Agenda Document Pack - Communities and Housing Policy Board - 13/01/2026
Renfrewshire Council · 13 January 2026
Back to Communities and Housing Policy Board — 13 January 2026 and its agenda
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06/01/2026 Notice of Meeting and Agenda Communities and Housing Policy Board Date Time Venue Tuesday, 13 January 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 Colin McCulloch: Councillor Janis McDonald: Councillor Cathy McEwan: Councillor Iain McMillan: Councillor John McNaughtan: Councillor Iain Nicolson: Councillor Emma Rodden: 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 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. MARK CONAGHAN Head of Corporate Governance
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06/01/2026 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
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06/01/2026 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 Police and Fire & Rescue Scrutiny Sub-committee Submit Minute of meeting of the Police and Fire & Rescue Scrutiny Sub- committee held on 28 October 2025. 1 - 2 2 General Services Revenue, Housing Revenue Account (HRA) and Capital Budget Monitoring as at 14 November 2025 Joint report by Directors of Finance & Resources and Environment, Housing & Infrastructure. 3 - 14 3 Service Update Report Report by Director of Environment, Housing & Infrastructure. 15 - 26 4 Homelessness: Annual Benchmarking Report 2024/25 Report by Director of Environment, Housing & Infrastructure. 27 - 36 5 Housing-led Regeneration and Renewal – Compulsory Purchase Orders (Howard Street and Thrushcraigs Housing Regeneration Areas) Report by Director of Environment, Housing & Infrastructure. 37 - 40 6 Consultation Response on the Strategic Policing Plan for Scotland 2026/29 Report by Director of Director of Environment, Housing & Infrastructure. 41 - 46 7 Community Funding Update Report by Chief Executive. 47 - 62
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06/01/2026 8 Renfrewshire’s Community Learning and Development Partnership Plan - Annual Report 2024/25 Report by Chief Executive. 63 - 106
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Minute of Meeting Police and Fire and Rescue Scrutiny Sub-Committee Date Time Venue Tuesday, 28 October 2025 15:00 Council Chambers (Renfrewshire), Council Headquarters, Renfrewshire House, Cotton Street, Paisley, PA1 1AN Present: Councillor Carolann Davidson, Councillor Mags MacLaren, Councillor Marie McGurk, Councillor Iain McMillan, Councillor Iain Nicolson Chair Councillor McGurk, Convener, presided. In Attendance G Hannah, Head of Climate, Public Protection & Roads, (Environment, Housing & Infrastructure); and R Devine, Senior Committee Services Officer and D Cunningham, Committee Services and Licensing Officer (both Finance & Resources). Also In Attendance Chief Superintendent R Fraser, Detective Chief Inspector J Knight (Item 1 only) and Chief Inspector I Farmer (all Police Scotland); and Area Commander E Kenna and Group Commander I McCormick (both Scottish Fire and Rescue Service). Webcasting of Meeting Prior to the commencement of the meeting the Convener intimated that this meeting of the Sub-committee would be filmed for live or subsequent broadcast on the Council’s internet site. Declarations of Interest and Transparency Statements There were no declarations of interest or transparency statements intimated prior to the commencement of the meeting. Item 1 CHPB130126 Page 1 of 106
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1 Police Scotland Spotlight - Theft by Shopliftings There was delivered a presentation by Detective Chief Inspector J Knight, Retail Crime Task Group, Police Scotland, relative to shoplifting thefts. DECIDED: That the content of the presentation be noted. 2 Police Scotland - Performance Report There was submitted a report by the Chief Superintendent, Police Scotland, relative to service performance and activities in the Renfrewshire area for the reporting period 1 April to 31 August 2025. The report summarised the key performance indicators and provided statistics and updates in terms of Renfrewshire’s Policing Priorities 2023/26 and Police Scotland’s Policing Priorities 2023/26. The Chief Superintendent highlighted that Police Scotland were working with transport partners to mitigate anti- social behaviour on public transport and requested the continued reporting of all incidents to enable Police Scotland to gather data and deploy resources effectively. DECIDED: That the content of the report and verbal updates be noted. 3 Scottish Fire and Rescue Service - Performance Report There was submitted a report by the Area Commander, Scottish Fire and Rescue Service (SFRS) relative to SFRS performance and Local Fire and Rescue Service Plan Priorities in the Renfrewshire area during the period 31 July to 30 September 2025. The challenges presented by 5th November activities and successful partnership initiatives were discussed. DECIDED: That the content of the report and verbal updates be noted. 4 Local Issues Councillor McMillan requested an update on Douglas Street which had been discussed previously. The Head of Climate, Public Protection & Roads and Police Scotland provided a response. Councillor M MacLaren requested information relative to drug activity in Paisley, Police Scotland were heard in response. DECIDED: That the above local issues and updates be noted. CHPB130126 Page 2 of 106
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PUBLIC ___________________________________________________________________ To: Communities and Housing Policy Board On: 13 January 2026 ___________________________________________________________________ Report by: Director of Finance and Resources & Director of Environment, Housing and Infrastructure ___________________________________________________________________ Heading: General Services Revenue, Housing Revenue Account (HRA) and Capital Budget Monitoring as at 14 November 2025 ___________________________________________________________________ 1. Summary 1.1 At the close of reporting Period 8 on 14 November 2025, the projected revenue outturn at 31 March 2026 for those services reporting to the Communities and Housing Policy Board, including the Housing Revenue Account, is to break even against the revised budget for the year in General Services and a break-even position in the HRA. 1.2 The projected capital outturn at 31 March 2026 for projects reporting to the Communities and Housing Policy Board, is a break-even position. 1.3 This is summarised over the relevant services in the table below and further analysis is provided in the report and appendices. Revised Annual Budget £000 Projected Outturn £000 Budget Variance (Adv)/Fav £000 Budget Variance % Revenue Housing Revenue Account (HRA) 0 0 0 0.0% Housing – General Services (Non-HRA) 5,174 5,174 0 0.0% Communities and Public Protection 4,910 4,910 0 0.0% Item 2 CHPB130126 Page 3 of 106
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PUBLIC Revised Annual Budget £000 Projected Outturn £000 Budget Variance (Adv)/Fav £000 Budget Variance % Criminal Justice 5,192 5,192 0 0.0% Total 15,276 15,276 0 0.0% Revised Annual Budget £000 Projected Outturn £000 Budget Variance (Adv)/Fav £000 Budget Variance % Capital Housing Revenue Account (HRA) 46,546 46,546 0 0.0% Other Housing PSHG 1,100 1,100 0 0.0% Total 47,646 47,646 0 0.0% 2. Recommendations It is recommended that the Communities and Housing Policy Board: 2.1 Notes the projected Revenue outturn break-even position. 2.2 Notes the projected Capital outturn break-even position. 3. Revenue Budget Projection – break-even by 31 March 2026 3.1 The tables in Appendix 1 present the projected year-end position for all services reporting to this Board, by both subjective analysis (what the budget is spent on) and objective analysis (which division is spending the budget). Significant variances affecting the projected position are analysed further below. 3.2 It should be noted that the projected outturn position reported here is based on the latest information available, which is subject to change during the financial year. Budget holders are obliged to seek mitigating action to minimise significant budget variances. 4. Objective Analysis – Significant Variances 4.1 Housing Revenue Account (HRA) - break-even by 31 March 2026 The HRA is projected to break-even overall in 2025/26. Demand for repairs to HRA premises, including void properties, is still currently expected to be managed within the overall budget levels. CHPB130126 Page 4 of 106
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PUBLIC 4.2 Housing – General Services (Non-HRA) – break-even by 31 March 2026 The projected outturn for Homelessness within Housing – General Services (Non-HRA), continues to be a challenge in this financial year. Demand on services is currently being managed within existing resources, including additional dedicated staff, being supported through migration and asylum funding streams allocated to the Council by the UK and Scottish Governments. The increase in homeless applications during the current year in Renfrewshire continues to create additional, potentially longer-term, financial pressures for Council services. The service has had to increase the number of available temporary accommodation rooms, though the increased costs are currently being managed within the income recovered. Projections of these pressures will continue to be reviewed and reported to future Communities and Housing Policy Boards as required. 4.3 Communities and Public Protection - break-even by 31 March 2026 The service is projecting a breakeven position with some under recoveries in income targets being offset by underspends being achieved elsewhere in the service. 5. Subjective Analysis – Significant Variances GENERAL SERVICES (excluding HRA) 5.1 Employees – £0.235m underspend by 31 March 2026 Underspends within Communities and Public Protection are largely driven by an ongoing staffing restructure, alongside unfilled vacancies within the Criminal Justice Service. 5.2 Transfer Payments – (£0.053m) overspend by 31 March 2026 Minor overspends have been identified in payments for training initiatives in both Communities and Public Protection, and Community Learning and Development. These are being offset by underspends in employee costs across the wider service area. CHPB130126 Page 5 of 106
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PUBLIC 5.3 Income – (£0.125m) under-recovery by 31 March 2026 The small under-recovery in income within Communities and Public Protection is driven by a reduction in the issue of fixed penalty notices. Seasonal variations occur throughout the year and with the increased free parking during December a reduction in fixed penalty notices is expected. HOUSING REVENUE ACCOUNT (HRA) 5.4 Premises Related costs – (£0.037m) overspend by 31 March 2026 The level of demand for Repairs and Maintenance of HRA Properties remains high, especially within Void properties. Additional focus continues to analyse ongoing demand levels. All premises related costs, including utilities and estate management, are subject to demand fluctuations, and will continue to be closely monitored throughout the year. 5.5 Transfer Payments – £0.083m underspend by 31 March 2026 The projected underspend is primarily driven by enhanced performance in managing void rent loss. This improvement reflects more efficient turnaround times for vacant properties and stronger processes to minimise periods without rental income. As a result, the financial impact of void rent loss has been reduced compared to previous forecasts. 6. Revenue Budget Virements 6.1. Under the Council’s financial regulations, Directors, and their nominated officers, in consultation with the Director of Finance and Resources, have certain delegated authority to transfer sums between subjective budget headings within a service division to enable budget management throughout the financial year. This is known as ‘budget virement’. 6.2. Transfers between divisions of the same service / department in excess of £100,000, and transfers between services / departments must be authorised by the respective service Director and the Director of Finance and Resources for submission to the relevant policy Board for approval. There are no such changes to report. CHPB130126 Page 6 of 106
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PUBLIC 7. Capital Budget Projection – break-even position by 31 March 2026 7.1 The Non-Housing Capital Investment Programme 2025/26 to 2029/30 was approved by the Council on 27 February 2025. For Communities and Housing Service the revised capital spend for 2025/26 is £47.646m. 7.2 The in-year Capital budget is forecast to break even by 31 March 2026, and there are no budget changes to report this Board cycle. Implications of the Report 1. Financial The projected budget outturn position for the Communities and Housing Revenue budget is break-even at 31 March 2026. Income and expenditure will continue to be monitored closely for the rest of the financial year and as far as possible, steps will be taken to mitigate any overspend. The projected outturn position for Communities and Housing Services Capital budget is break-even, after the adjustments outlined in section 7. 2. HR & Organisational Development While staffing budgets form a significant proportion of the Council’s revenue budgets, there are no direct implications arising from the recommendations in this report. 3. Community/Council Planning Community Plan Our Renfrewshire is thriving The Council’s revenue and capital spend ensures that its facilities are fit for purpose and safe for the community, to maximise accessibility. Our Renfrewshire is well Our Renfrewshire is fair Our Renfrewshire is safe Council Plan Reshaping our place, our economy, and our future The Council’s revenue and capital spend ensures that its facilities are fit for purpose and safe for the community, to maximise accessibility. Building strong, safe, and resilient communities Tackling inequality, ensuring opportunities for all Creating a sustainable Renfrewshire for all to enjoy Ongoing revenue and capital budget monitoring is a tool to enable good financial management so that the Council has resources now and in the future for continued service delivery. Working together to improve outcomes CHPB130126 Page 7 of 106
