communities Fund aligns with the themes within Renfrewshire’s Plan for Net Zero and the delivery of relevant projects will assist the local response to the climate emergency. 13. Childrens Rights – while there are no specific children’s rights implications associated with the recommendations, there are applications in the pipeline which seek to widen opportunities for children and young people to actively participate within their communities. 14. COSLA Policy Position – none. Appendix 1: Summary of applications with Officers recommendations ___________________________________________________________________ List of Background Papers: Sustainable Communities Fund Guidance Author: Laura McIntyre, Head of Policy and Partnerships Page 276 of 290
Page 283
PUBLIC Appendix 1– Sustainable Communities Fund APPLICATIONS RECOMMENDED FOR AWARD Name of organisation Project description Tier Grant Application Amount Recommended Award Comments Pachedu Structural Survey for Falcon Day Centre Pachedu is seeking £10,000 from Renfrewshire Council’s Sustainable Communities Fund to commission a full structural survey and comprehensive building condition survey of the Falcon Day Centre in Paisley. The building is currently progressing through the Community Asset Transfer (CAT) process and is intended to become a Multicultural Community Hub serving diverse communities and wider communities across Renfrewshire. The proposed surveys will provide essential professional due diligence to assess the building’s structural integrity and overall condition before Pachedu assumes responsibility for the asset. The project will involve appointing a structural engineer and a RICS-accredited building surveyor to assess the building’s fabric, roof condition, drainage systems, windows, masonry and other key structural components. The surveys will identify priority repair requirements, assess potential risks and establish indicative cost ranges for refurbishment and long-term maintenance. This information Small £10,000 £10,000 Page 277 of 290
Page 284
PUBLIC will form the foundation of a planned redevelopment strategy and sustainable asset management plan. Friends of Barshaw Park Feasibility Study - Walled Garden This project will deliver a feasibility study to assess the restoration and reuse of the Behind the Wall courtyard and terrace buildings in Barshaw Park. Friends of Barshaw Park will work with architects to undertake a site review, options appraisal and concept design drawings (2D and 3D) exploring potential uses for the buildings and courtyard. The study will also include a feasibility narrative and outline costs to understand the scale of future restoration works. Alongside this, Friends of Barshaw Park will develop an outline business model and community engagement framework. Volunteers have identified challenges caused by the lack of secure storage and sheltered workspace, while the buildings behind the garden wall continue to deteriorate. Feedback from visitors and volunteers has highlighted a strong interest in restoring the area and bringing it back into community use. Community involvement will continue throughout the feasibility study through engagement with volunteers, park users and local partners to help shape the future use of the site. Small £9,780 £9,780 Page 278 of 290
Page 285
PUBLIC RECOMMENDATIONS TO DEFER APPLICATIONS Name of organisation Project description Tier Grant Application Amount Recommended Award Comments Houston & Killellan Men’s Shed This project aims to create a safe, warm and fully accessible purpose-built workshop and meeting space as the main hub of Shed, Church Groups and community organisations/activities. Funding will allow for a feasibility study to be undertaken to identify the best options available to benefit the Shed, Church and community. The space will be available year-round for members and other organisations to meet in a secure, welcoming environment. This funding will pay for a structured feasibility study that gathers robust evidence, stakeholder insight and practical analysis to inform future development for not only the Men's Shed as well as the Church and wider community. Key activities will include research, consultation with relevant partners and community groups, and assessment of potential delivery models, costs and benefits. Small £10,000 Defer Application is recommended to be deferred to allow for further work with the organisation regarding ownership and lease arrangements for the proposed piece of land. KLAS Care CIC Feasibility Study - KLAS Care Neurodivergent Centre of Excellence (Johnstone) KLAS want to offer a safe community space for ASN children, to facilitate social inclusion and community cohesion, and to combat anti-social behaviour. The feasibility study will assess the viability, demand, sustainability and strategic positioning of the proposed service. Small £5,500 Defer Application is recommended to be deferred, to allow for further work to explore alternative funding routes for this work. Page 279 of 290
Page 286
PUBLIC The overall project will bring a centre of excellence that will provide a safe environment for stay and play, respite, family support programmes and parent workshops. Alongside this the centre will provide a welcoming space for the community to meet and organically grow this space in line with the community need. APPLICATIONS NOT RECOMMENDED FOR AWARD Name of organisation Project description Tier Grant Application Amount Recommended Award Comments Renfrew YMCA Project Activities The project will deliver weekly after-school and holiday workshops for children aged 8–11, focusing on confidence, teamwork, and community awareness. Young people aged 16–25 will benefit from mentoring and employability support, including CV workshops, interview preparation, and volunteering opportunities. In addition, four community events will be held to promote wellbeing, encourage intergenerational engagement, and strengthen local social connections. Small £9,342 £0 This project is not eligible for this fund, as it is focussed on recurring revenue costs. The organisation have been directed to alternative funding sources. Page 280 of 290