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PUBLIC 4. Legal There are no direct implications arising from the recommendations in this report. 5. Property/Assets The capital expenditure noted in this report will result in lifecycle maintenance improvements to existing properties and replacement of ICT assets and infrastructure. 6. Information Technology ICT assets and revenue costs are included within these reported budgets, and the costs associated with the replacement of the Housing Management system will have both an ongoing revenue and capital budget impact. 7. Equality & Human Rights While new areas of spend may impact on particular groups, any such impact would be assessed prior to the spend being incurred, therefore there are no direct implications arising from the recommendations in this report. 8. Health & Safety The capital expenditure noted in this report will result in lifecycle maintenance improvements to existing properties and replacement of ICT assets, which may in some cases enhance health and safety measures. 9. Procurement While Procurement is an important consideration prior to the Council incurring any revenue or capital spend, there are no direct implications arising from the recommendations in this report. 10. Risk The potential financial risk that the Council will overspend its approved revenue budgets for the year is managed at a Council-wide level by the Chief Executive and Directors. 11. Privacy Impact There are no direct implications arising from the recommendations in this report. 12. Climate Change The Council aims to reduce its carbon and other emissions to net zero by 2030, however there are no direct implications arising from the recommendations in this report. 13. Children’s Rights There are no direct implications arising from the recommendations in this report. 14. Cosla Policy Position N/A. CHPB130126 Page 8 of 106
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PUBLIC List of Background Papers • Housing Revenue Account Budget & Rent Levels 2025/26 and Housing Capital Investment Plan 2025/26 to 2029/30, Council 27 February 2025. • Non-housing Capital Investment Programme, Prudential Framework and Treasury Management Strategy, and Capital Strategy 2025/26 – 2029/30, Council 27 February 2025. Author: John Kilpatrick, Finance Business Partner Geoff Borland, Finance Manager CHPB130126 Page 9 of 106
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PUBLIC RENFREWSHIRE COUNCIL REVENUE BUDGET MONITORING STATEMENT 2025/26 1 April 2025 to 14 November 2025 POLICY BOARD: COMMUNITIES AND HOUSING - All SERVICES Objective Summary Annual Budget at Period 6 Budget Adjustments Revised Annual Budget at Period 8 Projected Outturn Budget Variance (Adverse) or Favourable Previous Projected Outturn Variance Movement £000 £000 £000 £000 £000 % £000 £000 Housing Revenue Account (HRA) 0 0 0 0 0 0.0% 0 0 Housing - General Services (Not HRA) 5,167 7 5,174 5,174 0 0.0% 0 0 Communities and Public Protection (including Regulatory Services) 4,910 0 4,910 4,910 0 0.0% 0 0 Criminal Justice 5,192 0 5,192 5,192 0 0.0% 0 0 NET EXPENDITURE 15,269 7 15,276 15,276 0 0.0% 0 0 CHPB130126 Page 10 of 106
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PUBLIC RENFREWSHIRE COUNCIL REVENUE BUDGET MONITORING STATEMENT 2025/26 1 April 2025 to 14 November 2025 POLICY BOARD: COMMUNITIES AND HOUSING - GENERAL SERVICES (excluding HRA) Subjective Summary Annual Budget at Period 6 Budget Adjustments Revised Annual Budget at Period 8 Projected Outturn Budget Variance (Adverse) or Favourable Previous Projected Outturn Variance Movement £000 £000 £000 £000 £000 % £000 £000 Employees 13,298 (103) 13,195 12,960 235 1.8% 388 (153) Premises Related 2,897 8 2,905 2,937 (32) (1.1%) (41) 9 Transport Related 214 51 265 268 (3) (1.1%) (38) 35 Supplies and Services 5,001 95 5,096 5,121 (25) (0.5%) (45) 20 Third Party Payments 122 90 212 204 8 3.8% (47) 55 Transfer Payments 4,953 (152) 4,801 4,854 (53) (1.1%) (73) 20 Support Services 54 (5) 49 54 (5) (10.2%) 1 (6) Depreciation and Impairment Losses (23) 23 0 0 0 0.0% (23) 23 GROSS EXPENDITURE 26,516 7 26,523 26,398 125 0.5% 122 3 Income (11,247) 0 (11,247) (11,122) (125) (1.1%) (122) (3) NET EXPENDITURE 15,269 7 15,276 15,276 0 0.0% 0 0 CHPB130126 Page 11 of 106
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PUBLIC RENFREWSHIRE COUNCIL REVENUE BUDGET MONITORING STATEMENT 2025/26 1 April 2025 to 14 November 2025 POLICY BOARD : COMMUNITIES, HOUSING AND PLANNING SERVICES - Housing Revenue Account (HRA) Only Subjective Summary Annual Budget at Period 6 Budget Adjustments Revised Annual Budget at Period 8 Projected Outturn Budget Variance (Adverse) or Favourable Previous Projected Outturn Variance Movement £000 £000 £000 £000 £000 % £000 £000 Employees 12,915 (181) 12,734 12,752 (18) (0.1%) (6) (12) Premises Related 27,472 240 27,712 27,749 (37) (0.1%) (66) 29 Transport Related 54 0 54 52 2 3.7% (4) 6 Supplies and Services 1,119 (80) 1,039 1,042 (3) (0.3%) 78 (81) Third Party Payments 0 0 0 0 0 0.0% 0 0 Transfer Payments 4,406 (942) 3,464 3,381 83 2.4% 0 83 Support Services 3,287 (29) 3,258 3,253 5 0.2% (28) 33 Depreciation and Impairment Losses 19,472 (58) 19,414 19,405 9 0.0% 8 1 GROSS EXPENDITURE 68,725 (1,050) 67,675 67,634 41 0.1% (18) 59 Income (68,725) 1,050 (67,675) (67,634) (41) (0.1%) 18 (59) NET EXPENDITURE 0 0 0 0 0 0.0% 0 0 CHPB130126 Page 12 of 106
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PUBLIC Prior Years Approved Budget Revised Projected Total Approved Projected Expenditure Budget Adjustments Budget Outturn Budget Outurn Project Title to 31/03/2025 2025-26 since previous 2025-26 2025-26 to 31-Mar-30 to 31-Mar-30 Board report £000 £000 £000 £000 £000 £000 £000 HOUSING(HRA) Improvements To Existing Properties 0 22,177 0 22,177 22,177 0 0% 119,092 119,092 0 0% Regeneration 14,434 11,074 0 11,074 11,074 0 0% 128,128 128,128 0 0% Other Assets 0 3,779 0 3,779 3,779 0 0% 16,133 16,133 0 0% Non Property Expenditure 0 700 0 700 700 0 0% 700 700 0 0% Council House New Build 43,297 6,641 0 6,641 6,641 0 0% 75,001 75,001 0 0% Professional Fees 0 2,175 0 2,175 2,175 0 0% 11,109 11,109 0 0% Total Housing (HRA) Programme 57,731 46,546 0 46,546 46,546 0 0% 350,163 350,163 0 0% HOUSING(PSHG) Private Sector Housing Grant 0 1,100 0 1,100 1,100 0 0% 4,700 4,700 0 0% Total Housing (PSHG) Programme 0 1,100 0 1,100 1,100 0 0% 4,700 4,700 0 0% TOTAL COMMUNITIES, HOUSING & PLANNING BOARD 57,731 47,646 0 47,646 47,646 0 0% 354,863 354,863 0 0% Budget Variance (Adverse) or Favourable Budget Variance (Adverse) or Favourable RENFREWSHIRE COUNCIL CAPITAL INVESTMENT STRATEGY 1st April to 14th November 2025 POLICY BOARD: COMMUNITES & HOUSING Current Year 2025-26 Full Programme - All years CHPB130126 Page 13 of 106
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CHPB130126 Page 14 of 106
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PUBLIC ___________________________________________________________________ To: Communities and Housing Policy Board On: 13 January 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 28 October 2025 and an update on the services and key projects delivered during this period. ___________________________________________________________________ 2. Recommendations It is recommended that the Communities and Housing Policy Board: 2.1 Note the contents of this report. ___________________________________________________________________ Updates for Communities and Housing Policy Board 3. Housing Services 3.1 Housing Management Income Advice 3.1.1 Information from advice interviews at the end of November 2025 confirms that over 4110 income advice cases involved households from Council tenancies this financial year. Item 3 CHPB130126 Page 15 of 106
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PUBLIC 3.1.2 During these interviews staff assess any entitlements to assistance that are due and support people to access benefits they are eligible for, alongside giving advice on all money matters and budgeting. 3.1.3 There are several sources of additional assistance accessed which can include universal credit/housing benefit, attendance allowance and disability payment, food vouchers and many more, full details of which were shared with members of the Policy Board following the meeting in March. 3.1.4 In monetary terms this equates to £9,174,657 between April 2025 and November this year. 3.1.5 Between April 2025 and November 2025 there have been 130 tenants referred for Tenant Support Fund assessment, which have the added value of full income assessment and advice provision. Of the referrals 103 have engaged with Specialist Income Advisors and 71 have qualified for assistance from the fund. 3.2 Housing Innovation Project (HIP) 3.2.1 The HIP Project to replace the housing management ICT systems remains on target for Phase 1 to go live in April 2026, encompassing rents, applications/allocations and servicing. The first cycle of system testing was undertaken during November and early December. 3.2.2 Next steps are for staff training to begin in February 2026 and for a further full cycle of system testing to be undertaken in February. Preparation for Phase 2 of the project continues, with the recruitment of the Strategic Lead for this phase underway. 3.3 Homelessness & Housing Support Services Homeless Services 3.3.1 There remains significant pressure in meeting the needs of all of those who are homeless in Renfrewshire. 3.3.2 The number of ‘live’ homeless cases continues to increase, which presents a constant challenge to frontline staff and was covered in detail in a report to the Policy Board in October as well as at our recent annual meeting with the Scottish Housing Regulator who visits all Local Authorities to gather information and assurance about homelessness services. 3.3.3 A separate report benchmarking Renfrewshire’s homelessness performance with other Scottish local authorities is also presented to the Policy Board. CHPB130126 Page 16 of 106
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PUBLIC 3.3.4 The Scottish Government has confirmed that funding to support local authorities in the delivery of Rapid Rehousing Transition Plans has been continued for 2026-27 and within Renfrewshire this will allow the continuation of our resettlement assistance for those transitioning from temporary to settled accommodation as well as support the delivery of Housing First based projects 3.3.5 Due to pressures in the prison estate, the Scottish Parliament approved plans for the early release of more short-term prisoners over a number of tranches between November and December 2025 and January and April 2026. 3.3.6 Our Homeless and Housing Support Services team work closely with a range of colleagues from Scottish prisons, Social Work Justice team, Employability etc., and have aimed to deliver a person-centered approach for each prisoner from the Renfrewshire area who was due for release to ensure that people can return to their previous homes and prevent homelessness where possible. For those requiring additional support, regular pre-release meetings are taking place across all partner agencies in Renfrewshire including mental health, Alcohol and Drug Recovery Service (ADRS) and Upside Prisoner Support to ensure assistance and support in relation to their housing needs is offered. Housing Support team 3.3.7 The Housing Support team launched a ‘Housing Support 2 Go’ (HS2GO) winter initiative towards the end of 2025. This involves our Housing Support Officers attending our two staffed accommodation sites as well as going out into the community to visit people they support to offer warm food and snacks to help with the cost of living and fuel poverty crisis. This also provides a further opportunity for officers to discuss/ review any ongoing or new support needs and provide information on services who can offer additional advice and assistance throughout the winter months. The project, which is being delivered in partnership with Blue Triangle Housing Association along with funding provided by Paisley churches, is proving to be very popular so far and the impact of this HS2GO initiative will be reviewed in the Spring with details included in a future service update to the Policy Board. 3.3.8 Our pilot service ‘Opening Doors’, which was launched during 2025 in partnership with the RCA Trust, has grown to now support 23 individuals/ families to stabilise their housing situation, access wraparound care and achieve personal goals. The impact of this initiative will be reviewed during 2026. 3.3.9 There continues to be 93 individuals being supported via the Housing First approach. This wraparound model of support, which helps those moving into (and then sustain) a tenancy, has grown substantially since the launch of Renfrewshire’s Rapid Rehousing Transition Plan in 2019 at which time there were only 13 individuals being supported via this approach. Refugee Resettlement 3.3.10 The Refugee Resettlement team continue to work in close partnership with Renfrewshire Citizens Advice Bureau, supporting individuals and families with specialist benefits, visa and legal advice. CHPB130126 Page 17 of 106
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PUBLIC 3.3.11 We have now launched a broad range of advice / wellbeing activities to support resettlement and integration. These include: • Know Your Rights – Information sessions with guest speakers, designed to support better understanding of services, systems and life in Scotland including education, health, housing and money management. • Befriending Service - For those who are struggling with feelings of loneliness and isolation. • Digital Inclusion Support – Delivered by in-house staff to empower service users to develop skills on mobile / tablet devices, stay safe online, access online services and portals to support money management, household bills and accessing educational and employment opportunities. • Wellbeing Drop-in – Coffee and conversation on a set morning with the wellbeing team and other community members. • Smudges - a sensory-play art group for toddlers and parents. Sheltered Housing 3.3.12 Over 280 older people attended the annual SOOPIR day (Strengthening Opportunities for Older People in Renfrewshire) which took place at the Lagoon leisure centre in November 2025. 3.3.13 Many of our sheltered and amenity housing tenants thoroughly enjoyed the day, with a large number of partner organisations represented, including ROAR, Renfrewshire Carer’s Centre, Renfrewshire Health and Social Care Partnership, Alzheimer’s Scotland, NHS Care and Repair and Home Energy Scotland. 3.4 Regeneration and Development Update New build 3.4.1 The new build housing development at Howwood Road area commenced on site on Monday 3 November 2025, following receipt of Scottish Water technical approval on 22 October 2025. The project will see 70 units being constructed on the former Cochrane Castle school site and will be a mix of cottages, flats and houses of varying sizes. The development is expected to take 18 months to complete with first handovers anticipated Summer 2026. 3.4.2 Tender returns for the appointment of a contractor to design and build 20 new build properties at Carbrook Street newbuild are currently being assessed and an application for grant funding will be made to Scottish Government in due course. Authority to appoint a contractor will be sought from a future meeting of the Finance, Resources and Customer Services Policy Board and acceptance of the grant award will be brought to Communities and Housing Policy Board for approval. CHPB130126 Page 18 of 106
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PUBLIC 3.4.3 A tender has been prepared for the appointment of a contractor to design and build 48 new build properties at Foxbar. Following completion of the procurement exercise, tender returns will be assessed with a grant funding application being submitted to the Scottish Government. Authority to appoint a contactor will be sought from a future meeting of the Finance, Resources and Customer Services Policy Board and acceptance of the grant award will be brought to Communities and Housing Policy Board for approval. Housing-Led Regeneration and Renewal 3.4.4 Significant progress is being made in line with the delivery timeframe approved for this 10-year Housing Led Regeneration and Renewal programme. Owner acquisitions continue to progress well across each of the areas where acquisition has been necessary to allow demolition to take place, with 69 of the 89 privately owned properties now within Council ownership. The Board will note that a separate report is being considered at this meeting of the board in relation to the Thrushcraigs and Howard Street regeneration areas where voluntary acquisition of the 4 remaining owners in these areas has so far been unsuccessful. 3.4.5 The programme of external works continues to be delivered across 2 of the 7 regeneration areas where investment is planned (Auchentorlie and Howard Street) and a further 2 areas commencing work in early 2026 (Howwood Road, Johnstone and Waverley Road, Paisley). The window installation programme has also been rolled out across 6 of the 7 regeneration areas where retention and investment is being progressed. 3.4.6 From a demolition perspective, a second phase of demolition has been completed in the Springbank area, and a second phase has also commenced on site in the Thrushcraigs area of Paisley. Further phased demolition will take place across the programme as blocks become fully Council owned and vacant. Paisley West End 3.4.7 Significant progress has been made with the demolition of blocks within the Paisley West End Masterplan area. Blocks on Underwood Lane, Well Street and Clavering Street East have now been demolished to clear the next phase of land required for future development in this area. The first phase of newbuild housing developed by Sanctuary Housing in this area completed earlier this year and plans for future phases will be presented through the planning process as matters progress in the delivery of this regeneration programme. From a private ownership perspective, voluntary acquisitions have concluded where agreement had been reached with owners and an application for Compulsory Purchase Order (CPO) will be presented to Scottish Ministers in January, in line with the authorisations previously approved by this board. CHPB130126 Page 19 of 106
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PUBLIC Participatory Budgeting – Tenants Decide 3.4.8 The YouDecide Tenants programme launched on 10 November 2025 with a week-long campaign across ten local libraries and further outreach into our communities by officers across the Housing Service. The new online PB platform remained open for 6 weeks until 21 December 2025 for tenants, residents, elected members and Council officers to submit project ideas for consideration. Project ideas have been assessed against the essential criteria for the fund and successful projects will be costed throughout January. Tenants will be able to vote for their favourite projects in February 2026. There will be further events throughout February to assist tenants with the voting process. 3.4.9 Further updates will be provided to the Communities and Housing Policy Board as this initiative develops. 3.5 Service Improvement: Allocations Policy Update 3.5.1 Bridgewater Housing Association have advised the Council and other RSL partners that they have completed a transition from sheltered housing and deregistration with the Care Inspectorate to an amenity plus model for their sheltered housing units. The age criteria has been reduced to 55 years and over for these properties. 3.5.2 This means that Bridgewater Housing Association no longer provides sheltered accommodation as an option for housing. As such the Renfrewshire Common Housing Allocation Policy will be updated to reflect this change. There are three sections within the policy which refer to Bridgewater Housing Association and sheltered housing, these are: • Section 1.2 – The Partner Landlords • Section 4.16 – Sheltered housing and • Appendix 10 – Common Sheltered Allocation Policy – page 63 that Bridgewater provides sheltered housing and page 65 provides a stock breakdown for the organisation. 3.6 Tenant and Resident Associations Funding 3.6.1 Members will recall that one of the objectives in the Tenant Participation Strategy (2022-2027) was to provide resources and support to empower tenants and residents to influence decisions about housing services, where we provide a Tenant Participation budget specifically for tenant participation and tenant scrutiny. One particular action set out to review the grant scheme required for Tenant and Resident Associations. 3.6.2 Over the past year officers have been working with the Tenant Scrutiny Panel to ensure that the funding arrangements are fair and easy to understand for all groups. 3.6.3 The new proposals worked on by the Tenant Scrutiny Panel are currently being evaluated and these will be brought to members in the March Board for their review and approval as part of the Tenant Participation Strategy Update. CHPB130126 Page 20 of 106
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PUBLIC 4. Public Protection 4.1 Environmental Health Radon Compliance Monitoring Programme 4.1.1 Officers have been progressing the radon monitoring programme, as detailed within the Board Paper approved at the Infrastructure, Land and Environment Policy Board on 21 May 2025. 4.1.2 Radon monitoring kits were sent out to 290 ground floor Council housing properties, ten Council (including OneRen) operational workplaces and five schools/early learning centres. Kits from workplaces and educational centres have all been returned to the UK Health Security Agency for analysis. 4.1.3 To date, approximately 50% of kits sent to Council housing tenants have been returned to the UKHSA for analysis and work had been undertaken by Officers to make contact with tenants who failed to return kits to encourage their return. This resulted in a small additional number of kits being returned. This rate or participation is higher than experienced by other local authorities who have undertaken a similar monitoring programme. 4.1.4 Letters are being issued imminently to tenants with their monitoring results and those who failed to take part in the programme will also be issued with letters confirming they had been issued with kits initially and as they have failed to engage, no further action is proposed but allowing them to come back to Officers should they decide at a future date to participate in the programme. 4.1.5 Overall, results to date have been positive, with all being far below the action level of 200 Becquerels per cubic metre (Bq/m3); meaning there is no requirement for any remedial action to be taken across the Council estate at this time. 4.1.6 Whilst current radon test results indicate low levels, there remains an ongoing requirement to periodically re-test properties. This is particularly important where improvement works have been carried out to housing stock, such as upgrades to insulation, which may increase the potential for radon accumulation. Officers are taking steps to embed this monitoring requirement into standard business processes to ensure appropriate follow-up. In line with UKHSA guidance, properties with low radon levels should be re-tested approximately every 10 years. 4.1.7 To support the ongoing requirement to monitor property for radon, the Corporate Health and Safety team, with input from Environmental Health, is currently drafting a Radon Policy. CHPB130126 Page 21 of 106
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PUBLIC 4.2 Trading Standards 4.2.1 Fireworks Storage Registration renewals are processed in September of every year, and there are now 21 licensed fireworks storage premises in Renfrewshire. A storage registration allows a retailer to purchase and store up to their registered capacity all year round. Selling of fireworks can only take place under a Registration in the “permitted periods”, which are specified in law as 15 October 2025 to 10 November 2025 (inclusive), the 3 days up to and including Chinese New Year and Diwali, and the 6 days up to and including Hogmanay. All Registered premises were found to be compliant with storage requirements at both announced and unannounced visits. 4.2.2 There are no premises licensed to sell all year round in Renfrewshire. Further to a report from Police Scotland, one retail premises in Renfrewshire was found to be storing and selling a large quantity of fireworks without a Fireworks Storage Registration. 26.6kg of net explosive content of fireworks were found to be on open unsecured display on shelves in the retail premises. The items were seized and sent for destruction, and a formal warning letter was issued. 4.2.3 Information on these activities was fed into the local partnership meetings for Operation MOONBEAM- the annual Police-led partnership exercise to tackle public disorder around bonfires and fireworks, with input from Officers across the Community Safety Partnership. 4.2.4 In the lead up to bonfire night officers responded to reports of fly tipping and provided information to businesses on how to secure their waste to prevent it being used illegally. A review of our approach to dealing with fly tipping and commercial waste issues is being undertaken as part of the Public Protection service redesign and further information on this will be brought to a future policy board meeting. 4.2.5 On bonfire night, Community Support Officers worked alongside crews from Police Scotland and Scottish Fire & Rescue Service to attend to reports of bonfires, providing CCTV coverage to support this work. There were no reported injuries or issues of disorder. 4.3 Community safety Firework Control Zones 4.3.1 Firework Control Zones (FCZs) can be legally established by a local authority where there is evidence of a specific problem such as environmental pollution, nuisance, domestic anti-social behaviour or animal welfare. FCZs must be reasonable, proportionate and enforceable as they have the effect of preventing the private domestic use of fireworks in defined geographical areas. FCZs cannot tackle issues related to the use of fireworks, such as annoyance or a preference for there not to be fireworks in a particular area. The evidential bar is high, as the implementation of a Zone has the effect of criminalising the private use of fireworks. It is important to note that, arranged or licensed displays can still be undertaken in a FCZ, so there is no way to completely ban the use of fireworks at the current time. CHPB130126 Page 22 of 106