Page 287
PUBLIC _________________________________________________________________________ To: Communities and Housing Policy Board On: 19th May 2026 _________________________________________________________________________ Report by: Chief Executive _________________________________________________________________________ Heading: Connected Communities – Six Month Progress Report _________________________________________________________________________ 1. Summary 1.1. The Council’s Connected Communities team delivers a range of services across Renfrewshire which aim to improve outcomes for local people and communities. These services are a core element of the work of our local Community Learning and Development Partnership, and in delivering on the priorities which are set out in our Community Learning and Development Partnership Plan. 1.2. Regular Connected Communities Service updates have been included within the wider service updates at each board. Section 4 of this paper provides an overview of high-level activity across our Connected Communities team over the past 6 months, aligned to the priorities of Renfrewshire’s Community Learning and Development Partnership Plan. 1.3. Section 5 of the paper highlights key priorities for the service over the course of the next 6 months. ________________________________________________________________________ 2. Recommendations 2.1 It is recommended that Elected Members: • Note the content of the report ________________________________________________________________________ 3. Background 3.1. As reported to the Leadership Board in February 2025, a key transformation priority for the organisation over the next 3-5 years will be Item 18 CHPB190526 Page 281 of 290
Page 288
PUBLIC the development of the Connected Communities model and approach, which at its heart, will aim to strengthen the relationships that the Council has with local communities in Renfrewshire, including the ambition to make it easier for local people to access the support they need from different services, significantly aligned with the principles of early intervention and prevention. 3.2. In order to ensure a strong core central function within the Council to support the delivery of the programme, a service redesign has recently been completed to establish a new Connected Communities function within the Chief Executive’s Service. This function brings together officers working together on our community empowerment, poverty and inequality programmes such as Fairer Renfrewshire and our community and learning and development teams and will ensure that we have the right resources in place to build capacity across communities, encourage participation and involvement, and strengthen the relationships that our services have with communities and citizens. Completion of this internal service redesign is an important building block for the wider Connected Communities programme. 3.3. As noted in the Leadership Board paper, significant strides have been made in recent years in terms of supporting community capacity and participation, progressing innovative and inclusive new approaches such as participatory budgeting, Local Partnerships, new community grants, regeneration programmes, Lived Experience Panels and youth engagement initiatives. The COVID pandemic and cost of living crisis more recently have further strengthened our local approach, but our learning during this period has identified the opportunity to develop this further. 3.4. As previously reported to this board, the Community Learning and Development function now sits within the Connected Communities Service in the Chief Executive’s Service. This ensures community learning and development is closely aligned to wider strategic and community planning activities, which is very important given the role that the Council’s skilled and experienced team play in delivering positive outcomes for people and communities. 3.5. Following recommendations from HMI, identified actions have progressed across CLD and the wider CLD partnership. A formal progress update was submitted in April 2026 outlining developments which included including strengthening governance and improving outcomes, reporting and self-evaluation arrangements. A follow up visit is scheduled for mid-May to discuss the progress report. The outcome of the visit will be reported to the next Communities and Housing Policy Board. Page 282 of 290
Page 289
PUBLIC 4. Six monthly progress update 4.1. The Connected Communities team delivers a range of services designed to support and nurture Renfrewshire’s communities: Provide a programme of high-quality lifelong learning, accessible to all 4.2. A review of youth work across Renfrewshire is currently being undertaken. A mapping exercise is currently being carried out which includes dialogue with existing groups to ensure the accuracy of information published. Analysis will be carried out to identify the current needs of young people with further discussions being held with partners around opportunities to collaborate or address any identified gaps in service provision. 4.3. A full programme of Adult and Family Learning classes are on offer to Renfrewshire residents. Classes include ESOL, Literacies, Personal Development, Family Learning, Men's Groups and IT. 4.4. Recent developments in our Learning programme include: • The AFL team deliver a wide range of ESOL provision across Renfrewshire including Men’s Groups, Women’s Groups, Mixed Groups, Family Learning Groups and Personal Social Development Groups in partnership with the Resettlement Team, West College Scotland and the Local Employability Partnership New Scots’ Support and the Integration Network to ensure our New Scots have the support they need at the right level to integrate within Renfrewshire. This will be further enhanced as outlined later in this report. • Our ASN Autistic Tabletop Group are continuing to develop their board game FLIP with the Museum and were selected as a case study to be discussed at the CLD Managers Scotland conference. 