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PUBLIC 4.3.2 On Monday 17 November 2025, applications were opened for community requests for consideration of Firework Control Zones in Renfrewshire for 2026. Applications will remain open until Friday 30 January 2026, and any justifiable applications will be considered by the Multi Agency Decision Group in late February. 4.3.3 Five applications were received during the 2024/25 application period with only one being taken to the Multi Agency Decision Group for consideration. The application was unsuccessful due to insufficient evidence of a problem which would necessitate a legally designated Firework Control Zone. 5. Connected Communities Service Update 5.1 Since the last update to the Board in October 2025, the following activities have been delivered: 5.1.1 Officers partnered with Scottish Leather Group, artist Tragic O’Hara, and pupils from Paisley Grammar School to design a mural called “Through the Seasons”. It celebrates events and traditions young people look forward to throughout the year. Pupils visited Tragic O’Hara’s studio in Ayr to learn spray- painting techniques ahead of installing the mural at Seedhill on 24 and 25 November. This project was funded by Youth-led Corra Foundation. 5.1.2 Officers from across the service have supported Renfrewshire Promise Champs in ensuring care-experienced young people received gifts again this Christmas. Young people were consulted and a wish list focusing on ages 12– 15 and 16–24, was created. Our Promise keepers and partner agencies worked together to ensure these young people were not disappointed. Promise Winterfest – a free, youth-led Christmas event for care-experienced families was held on 20 December 2025 in Paisley. 5.1.3 Renfrewshire Youth Voice hosted the annual awards on 12 November 2025 at Paisley Town Hall, with 180 guests. Young people were celebrated for their contributions to local communities. Categories were sponsored by local partners. 5.1.4 Continued to support the Evolve programme, including the New Scots group who undertook a two-day residential and participated in the Halloween parade. 5.1.5 The Youth Safety team delivered their programme of regular school talks to P7 and S1 and have participated in three high school Respect Days, speaking to S2 pupils alongside partner agencies about ASB and personal responsibility within the community. 5.1.6 Successful delivery of the Reclaim the Night march, promoting awareness around safety and equality in the community. 5.1.7 One of our Johnstone learners has received an Adult Learning Award from Scotland’s Learning Partnership for her achievements over the past few years. CHPB130126 Page 23 of 106
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PUBLIC 5.1.8 As part of our drive to support Workforce Development a number of staff have been trained in First Aid in the Workplace. In addition, two members of staff are currently participating in a beginners’ course in British Sign Language. We continue to build relationships with the BSL Association who are now regular users of our learning centres. Anti-racism training was also delivered within the Youth team. 5.1.9 Officers are currently working with partners on a proposal to grow and develop “English for speakers of other languages” (ESOL) provision in Renfrewshire in response to the changing needs of the local community. This includes investment in grow your own ESOL provision and developing and supporting new conversation café models with partners. __________________________________________________________________ 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. 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. CHPB130126 Page 24 of 106
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PUBLIC __________________________________________________________________ List of Background Papers: None. ___________________________________________________________________ Author: Gordon McNeil, Director of Environment, Housing & Infrastructure Email: Gordon.mcneil@renfrewshire.gov.uk CHPB130126 Page 25 of 106
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PUBLIC ___________________________________________________________________ To: Communities and Housing Policy Board On: 13 January 2026 ___________________________________________________________________ Report by: Director of Environment, Housing & Infrastructure ___________________________________________________________________ Heading: Homelessness: Annual Benchmarking Report 2024/25 ___________________________________________________________________ 1. Summary 1.1 The Policy Board has been provided with regular reports over the last 3 years on the changing nature and scale of homelessness in Renfrewshire. 1.2 The Council also submits annual returns to the Scottish Government on a broad range of homelessness measures and indicators. The Scottish Government then publishes national homelessness statistics, and the figures for 2024/25 were published in September. 1.3 Through membership of ‘Scotland’s Housing Network’, the Council has now been provided with a summary produced by the SHN of where it was performing well against other local authorities in 2024/25 and identified areas for improvement based on a review of the published statistics. 1.4 This report summarises the findings and tables produced by ‘Scotland’s Housing Network’ following their review of the Scottish Governments homelessness statistics. ___________________________________________________________________ 2. Recommendations It is recommended that the Communities and Housing Policy Board: 2.1 Note how the Council performed in relation to key homelessness related issues in 2024/25. __________________________________________________________________ Item 4 CHPB130126 Page 27 of 106
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PUBLIC 3. Background 3.1 Renfrewshire Council is a member of ‘Scotland’s Housing Network’ (SHN) which collects data from participating landlords and produces benchmarking information. The benchmarking data from SHN allows the Council to then compare performance with 26 local authorities. 3.2 Benchmarking is designed to assist with service improvement planning through comparison with other organisations. Key benchmarking results on homelessness are summarised below. 4. Homelessness Benchmarking report – 2024/25 4.1 The national picture Homelessness applications in Scotland fell slightly in 2024/25, marking the first drop in four years with 40,688 applications, down 1% from the previous year. Pressure on temporary accommodation continued to grow however, with 17,240 households in temporary housing at the end of March — the highest number on record and up 6% year-on-year. Average stays in temporary accommodation were lengthening, reaching 238 days for closed cases and 305 days for open cases. The published figures generally highlight ongoing strain on the system and limited move-on options for homeless households. 4.2 Local context Locally turnover in council housing decreased slightly, with 103 fewer properties available for let compared to the previous year. The number of homeless applications remained static at 1,027, but the proportion of lets to homeless households rose. Assessment times continue to be efficient, averaging 16 days in Renfrewshire, compared to 18 days across Scotland, and cases are closed in 19 weeks on average, which is significantly better than the 40 week national average. More than half of homeless households (56.6%) were allocated a council tenancy, above the 45% average for stock-owning authorities. However, there is an increasing trend in both the number of households in temporary accommodation and the length of stay, reflecting ongoing pressure on move- on options. Despite this, satisfaction among those in temporary accommodation has improved, reaching 94.6%. CHPB130126 Page 28 of 106
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PUBLIC 4.3 Managing homeless cases Managing homeless cases effectively is crucial to reducing time spent in temporary accommodation and improving outcomes for households. The number of households presenting as homeless has risen significantly since 2021/22, as shown in Table 1, which highlights the increase in live cases at year end. Table 1 It is a concern that, as forecast in a report to the Policy Board in October 2025, the number of ‘live’ cases increased to 502 by 1 December 2025 which has significantly increased the pressure in the system. Despite this growing demand, Renfrewshire outperforms the national average in key area of case management. Assessments are completed in just 16 days on average, compared to 18 days nationally (Table 2). Table 2 CHPB130126 Page 29 of 106
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PUBLIC This efficiency continues through to case closure, where Renfrewshire averages 19 weeks, less than half the national average of 40 weeks (Table 3). Table 3 4.4 Repeat Homelessness In relation to repeat homelessness, despite being below the SHN average for repeat presentations, the service has improved its performance compared to last year, reducing repeat presentations from 6.49% to 4.91%, (Table 4). Table 4 CHPB130126 Page 30 of 106
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PUBLIC 4.5 Tenancy Sustainment This is an area which is a focus for improvement this year and performance for the first six months of this financial year shows an increase in tenancy sustainment to 88.8% from the 2024/25 figure of 85.4% in the table below. Table 5 4.6 Temporary Accommodation The number of people staying in temporary accommodation has risen in line with the overall increase in homelessness. Over the past three years, Renfrewshire has seen a 24% increase in the use of temporary accommodation, compared to a national average increase of 14.6% (Table 6). Table 6 CHPB130126 Page 31 of 106
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PUBLIC Despite this increase, Renfrewshire performs strongly in relation to the length of time households spend in temporary accommodation. While both local and national averages have risen, Renfrewshire’s average stay of 131 days remains significantly below the national average of 238 days (Table 7). This demonstrates effective case management and a focus on moving households into permanent housing as quickly as possible. However, as with the number of live cases, the number of households staying in temporary accommodation has risen considerably since the Scottish Government statistics were published, with the number of households staying in temporary accommodation at 297 by 1 December 2025. It is anticipated that the average length of stay figure will unavoidably increase for 2025/26. Table 7 Satisfaction levels with temporary accommodation also remain high compared to other local authorities (Table 8). This suggests that, despite rising demand, Renfrewshire continues to provide good-quality temporary housing and maintain positive experiences for those using the service. CHPB130126 Page 32 of 106
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PUBLIC Table 8 5. Summary 5.1 Despite the increase in homelessness, the benchmarking report from SHN indicates that the Council and partners continue to perform relatively well in several key areas: • Days to assess homeless applications; • Weeks to close case; and • Length of time households spend in temporary accommodation. 5.2 Whilst the proportion of lets to homeless households in Renfrewshire increased by 10 percentage points since 2022/23 in response to the increase in homelessness, Renfrewshire is still below the average percentage lets for the 26 local authorities who are members of SHN. As highlighted in recent reports to the Policy Board, this continues to be an area that we are closely monitoring. 5.3 The homelessness pressures and demand for social rented housing are having an impact on outcomes and performance and are likely to continue to do so. 5.4 Several indicators suggest that although there is healthy and positive throughput in the local homelessness system, the pressure within the system is increasing and the landscape is becoming more challenging. This is confirmed by the updated figures for the current financial year which have been provided for both the number of live cases and the number of households staying in temporary accommodation. CHPB130126 Page 33 of 106
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PUBLIC 5.5 Homeless Services and partner services and agencies will continue to have a focus on delivering performance on outcomes which compares well with other local authority areas, as well as ensuring that we continue to develop our understanding of issues such as repeat homelessness and tenancy sustainment for those who were homeless. _________________________________________________________________ Implications of the Report 1. Financial – None. 2. HR & Organisational Development – None. 3. Community/Council Planning • Building strong, safe, and resilient communities – Improving and maintaining neighbourhoods and homes. • 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. Climate Risk – None. 13. Children’s Rights – None. CHPB130126 Page 34 of 106
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PUBLIC 14. Cosla Policy Position – None. __________________________________________________________________ Background Papers Communities and Housing Policy Board, 14 January 2025, Homelessness: Annual Benchmarking Report 2023/24 The foregoing background paper 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 Tom Irvine, Homeless and Housing Support Services Manager, telephone 0141-487 1930 and e-mail tom.irvine@renfrewshire.gov.uk __________________________________________________________________ Author: Tom Irvine, Homeless & Housing Support Services Manager Email: tom.irvine@renfrewshire.gov.uk CHPB130126 Page 35 of 106