4.5. The Duke of Edinburgh programme continues to grow each year and provide young people with a mechanism to gain a nationally recognised award. A celebration event will be held at Holyrood in June 2026 for practitioners involved in the delivery of DOE as well as recognition for the young people receiving their Gold award. 4.6. The annual DofE Award Ceremony was held in February, celebrating the hard work of young people across Renfrewshire. This year, we reached our highest number of award completions so far, showing the growing strength and reach of DofE in the area. In total, 167 bronze awards, 34 silver awards and 7 gold awards were awarded in 2026. 4.7. The Foxbar Youth Drop In began re-establishing its presence with open nights and after school clubs. Early work also started to bring GoZone back to the Glenburn community. Both projects aim to provide safe, supportive, and accessible spaces for young people. 4.8. Our Climate Change Champions and Active Travel programmes offered nature events, cycling activities, and support for P7 pupils unable to Page 283 of 290
Page 290
PUBLIC attend their transition residential. These activities helped young people stay active, connected with nature, and supported during key transition moments. Build strong connected communities where people can participate and influence in their local area 4.9. Renfrewshire Youth Voice delivered another successful Positive About Youth Awards, recognising the achievements of young people across the area. They also presented at the Council meeting in December, further strengthening youth representation in local decision making. 4.10. As part of the Local Partnerships Development Programme, he Local Partnerships undertook a priorities refresh exercise and have more recently identified a number of actions to take forward to progress these priorities. 4.11. For example, Renfrew Local Partnership want to encourage local groups and projects to connect and work together to deliver activities, strengthening the connections between organisations/groups and developing those relationships to nurture future collaborations and reciprocal support. The Local Partnership Development Officer was able to make introductions between several community groups to enable collaboration including 2nd Centenary Scouts group participating in Renfrew Heritage Group and Forever Young (a group for older people engaging with art) have been able to make connections with Just Dive In CIC to participate in aqua activities. 4.12. Within the Gleniffer Local Partnership area, Local Partnership members identified a need to reach out to young people to strengthen their influence on the activities of Gleniffer Local Partnership. As part of this there was a dedicated presentation from the youth team about local provision in Gleniffer, the members were able to ask questions and this led to conversations about supporting existing and new activity in the area. Moving forward, this will include connecting with schools, Pupil Councils, community groups and other services such as Street Stuff. 4.13. Over the period, Team Up to Clean Up continued to grow its volunteer base and online engagement, with high levels of activity across the Facebook group with over 9,000 members having joined by the end of March 2026. Despite the colder, wetter weather, volunteers continue to deliver litterpicks, cut back overgrown vegetation, and engage with their peers. The youth team supported the Campaign by delivering environmental awareness sessions in 4 local secondary schools. 4.14. Over the last 5 years, Team Up to Clean Up has offered a limited number of grit spreaders and accompanying kits to volunteers, including PPE, salt and a risk assessment. Demand for this support is consistently high and typically oversubscribed. 4.15. Following discussions with the Council’s Roads Team, who lead the #RenReady winter campaign, additional funding was secured, enabling all applicants to receive a kit this year. Neighbourhood Services operatives also supported the delivery of the grit kits, strengthening links Page 284 of 290
Page 291
PUBLIC between services and volunteers while enhancing community resilience during the winter period. 4.16. The Community Partnerships team continue to provide advice, guidance and support corporately for other services undertaking participatory budgeting processes. This has included supporting the design and delivery of the You Decide Tenants programme, which is a participatory budgeting programme aimed at empowering Renfrewshire Council tenants to make decisions on the allocation of £600k of the council’s housing revenue budget, over a 3 year period. 4.17. In 25/26, the Celebrating Renfrewshire Fund supported youth projects across Renfrewshire. Launched in 2019, Celebrating Renfrewshire is a fund designed by and for young people, where those aged 12-25 will have a direct say on which projects are funded in their local area. Using a participatory budgeting model for decision making, the fund process empowers young people to make decisions that will benefit and enhance their local communities. 4.18. Over the last year, Celebrating Renfrewshire has supported 65 projects from 41 groups, totalling £149,340 spent on projects for young people across Renfrewshire, this past year. Projects include access to support for young people's mental health through regular drop-in sessions, inclusive dance, movement, and music workshops for young people with additional support needs or care experience, training kits and team clothes, and free sports and day trips. 