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PUBLIC ___________________________________________________________________ To: Communities and Housing Policy Board On: 13 January 2026 ___________________________________________________________________ Report by: Director of Environment, Housing and infrastructure ___________________________________________________________________ Heading: Housing-led Regeneration and Renewal – Compulsory Purchase Orders (Howard Street and Thrushcraigs Housing Regeneration Areas) ___________________________________________________________________ 1. Summary 1.1 The Housing-led Regeneration and Renewal Programme moves into its fourth year and whilst very strong progress has been made in relation to the voluntary acquisition of the properties approved for demolition, there is an emerging need to exercise compulsory purchase powers in relation to a small number of the remaining privately owned properties. 1.2 The acquisition of the remaining privately owned properties approved for demolition is necessary to ensure that there are no adverse impacts on the approved programme timelines. 1.3 This report focusses on the Howard Street and Thrushcraigs Housing Regeneration Areas where authorisation is sought for the promotion of compulsory purchase orders in respect of the remaining privately owned properties in these areas. ___________________________________________________________________ 2. Recommendations It is recommended that the Communities and Housing Policy Board: 2.1 Authorise the Head of Housing Services to promote a Compulsory Purchase Order in relation to the one remaining privately owned property in the Howard Street Housing Regeneration Area at 0/1, 39 McKerrell Street, Paisley, PA1 1NJ. Item 5 CHPB130126 Page 37 of 106
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PUBLIC 2.2 Authorise the Head of Housing Services to promote a Compulsory Purchase Order in relation to the three remaining privately owned properties in the Thrushcraigs Housing Regeneration Area outlined in Table 1, Section 3.7 of this report. _________________________________________________________ 3. Background 3.1 The Communities, Housing and Planning Policy Boards of 18 January and 15 March 2022 authorised the Council’s Housing-Led Regeneration Programme, with eight Housing Regeneration Areas in the first phase. Howard Street Housing Regeneration Area 3.2 The Communities, Housing and Planning Policy Board on 15 March 2022 approved revised proposals for the Howard Street Housing Regeneration Area following additional, targeted consultation with affected tenants, owners and private tenants. The revised proposals include selective demolition of eleven blocks of three-storey flats within McKerrell Street, Ladyburn Street and Howard Street. These revised proposals required the acquisition of eleven privately owned properties, with ten of the eleven properties now successfully acquired on a voluntary basis. 3.3 As a result of this progress on voluntary acquisitions, demolition is currently programmed to commence in early 2026. 3.4 However, despite persistent efforts by officers to engage with the proprietor of 0/1, 39 McKerrell Street, Paisley, PA1 1NJ to agree a voluntary acquisition of their property, they have yet to facilitate access for an independent valuation that would allow negotiations to progress and accordingly, to avoid any delays that would affect the demolition programme for this area, authorisation is now sought for compulsory purchase of this property. Efforts to acquire the property on a voluntary basis would continue whilst the compulsory purchase process progresses. Thrushcraigs Housing Regeneration Area 3.5 The proposals for the Thrushcraigs Housing Regeneration Area were approved by the Communities, Housing and Planning Policy Board on 18 January 2022. The approved proposals for this area will see full demolition of all existing tenement blocks, sixteen blocks in total, including six privately owned properties with new build housing on the cleared site. 3.6 As a result of the significant council ownership in the Thrushcraigs area, demolition is already underway with 18-22 Thrushcraigs Crescent already demolished whilst it anticipated that demolition of 51-53 Thrushcraigs Crescent will commence in January 2026. CHPB130126 Page 38 of 106
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PUBLIC 3.7 Whilst progress has been made on voluntary acquisitions in the area with three of the six privately owned properties now successfully acquired, authority is now being sought for the promotion of a compulsory purchase order in relation to the remaining three properties outlined in Table 1. Despite repeated efforts to engage with the remaining private owners, all private landlords, voluntary agreement has not yet been forthcoming. Accordingly, authority for CPO is sought to ensure that demolition plans can proceed in accordance with the approved programme avoiding delays in delivery of new build housing in this area. Efforts to acquire the property on a voluntary basis would continue whilst the compulsory purchase process progresses. Table 1 Address Tenure Flat 1.1 28 Thrushcraigs Crescent, Paisley, PA2 6PR Private Landlord - Occupied Flat G.1 101 Rowan Street, Paisley, PA2 6RY Private Landlord - Unoccupied Flat 2.2 103 Rowan Street, Paisley, PA2 6RY Private Landlord – Occupied ___________________________________________________________________ Implications of the Report 1. Financial - the cost of acquisitions and subsequent demolition is already included in capital budgets for the Housing-Led Regeneration Programme. 2. HR & Organisational Development – none. 3. Community/Council Planning – Reshaping our place, our economy and our future – improving neighbourhoods and introducing new social rent and shared equity opportunities to current and future residents. Building strong, safe and resilient communities – increasing resident satisfaction with neighbourhoods and communities. 4. Legal - conveyancing and legal advice associated with the CPOs for both Howard Street and Thrushcraigs HRAs, including advice and representation at any hearings/inquiries should either CPO be opposed. 5. Property/Assets – acquisition of additional properties which while subsequently be demolished and in the case of Thrushcraigs replaced with new build properties on the cleared site. 6. Information Technology – none. CHPB130126 Page 39 of 106
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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. The exercise of compulsory purchase powers by its nature balances the human rights of property owners to peaceful enjoyment of their possessions with the public interest in delivery of the regeneration programme. All compulsory purchase orders are submitted to the Scottish Ministers for confirmation who will assess whether the public interest in the programme being delivered by an acquiring authority justifies the deprivation of any human rights and confirmation of a CPO confirms that in the opinion of the Scottish Ministers that this is proportionate in the circumstances. 8. Health & Safety – none - planned demolition is in accordance with the approved regeneration programme for the areas and is not reflective of the condition of the properties. 9. Procurement – none. 10. Risk – main risk will be failure to deliver the HR+R programme in full without full ownership of all privately owned properties, reputational damage and failure to maximise public benefits from the programme 11. Privacy Impact – none. 12. Climate Risk – none. 13. Children’s Rights – none. 14. Cosla Policy Position – none. _______________________________________________________ List of Background Papers (a) Report to Council, 17 December 2020, ‘Housing-led Regeneration and Renewal Programme for Renfrewshire’ (b) Report to the Communities, Housing and Planning Policy Board, 18 May 2021, ‘Housing-led Regeneration and Renewal Programme for Renfrewshire’ (c) Report to Communities, Housing and Planning Policy Board of 18 January 2022: Housing-led Regeneration and Renewal Report (d) Report to Communities, Housing and Planning Policy Board of 15 March 2022: Housing-led Regeneration and Renewal Programme – Consultation Update ___________________________________________________________________ Author: Author: Jennifer Murdoch, Housing Regeneration Manager Email: Jennifer.Murdoch@renfrewshire.gov.uk CHPB130126 Page 40 of 106
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PUBLIC ___________________________________________________________________ To: Communities and Housing Policy Board On: 13 January 2026 ___________________________________________________________________ Report by: Director of Environment, Housing & Infrastructure ___________________________________________________________________ Heading: Consultation Response on the Strategic Policing Plan for Scotland 2026 - 2029 ___________________________________________________________________ 1. Summary 1.1 The Scottish Police Authority is responsible for preparing (and keeping under review) a strategic police plan, which sets out the main objectives for the provision of policing in Scotland. 1.2 The current Strategic Police Plan - the Joint Strategy for Policing - developed by the Scottish Police Authority and Police Scotland, ends in March 2026. As such, they are consulting on a new Strategic Police Plan for 2026-29. 1.3 The consultation runs from 1 December 2025 until 25 January 2026. A copy of the draft plan can be found here - Strategic Policing Plan for Scotland 2026- 2029 - Consultation Draft | Scottish Police Authority. 1.4 A copy of Renfrewshire Council’s response to the consultation can be found in Appendix 1. ___________________________________________________________________ 2. Recommendations It is recommended that the Communities and Housing Policy Board: 2.1 Approves the consultation response attached at Appendix 1 and delegates to officers to submit the response ahead of the due date of 25 January 2026. Item 6 CHPB130126 Page 41 of 106
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PUBLIC 3. Background 3.1 As legislated in the Police and Fire Reform (Scotland) Act 2012, the Scottish Police Authority is required to produce a strategic policing plan for Scotland which reflects and delivers against the Scottish Government set policing priorities. The current Scottish Government Strategic Policing Priorities were confirmed in January 2023 and there is a requirement for the Scottish Police Authority to review the Plan every three years. 3.2 The Strategic Policing Plan for Scotland sets out strategic outcomes which are aligned to the national strategic hierarchy and are cohesive across the policing system. These outcomes demonstrate consistency of the strategic direction for policing over recent years but have been enhanced to better reflect the coordinated action across and between the Scottish Police Authority, Forensic Services and Police Scotland in delivering on the policing purpose of improved safety and wellbeing of people, places and communities in Scotland. 3.3 This Strategic Policing Plan sets a clear strategic direction for organisational, operational, transformation and business plans across the policing system which will deliver progress towards these outcomes. ___________________________________________________________________ Implications of the Report 1. Financial – None. 2. HR & Organisational Development – None. 3. Community/Council Planning – None. 4. Legal – None. 5. Property/Assets – None. 6. Information Technology – None. 7. Equality & Human Rights – (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. 8. Health & Safety – None. 9. Procurement – None. 10. Risk – None. 11. Privacy Impact – None. CHPB130126 Page 42 of 106
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PUBLIC 12. Climate Risk – None. 13. Children’s Rights – None. 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 CHPB130126 Page 43 of 106
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PUBLIC Appendix 1 – Renfrewshire Council response to Strategic Policing Plan for Scotland 2026-2029 Consultation Draft. Strategic Outcome 1: Communities are safer and more secure, with less crime and improved wellbeing, through effective policing services reflective of local needs. Renfrewshire Council’s response Renfrewshire Council welcomes the emphasis on proactive, intelligence-led policing with a focus on engaging more with communities. Collaboration between policing and community planning partnerships is essential to address both traditional and emerging threats, including those linked to digital crime. We value the emphasis on prevention and early intervention, which aligns with our own priorities for reducing harm and improving wellbeing. Continued dialogue with communities and partners will be key to ensuring that policing strategies remain responsive and inclusive. Strategic Outcome 2: Services are designed and delivered compassionately, in a trauma-informed and person-centred way to ensure victims have trust and confidence in policing and are supported. Renfrewshire Council’s response – We strongly support the commitment to trauma-informed and person-centred policing. Renfrewshire Council share this approach in our own delivery of local services and see strong alignment with our Council Plan. We value the emphasis on inclusive engagement and lived experience, which aligns with the priorities set out within Renfrewshire’s Community Plan. Strategic Outcome 3: Partners and stakeholders are involved in developing a responsive and proactive whole-system approach to prevention, early intervention and harm reduction. Renfrewshire Council’s response – Renfrewshire Council supports the ambition for a whole-system approach that is more integrated, joined up and accessible for those in need. There is a well- established partnership between Police Scotland and Renfrewshire Council that will continue to support the priorities outlined within this Plan as well as identifying emerging concerns. This collaborative approach ensures early intervention and resolution. Renfrewshire Council will continue to develop the sharing of information, intelligence and data to support the existing effective partnership working. CHPB130126 Page 44 of 106
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PUBLIC Strategic Outcome 4: The policing working environment is safer and its culture more inclusive, and is one where inspiring leadership enables everyone to feel valued and supported. Renfrewshire Council’s response – Renfrewshire Council welcomes the focus on workforce well-being and an inclusive culture where staff will feel valued and empowered to deliver the best possible services to communities in Scotland. Strategic Outcome 5: The policing system delivers best value through efficient, effective and sustainable services, which are adaptable and embrace opportunities for innovation and collaboration Renfrewshire Council’s response – Renfrewshire Council supports and welcomes the commitment to efficiency, sustainability and innovation which will delivery best value to communities across Scotland. This approach ensures that policing remains adaptable and resilient and will continue to deliver best value for communities. CHPB130126 Page 45 of 106
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OFFICIAL ___________________________________________________________________ To: Communities and Housing Policy Board On: 13th January 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 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. The application process for both funds was subsequently relaunched and all applications are now considered in line with the refreshed guidance and processes. 1.3 Recommendations relating to applications under assessment are set out in sections 4 and 5 for Elected Member consideration and summarised within Appendix 1 of this report. 1.4 Appendix 2 of the report provides an overview of progress that has been achieved in relation to several projects which have received funding through the Sustainable Communities Fund. 1.5 Regular reports in relation to community funding applications will continue to be developed and submitted to the board for consideration. Item 7 CHPB130126 Page 47 of 106
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OFFICIAL 2. Recommendations 2.1 It is recommended that members of the Board: Approve the recommendations detailed in Section 5 and summarised in Appendix 1 of this report, in relation to applications received to the Sustainable Communities Fund and Villages Investment Fund. Note the Sustainable Communities Fund progress report attached at Appendix 2. 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. 3.2 On 19 February 2025, revised guidance for both the Sustainable Communities Fund and Villages Investment Fund was approved by the Leadership Board, and the funds were then reopened for applications, following the temporary pause that was introduced whilst the guidance was being reviewed. 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. CHPB130126 Page 48 of 106
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OFFICIAL 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 November 2025 to assess applications to the Sustainable Communities Fund against the refreshed guidance. In summary, the panel recommends that three applications are deferred to allow for further development of proposals alongside applicants: Ferguslie Development Trust for the refurbishment of the St Ninian’s Church Hall. Renfrew Development Trust to develop a Business Plan for the Community Asset Transfer of Longcroft Cottages, Renfrew. Paisley West and Central Community Council for a feasibility study and community engagement activity to support the development of a community garden on Lady Lane, Paisley. 4.4 The Sustainable Communities Fund currently has £295,466 of funding available for future allocation (£103,384 capital and £192,082 revenue). A small number of applications are in the pipeline for review by the officer panel, and recommendations will be brought to board as we move forward. 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 One application was considered by the officer panel since the last Board in October 2025. In summary, the panel recommends the following: CHPB130126 Page 49 of 106
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OFFICIAL Approve an award of £19,236.89 to RSPB Lochwinnoch Nature Reserve to Enhance a Visitor Seating and Experience Zone For over 45 years, the wooden Visitor Centre at the RSPB reserve has provided a welcome entry point for guests and volunteers. In July 2025, the structure was condemned due to extensive rot and is scheduled for imminent demolition. To maintain a presence on site, RSPB has installed a modular building at the nature reserve entrance, providing a small shop and reception area. Adjacent to this, visitors can currently make use of outdoor café-style tables and chairs, offering a space to relax, enjoy the surroundings, and engage with volunteers. To enhance visitor experience, RSPB proposes to install a 13ft wooden gazebo beside the seating area. This structure would provide sheltered space with picnic benches, creating an all-weather area for volunteers and visitors to rest, learn, and connect. The requested funding would support the installation of the gazebo, along with the creation of a Whindust path, fencing, and materials for a viewing platform. The platform will offer an improved vantage point for observing the abundant wildlife across the reserve, further enriching the visitor experience. RSPB have further secured external funding for extensive works across the reserve, funding from Changing Places facilitated the installation of onsite sanitary facilities, the Scottish Landfill Fund have funded a new hide along one of the onsite trails, the Nature Restoration Fund was relied on to restore wetland habitat, and Waitrose have provided materials for a new boardwalk reaching out into the Loch. Further smaller funds from the Postcode Lottery, Gareloch Connections and the National Lottery have also offered additional, appropriate structures to the site. RSPB secured £48,000 from the Sustainable Communities Fund in January this year which enabled the installation of an on-site, solar-powered workshop. The workshop is appreciated by the 100+ volunteers who now have an area to store tools and research materials which facilitates building structures for the reserve, carrying out repairs, as well as researching wildlife care and biodiversity. The charity further received £15,000 from the Villages Investment Fund in May, which enabled the installation of a new raised pond, facilitating the long-standing offer of pond-dipping, enhanced with modern audio and visual devices to maximise user experience. 5.4 £170,505 remains available to support future applications made through the Villages Investment Fund, which is broadly split 60% capital 40% CHPB130126 Page 50 of 106
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OFFICIAL revenue. This does not include the recommendations detailed within this report. Implications of the Report 1. Financial – In line with the recommendations of the report, it is proposed that £19,236.89 of funding from the Villages Investment Fund is allocated to RSPB Lochwinnoch. 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 these funds 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. 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, for example in this round there are recommended awards to support disabled access and facilities in community venues, dedicated projects for older people, as well as a number of projects seeking to address poverty and socio- economic disadvantage faced within some local 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 CHPB130126 Page 51 of 106
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OFFICIAL ___________________________________________________________________ List of Background Papers: Sustainable Communities Fund Guidance Author: Laura McIntyre, Head of Policy and Partnerships CHPB130126 Page 52 of 106
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OFFICIAL Appendix 1– Village Investment Fund APPLICATIONS RECOMMENDED FOR AWARD Name of organisation Project description Tier Grant Applicatio n Amount Recommended Award Comments RSPB RSPB – Enhanced Seating and Experience Zone After the existing Visitor Centre was required to close due to condition, RSPB seek to maintain the comfort traditionally offered at the site by installing a covered wooden gazebo eating and resting area for their guests. The gazebo will compliment an outdoor café area currently onsite, offering visitors protection from the weather and a place to relax and connect with one another. The area will further be enhanced with a Whindust path leading to a viewing platform, and a fence separating the path from the eating zone. Large £19,236.89 (£13,820.49 capital £5,416.40 revenue) £19,236.89 Planning permission was required to approve the installation of the gazebo structure, however this was secured on 18 December 2025. CHPB130126 Page 53 of 106
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OFFICIAL Appendix 2: Sustainable Communities Fund Progress Report, October 2025 1. Summary 1.1 This report updates the Communities and Housing Policy Board on progress made by community groups and organisations in receipt of funding from the Sustainable Communities Fund. It provides updates for the Board on projects awarded in round 1 and 2 of the fund. The report will focus on 2 groups which received a large award from the fund, Finding your Feet and The Western Desert Recce Group (WDRG) and 1 group which received a medium award, Thorn Athletic. 1.2 The key objective of the Sustainable Communities Fund is to strengthen work within communities to identify opportunities for land and assets within local areas to develop local projects which benefit those who live there – connecting people through regenerated local spaces and tackling inequality through community collaboration. 1.3 The UK Shared Prosperity Fund, Communities and Place portion of the Sustainable Communities Fund is made up of a clear split between capital and revenue funding; and has set amounts allocated over financial years 2023-24 and 2024-25 and was allocated within these guidelines. 2. Progress of successful projects 2.1 Western Desert Recce Group (WDRG) – Large Award (£125,000) Purpose: Funding was awarded to support critical works to secure the structural integrity of the historic Whitehaugh Barracks, addressing severe water penetration. Project Scope and Costs: The total project cost is £240,300, comprising £186,039 in capital and £54,261 in revenue funding. Key elements include making the main building wind- and watertight, repairs to garage structures, professional surveys, legal fees, and project management. Project themes: In their original application WDRG stated they would meet the following criteria: Community capacity building Community wealth building CHPB130126 Page 54 of 106
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OFFICIAL Place-based investments to improve community spaces. Progress to Date: Approximately £83,000 of the awarded funds have been spent to date, primarily on garage works and roof repairs. Due to the complexity of the project, the group is pursuing additional funding from other sources. Completion is anticipated by end of 2025. A site visit conducted in early September 2025 provided valuable insight into the progress made to date, which includes the restoration of stonework renewal (which was crumbling and splitting) including the older part of the building front replacement of render, gutters, pointing, securing of loose brickwork etc – some of this work is still ongoing. Work has been completed on making the main building (old part) roof watertight, this is also ongoing work, but to date has included replacing 5 joists and roof trusses, sarking boards, waterproof membrane and 270 slates. Extensive work has been completed on fixing internal rot from water ingress to make sure walls and woodwork is serviceable. The group has successfully removed a tree that had been growing within the upper section of the building, implemented a temporary roof seal to prevent further water ingress, and have installed a funnel system to manage rainwater. Additionally, the external walls have been newly roughcast and painted, significantly enhancing the building’s appearance. The surrounding yards have also been cleared and improved, contributing to a more inviting and maintained environment. In addition to efforts to improve the building’s visibility and community presence, the group engaged a local artist to create a mural on one of the external walls. New signage has also been installed, which not only makes the building more easily identifiable but also aligns with the group's branding and public image. CHPB130126 Page 55 of 106