4.19. One example of a funded project is Erskine Arts, who created a first-time job opportunity for local 16 - 17-year-olds. This has given young people the chance to get real work experience, build confidence, be part of a creative, fast paced and varied arts charity while earning some money! Another example of a funded project was the Visionary Project, which is a youth-led group designed to create safe, inclusive, and engaging spaces for young people from minority backgrounds throughout Renfrewshire. 4.20. This year, work has been carried out across all schools in partnership with Active Schools through their school ambassadors to understand young people’s priorities and shape the fund. The fund will open for project ideas in August at the beginning of the new school year, with yoting carried out in the Autumn. This year, voting will be carried out using the online democracy platform, Consul. Deliver targeted opportunities across the CLD Partnership to reduce barriers and tackle inequalities 4.21. We continued to deliver the ‘Fund Your Fun’ programme, which provides meaningful opportunities and resources to children and young people who are looked after at home who are unable to access these without the fund with 69 young people benefiting in 2025. The programme was expanded in February 2026 to include children living in Kinship Care with 79 children young people benefiting from the fund so far in 2026. The annual Present Drive continued to gift presents to care experienced Page 285 of 290
Page 292
PUBLIC young people and relieve some of the financial pressures felt by families during the festive period with 411 presents distributed. 4.22. The team also delivered programmes tailored for care experienced young people and improve community spaces to help them feel more included. We also worked with the Leather Group to create murals in the Seedhill community. 4.23. The Good Vibes Project continues to deliver targeted early intervention support for young people identified by Community Safety partners due to concerns regarding behaviour and community impact. The programme provides structured, tailored sessions on a weekly basis at the Foxbar Youth Centre, which has been selected for its safe, youth friendly environment and facilities. 4.24. As a further developmental opportunity, young people who completed the initial phase of the project have been offered participation in a residential sailing experience with Ocean Youth Trust in May. This experience is expected to provide significant personal and social development benefits, including increased confidence, teamwork, leadership, and resilience, aligning with the project’s core aims of positive behavioural change and improved life chances. 4.25. The next phase of the project will focus on standardising the Good Vibes programme model, including session structure, delivery approach, and outcome measures. This will enable the programme to be replicated consistently and delivered effectively within other identified communities, supporting wider preventative and early intervention objectives in partnership with Community Safety and local stakeholders. Activities are now being delivered in Paisley, Gallowhill and Linwood with the next phase also tying in with the wider Youth Work Review to plan and deliver targeted opportunities in areas such as Bishopton, Erskine and Renfrew where there is currently limited youth provision. 4.26. Through the Scottish Government’s Delivering Equally Safe campaign, the team delivered training, awareness sessions, and youth work focused on healthy relationships and gender-based violence prevention. Young people were reached both in schools and community settings, making these conversations accessible and supportive. Funding for this programme has been extended for a further 2 years. 4.27. Working closely with the Resettlement Team, Evolve continued supporting young people and families new to the area. The Bring Unity to Communities group became formally constituted and is now developing its own opportunities with guidance from the Youth Team. The group, made up of Ukrainian refugee settlers aged 15–22, group has applied for funding through Engage Renfrewshire’s InRen network and is planning youth-led multicultural events across Renfrewshire to promote anti- racism through music, dance, and food. 4.28. Work has been underway to explore the development and expansion of the Council’s English for Speakers of Other Languages (ESoL) provision, which is a key priority of Renfrewshire’s CLD Partnership Plan. Survey work has been undertaken with ESoL learners locally to inform the Page 286 of 290
Page 293
PUBLIC development of this work, with a view to offering a more flexible and responsive ESoL offer locally alongside partners. Further information on this will be provided at a future Communities and Housing Board. 4.29. Work continues in Gallowhill to build capacity and work alongside the community to develop actions based on its own needs and wants. The Fairer Renfrewshire funded Community Development Officer based in Active Communities has launched a new Men’s drop-in, the community lunch continues to thrive and Team Up to Clean Up continues to support weekly litter picking, which is very much community led. In addition, Active Communities has attracted external funding to support activities in the area from the Community Mental Health and Wellbeing Fund and National Lottery Young Start Fund. 4.30. Children and young people aged 5–21 living in Scotland are entitled to free bus travel, but they need a National Entitlement Card (NEC) to use it. Children aged 5–10 receive a Junior NEC, and those aged 11 and over get a Young Scot NEC, which also works as recognised proof of age and gives access to Young Scot discounts. In partnership with Transport Scotland, Renfrewshire Council participated in the Asylum Seeker Free Bus Travel Pilot between December 2025 and March 2026. The pilot involved all local authorities in Scotland and was designed to provide insight into reducing financial barriers to transport and the impacts on supporting access to essential services, communities, and opportunities. 4.31. The Street Stuff programme continues to be delivered in the areas that need them most through analytical information, mainly in the evenings. These sessions focus on sports and games to give young people a safe and positive way to spend their time. A new Cheerleading class commenced in Linwood High in October 2025 building on the success of the class delivered at the Southend Action Centre in Paisley. Due to their popular demand discussions are ongoing to expand cheerleading to other areas. Strengthening our partnership and developing the workforce 4.32. The Community Learning and Development team have continued to support the development and progression of CLD professionals locally, including: • In November, one of our learners in West Johnstone, received an Adult Learning award from Scotland’s Learning Partnership for her achievements over the past few years. • A student from Glasgow University studying for a BA in Community Development has completed her placement. Our partnership with UWS has secured another student who is still doing her placement with us. • Recruitment for new roles of CLD Support Workers has been completed and new staff commenced in March. • Majority of the core AFL staff have been completed in First Aid in the Workplace training completed the NHS HENRY training in March to support parents within our service. Page 287 of 290
Page 294
PUBLIC • The British Sign Language Association are now regular users of our venues and two AFL staff completed a beginners course in BSL. 4.33. We have continued to coordinate the collation of performance information to support reporting on progress against the CLD Plan. This has included gathering data from internal services and a wide range of CLD partners. This process has provided valuable insight into the different reporting cycles and requirements across the partnership, which is informing the ongoing development of the CLD Outcomes and Performance Framework to support clearer, more consistent reporting of shared progress. The Outcomes and Performance Framework is part of the core method of recording the impact of our work, capturing the narrative to match the qualitative data relating to programmes and events. 4.34. Significant progress has been made in the development of FORT, a new recording and performance system for CLD. Initial implementation will focus on Adult and Family Learning and Youth Work, with further consideration given to how the system can support the wider Connected Communities services and corporate reporting requirements. This will strengthen data collection, reporting capability and insight across services, ensuring that wider impact of CLD is included in reporting. 4.35. Work is ongoing with partners to strengthen how learner and community voice informs planning and development. This will be a key focus as planning for the next CLD Plan begins, ensuring that services continue to be shaped by the experiences and priorities of learners and communities. The focus remains on embedding these developments, the implementation of FORT, continue strengthening shared reporting arrangements. This will shape a consistent approach to measuring impact across CLD, our CLD Partnership and Connected Communities. 5 Key priorities for the next six months 5.1 Key priorities for the next six months include: • Strengthening community voice by expanding mechanisms for learner and community feedback, including a CLD Voice Forum and developing a CLD roadshow to showcase partnership activities across communities. • Continuing to work with the Resettlement Team and other partners to support New Scots, in particular developing and implementing Renfrewshire’s offer of learning and support for English for Speakers of other Languages. • Continuing to work with the Integration Network and local Community Groups to support Community Cohesion • Progress the Youth Work review to map existing provision across Renfrewshire including the third sector. Carry out analysis to identify any gaps or duplication and target resources accordingly. Page 288 of 290
Page 295
PUBLIC • Develop and promote Renfrewshire’s ‘Summer of Fun’ to provide a range of free activities for children and young people over the summer holidays, with partners including Whole Family Wellbeing, OneRen libraries and the third sector. • Work with partners, including the Fairer Renfrewshire Panel to develop an accessible welcome pack for New Scots, that will provide useful information for anyone from an ethnically diverse background making their home in Renfrewshire. Implications of the Report 1. Financial – None 2. HR & Organisational Development – None 3. Community/Council Planning – The report details a range of activities which reflect local community and council planning themes. 4. Legal – None 5. Property/Assets – None 6. Information Technology –None 7. Equality & Human Rights – The report details a number of activities carried out across the Connected Communities service which seek to tackle inequalities across a range of protected characteristics, and in particular advancing equality of opportunity for a number of equality groups who face additional barriers. 8. Health & Safety – None 9. Procurement – None 10. Risk – None 11. Privacy Impact – No ne 12. COSLA Policy Position – None 13. Children’s Rights – The activities of the service play an important role in terms of working with children and young people to understand their rights and to achieve positive outcomes in relation to these rights in practice. 14. Climate Risk – there are a range of actions and activities throughout the Service Update Report which support the Council’s Plan for Net Zero __________________________________________________________________ Page 289 of 290
Page 296
PUBLIC List of Background Papers: None Page 290 of 290