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OFFICIAL The group have been successful in receiving an award for their reconstruction of the inside of a military vehicle this year and have received support from other community groups. Apart from their regular WW2 talks that WDRG deliver on site, they have supported various events in and around Paisley, one being the VE Day celebration at Johnstone Day Centre in May. More recently They attended the Crookston Castle open day, 71 Engineer Army Reserve family day and provided displays and artefacts for their recent Anzio Dinner night. There are a whole host of similar interactions, and they receive positive community support and help around the barracks. They have also carried out three school talks, two at Williamsburgh Primary and another at Hawkhead, there are more planned in coming session. Highly recommend going to a WW2 talk at the barracks, it was interesting and informative. Pete was funny too, adding to the great event, thanks for a wonderful evening – Paisley Heritage Member Local people have been dropping in and donating various items of historical interest, unwanted tools, equipment, tools and artefacts. WDRG received a donation from a member of the Paisley Men’s Shed, a local who had all his father’s uniform and web equipment, about 800 scale military models, and WDRG will use these on a rotating display. The group even had someone recently donate a rare Chinese jeep (1960/70 era) that they plan to restore. CHPB130126 Page 56 of 106
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OFFICIAL The remaining funds will be used for under floor structural joist replacement, gutter lining on main hall gutters, front entrance and internal hall painting along with other smaller tasks. The group have used some of their reserve funding/savings to ensure they can progress this last portion of work. 2.2 Finding Your Feet (FYF) - Large Award (£92,245) - Round 2 Purpose: Finding Your Feet reclaimed a piece of derelict land behind their premises in St James Street, Paisley. Funding was awarded to enhance the garden space, improve the habitat for wildlife and overcome identified access barriers, ensuring the community garden was fully accessible to as wide a range of users as possible. Project Scope and Costs: The total project cost is £131,309, comprising £87,245 in capital and £44,064 in revenue funding. Key elements include a complete garden refurbishment to create a den for young people and a wellness space for use by all tenants within the building. Staff costs for managing the refurbishment are also included in the overall costs. Project themes: In their original application Finding Your Feet stated they would meet the following criteria. New or improved facilities in the community Support, training or capacity building for local activities or events Progress to date: The group has completed the project, and their original objectives have been successfully met using the resources provided by the SCF Fund. A key achievement has been the completion of the garden’s path and groundwork. The installation of gravel and paving stones has significantly improved accessibility and enhanced the overall aesthetic of the space, creating a cohesive and continuous flow throughout the garden. The addition of a large patio is enabling the hosting of events and facilitating the creation of distinct zones within the space. The remodelling includes a newly seeded wildflower lawn, designated as a wellbeing and pollinator greenspace. This area features a winding path and trellis wall, contributing to both ecological value and user wellbeing. CHPB130126 Page 57 of 106
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OFFICIAL Security enhancements have also been delivered within budget, including the extension and upgrade of CCTV coverage, improved outdoor lighting, and the installation of a dedicated garden fuse box to reduce excess cabling. Outdoor Wi-Fi has been installed to support summer working arrangements, and power sockets have been fitted into each accessible arch, ensuring electrical access throughout the garden. Garden Redevelopment & Community Engagement A key success of the garden redevelopment has been the groups collaboration with Ruff Draft, a local street art social enterprise. Their comprehensive redecoration of the railway bridge bordering the garden has not only enhanced the space visually but also provided a valuable platform for emerging artists. This partnership has sparked interest from several in-house charities keen to explore mural and spray-painting workshops for their service users, with the garden now positioned as an ideal venue for such community-led activities. The garden’s new accessible pathways have significantly benefited the weekly amputee fitness sessions, supporting Finding Your Feet’s focus on physical wellbeing. The outdoor space allows for more expansive and inclusive programming, no longer limited by indoor constraints. CHPB130126 Page 58 of 106
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OFFICIAL "The amount of time and consideration taken to personalise it to amputees shows." -Carol Trench, Trooper, Finding Your Feet Volunteer engagement has also flourished, with local people and service users from the range of tenants within the hub contributing their skills to tangible outcomes. Also, vegetable and herb planting is well established, offering fresh produce for distribution. FYF are encouraging tenants with raised beds to re-engage with these spaces, now that the garden is more accessible and welcoming for community growing initiatives. Plans are in place to partner with the Wellbeing team to deliver woodworking sessions for service users (“Troopers”), enabling them to construct bird boxes, insect hotels, and habitats for bees and hedgehogs. This initiative is designed to foster ownership, engagement, and environmental stewardship among participants. St James’ Hub Network Engagement & Garden Use The redevelopment of the garden has enabled meaningful engagement across the organisations diverse Hub network, which includes charities supporting carers, families, children, young people, care-experienced individuals, and those undergoing rehabilitation, alongside therapists and their own amputee group, the Troopers. These groups were actively consulted during the planning phase, ensuring the space reflects their needs and aspirations. CHPB130126 Page 59 of 106
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OFFICIAL “The families really loved having some open space to explore & enjoy. They particularly enjoyed: Going on the swings Watering the plants Just exploring around the garden Having space to run around Finding and re-hiding the painted stones Seeing the trains go by Chasing bubbles Water play Some of our families live in flats and do not have any easy access to an outdoor space - so it is particularly beneficial to them. We also all enjoyed not getting way too hot inside on sunny days!!” -Wendy MacDonald, Homestart Renfrewshire and Inverclyde Post-development, the garden has become a vibrant connector across the organisations tenant and visitor community. CREATE Paisley has made extensive use of the space for family sessions and arts activities, culminating in a youth art exhibition and a bespoke mosaic tabletop installation. Other youth-focused organisations, including Action for Children and Who Cares, have also utilised the garden for social events such as barbecues and outdoor games, providing a safe and welcoming breakout space for young people. "The garden has allowed us to add another strand of creativity to our sessions, exploring new activities and connections to our community. The response from children, young people, families and staff team has been brilliant. We delivered our full Easter Programme in the space with groups creating 2 beautiful murals that will be installed in the summer. Having a safe, calm, and relaxing space for sessions, meetings, breaks and wellbeing is fantastic." -Sam Roberts, Create Paisley 2.3 Thorn Athletic Community Trust- Intermediate Award (£24,840.00) Purpose: The principal aims of the project were to create a business plan, options appraisal and feasibility to RIBA 1 on how to create the most appropriate facilities and projects to meet local needs. Project Scope and Costs: The total cost of the project was £26,640. The approved funding was intended to support the Trust to create the most appropriate facilities and projects to meet local needs. CHPB130126 Page 60 of 106
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OFFICIAL Project Themes: In their original application Thorn Athletic stated they would meet the following criteria: o Community capacity building o Place-based investments to improve community spaces. Progress to Date: The Trust secured professional support to help develop a comprehensive business plan and conduct design studies for their future development ambitions. This was made possible through SCF grant funding, which also enabled successful applications to Renfrewshire Council’s Artificial Pitches Fund (£390k) the Scottish Football Association’s Facilities Fund (£442,194k) and the Scottish Football Partnership Fund (£40k) As a result, their proposal to install a floodlit artificial pitch has advanced to the next stage and is now undergoing a formal planning application and tender process. The proposed site plans show the layout for the new pitches and the phasing of the works. The group have also planned to build a pavilion building with additional toilets, changing facilities and medical room; a covered spectator stand; and five aside pitches for training in the future. Thorn Athletic Community Trust Chairman Mark McGee said: "The Sustainable Communities Fund was the catalyst for our project development plans to get off the ground. It was an enabler for us to engage with professional consultants and architects allowing us to bring the vision to life, create a business plan and complete funding bids. "These bids were ultimately successful in bringing significant external funding to Renfrewshire which we hope will lead to the delivery of a multi-million-pound facility within our community over the next three to five years. We believe our experience with SCF support is a good example of what can be achieved with the belief and support of the local authority." CHPB130126 Page 61 of 106
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OFFICIAL _________________________________________________________________________ To: Communities and Housing Policy Board On: 13th January 2026 _________________________________________________________________________ Report by: Chief Executive _________________________________________________________________________ Heading: Renfrewshire’s Community Learning and Development Partnership Plan - Annual Report 2024-25 _________________________________________________________________________ 1. Summary 1.1. On 29th October 2024, members of the Communities and Housing Board endorsed Renfrewshire’s Community Learning and Development Partnership Plan. It is a statutory requirement for the Council to co- ordinate and publish a plan every 3 years, which sets out how partners in Renfrewshire will seek to ensure that community learning and development activities meet the needs of local people and communities. 1.2. The report builds on the Connected Communities 6 monthly report which was considered by members in October 2025, which provided an update on Community Learning and Development activities within the Council. The Partnership Plan Annual Report builds on this, reflecting the wider priorities and activities across Renfrewshire’s CLD Partnership. 1.3. Section 4 of the paper provides a number of key achievements highlighted within the Annual Report. ________________________________________________________________________ 2. Recommendations 2.1 It is recommended that Elected Members: • Note the content of the report ________________________________________________________________________ 3. Background Item 8 CHPB130126 Page 63 of 106
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OFFICIAL 3.1 Under the Requirements for Community Learning and Development (Scotland) Regulations 2013, local authorities in Scotland are required to consult on and publish a plan every three years which sets out how the local authority will co-ordinate provision of CLD across the area, what will be provided by the local authority and by partners, and any unmet CLD needs within the period of the plan. Each three year plan should be based on an assessment of need which has included consultation and engagement with service users and communities as well as analysis of data. There is an expectation of regular review of evidence to assess the impact of CLD activity and inform future planning. 3.2 The requirements also place an obligation on local authorities to ensure that: communities have access to the CLD support they need; that communities are enabled to express their needs for CLD provision and; that Community Planning Partnerships, local authorities and public service providers more generally respond appropriately to the expectations set out by CLD Strategic Guidance. 3.3 The Partnership Plan was developed alongside partners throughout 2024 in line with national guidance and reflecting the recommendations from the recently published national review of CLD delivery in Scotland. The Plan also specifically sought to address recommendations identified by Education Scotland as part of their inspection progress visit in 2024. In practice this has led to the development of new governance and partnership arrangements for community learning and development across Renfrewshire, with a new steering group and partnership forum being put into place. 3.4 The Annual Report provides an update on the progress against Year One of the plan, from November 2024 – October 2025. 4. Key achievements 4.1 The Annual Report highlights the following key achievements over the period: • Embedded the strengthened partnership governance arrangements, working with partners through the CLD Partnership Executive Group and the CLD Partnership Forum to direct the Plan and deliver against the actions. This has included continuing to develop the shared Outcomes and Performance Framework aligned to national CLD priorities. • Engaged in learning to support evaluation activities, with partners attending a series of training sessions delivered by Education Scotland focussed on Self Evaluation for Continuous Improvement. These sessions have focussed on outcome-focussed planning, data interpretation and analysis and the use of self-evaluation toolkits such as ‘How Good Is Our CLD?’. • Expanded volunteering pathways and youth recognition, with Engage Renfrewshire leading delivery of Volunteer Fairs and appreciation events, resulting in over 320 new volunteers registered, CHPB130126 Page 64 of 106
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OFFICIAL 27 new organisations joining the platform, and 1,293 Saltire Awards issued to young people for their contribution to local communities. • Strengthened employability and progression routes for young people, through collaborative delivery of initiatives such as the Pathways Programme, Renfrewshire School of Sport Education and targeted transition support, contributing to Renfrewshire achieving its highest-ever school leaver positive destination rate of 97.1%. • Improved digital inclusion across communities, supporting 7,600 residents to get online through 2,342 training sessions and distributing over 1,600 devices, alongside establishing 22 DigiZone hubs and expanding public Wi-Fi access to 180 venues. • Enhanced community capacity and participation, funding over 150 local groups through Local Partnerships and participatory budgeting, delivering funding through partnership programmes such as ‘Winter Connections’ through Fairer Renfrewshire programmes, and supporting 32 infrastructure projects through the Sustainable Communities Fund. • Delivered targeted support to reduce inequalities, including tailored holiday provision for low-income families, and reviewing provision of English for Speakers of Other Languages (ESOL) and developing new partnership approaches, and launching the “Good Vibes Only” youth engagement programme alongside Safe Kids workshops reaching 1,800 pupils. 4.2 The Action Plan has been updated with progress from Year One and is attached within Appendix 1. In summary: • Of the 18 actions due in Year 1 of the plan: o 2 are completed and closed o 14 are on track but have been continued into Year 2 as they represent a continuing priority o 2 are marked as amber. • There are a further 7 actions due in Year 2 of the Plan, all of which are on track. • There are 9 actions due in Year 3 of the Plan, with 8 of these on track and 1 marked as amber. • The Year 2 Action Plan also has two new actions included to reflect updated priorities of the partnership. 5. Next Steps 5.1 A number of priorities have been identified for Year 2 of the CLD Partnership Plan, including: • Continue to improve impact measurement, launching the CLD Partnership Survey to establish a shared baseline and developing data collection and recording mechanisms. CHPB130126 Page 65 of 106
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OFFICIAL • Strengthen 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. • Update action plan based on emerging needs, by undertaking a CLD needs assessment exercise in early 2026 and expanding on the delivery of Year One actions such as the ESOL review and approach and Youth Work review. 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 CLD Partnership Plan 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 – CLD activities 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 – None __________________________________________________________________ List of Background Papers: None CHPB130126 Page 66 of 106
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OFFICIAL Renfrewshire Community Learning and Development Partnership Plan 2024-27 YEAR 1 - PROGRESS REPORT 2024-25 CHPB130126 Page 67 of 106
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OFFICIAL Contents Foreword ............................................................................................ 1 Governance and Partnership Working ……………………………………………. 2 Outcomes and Performance Framework …………………..……………………. 3 Reporting Period …………………………………………………………………………. 3 Progress on CLD Plan - Year 1 Actions ................................................. 4 Learning and Next Steps ……….………………………………………………………15 Case Studies on key Priorities ………………………………….………….….……. 16 Appendix 1 – Our Partnership Action Plan Year 2 CHPB130126 Page 68 of 106
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1 OFFICIAL Foreword It is a legal requirement for each local authority in Scotland to consult on and publish a plan every 3 years which sets out how Community Learning and Development activities will be organised and delivered within a local authority area (see Requirements for Community Learning and Development (Scotland) Regulations 2013). Whilst Renfrewshire Council co-ordinates the development and monitoring of our CLD Plan, many different partners are responsible for supporting and delivering community learning and development activities for local people and communities. Our plan supports Renfrewshire’s four Community Plan themes - Thriving, Well, Fair and Safe and reflects the priorities of our Community Learning and Development Executive Group and Partnership Forum. Renfrewshire’s CLD Plan sets out what we want to achieve as a partnership over three years, and details some of the shared actions we will take to support people to live their best possible lives. Community Learning and Development (CLD) is an approach to lifelong learning which aims to empower people and communities to take part in, and help shape, their own learning and development at all stages of life and in ways that suit a person’s needs. The key principles of Community Learning and Development recognised nationally are: • Inclusion and equality • Empowerment • Partnership and collaboration • Lifelong learning • Participation and engagement • Inclusive learning • Assets-based approach As a partnership we are focused on supporting a Life-Long Learning Journey, ensuring that we work together to meet the specific needs of our communities and involve local people and partners in shaping this provision on an ongoing basis. The identification of local priorities and the delivery of activity to meet those priorities were informed through an inclusive and collaborative process involving stakeholders including learners, young people, community members, community volunteers, local authorities, voluntary and charity sector organisations, educational institutions, and other organisations across the public and third sectors. This report provides an update to the Renfrewshire CLD Partnership Plan 2024-27, and work that has been taken to progress the Year 1 Priority Actions across the CLD Partnership. This progress report includes the improvement points that includes the development of our new governance structure and the development of clear outcomes and measures of success. CHPB130126 Page 69 of 106
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2 OFFICIAL Governance and Partnership Working Renfrewshire Council’s Community Learning and Development function now sits within the Connected Communities team in the Chief Executive’s Service of Renfrewshire Council. This ensures community learning and development is closely aligned to wider strategic and community planning activities. 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. Education Scotland carried out an HMI Progress Visit in 2024 and while inspectors reflected on the many strengths and progress against identified priorities, they also identified important areas requiring improvement and made the following recommendations: 1. the local authority and its partners need to strengthen the leadership and governance of CLD in line with legislative requirements. This includes continuing with plans to establish a CLD strategic partnership and formalising appropriate networks to improve the governance of CLD. 2. CLD partners need to agree and set clear outcomes and measures of success. There is a need to develop partnership priorities at a strategic level. Leaders need to ensure arrangements are in place to improve reporting across partners and support joint planning for improvement. Following these recommendations, the new Governance structure which includes the CLD Partnership Executive as a strategic group and the CLD Partnership Forum have been developed and strengthened. Terms of Reference for both groups have been agreed which will ensure the reporting and monitoring of the CLD Plan clearer and more robust. A new shared CLD Outcomes Framework has been developed to support the measurement of impact of work being delivered across the authority. In addition to the governance structure being formalised, the CLD Executive group and CLD Partnership Forum has now established a regular cycle of meetings to review and assist in the self-evaluation process in reporting on Year-1 progress, and beyond. Education Scotland has supported this process by delivering professional learning sessions to the CLD Partnership Forum members, focussing on Self-evaluation for Continuous Improvement (SECI). The three sessions delivered to date include: • Outcomes-focused planning • Data handling, interpretation, analysis • Effective self-evaluation and using toolkits. These professional learning sessions will be rolled out to wider membership of the CLD Partnership Forum during Year 2, alongside the CLD workforce training programme with the aim of developing a collective and collaborative approach promoting the CLD competencies and skills. Years 2 and 3 of the CLD Plan will see this improvement process continue, with continued opportunities to progress all actions, to continue and build on the work, and expanding and strengthening membership and community engagement. CHPB130126 Page 70 of 106
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3 OFFICIAL Outcomes and Performance Framework To understand the difference our CLD-based work makes, the Partnership has developed an Outcomes and Performance Framework. This framework supports the four priorities in the CLD Plan and helps us check that we are moving in the right direction for learners, families and communities. It outlines the outcomes we are aiming for and the indicators we will use to track progress. The language is simple so that staff, volunteers, learners, community groups and strategic partners can easily understand it. The framework also ties into national CLD outcomes, making sure our work in Renfrewshire contributes to broader improvement across Scotland. The framework was developed during Year 1 of our CLD Plan and partners have started building the systems needed to collect evidence consistently. In early Year 2, we will introduce a CLD Partnership Survey to gather partner data in one place. This will give us a shared baseline and allow us to monitor progress more effectively in future years. We will continue to refine this approach as the CLD Plan evolves. In this Year 1 Report, we provide a narrative for each priority, highlighting key things that have happened over the past year and the important work partners have done toward our shared CLD goals. Each section begins with a brief summary of the key outcomes for that priority, helping to frame the activity and show how the work contributes to the difference we are trying to achieve. Reporting Period Since partners across Renfrewshire work on different reporting cycles, we have agreed on a practical approach for Year 1 reporting. This Progress Report covers activity from November 2024 to September 2025, reflecting the time since the CLD Plan was approved following the HMIE progress and return visits. Many partners collect data on a quarterly, financial or academic-year basis, which creates natural variation in how information is recorded. Instead of viewing this as a challenge, the partnership has used Year 1 to understand these differences and start building a more coordinated approach for future years. As our shared Outcomes and Performance Framework develops in year 2, we will work together to improve consistency while respecting existing systems. We want to ensure that reporting remains collaborative, realistic and meaningful. CHPB130126 Page 71 of 106
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4 OFFICIAL Action 1: Review support and opportunities for volunteering across Renfrewshire as part of our wider employability pipeline (Year 1) Engage Renfrewshire is the strategic lead for volunteering in Renfrewshire, and champions accessible, inclusive and impactful volunteer opportunities. A key example was the successful delivery of the Volunteer Fair in partnership with UWS Students Union. This collaborative event, held on campus, brought together over 25 third sector organisations and student groups, creating a vibrant space for engagement and connection. It showcased the breadth of volunteer opportunities available locally and introduced students to the wide-ranging benefits of active citizenship. By directly linking volunteering involving organisations with a new and diverse audience, the fair supported both recruitment goals and longer-term community engagement. The Volunteer Fair made a tangible difference in connecting people, strengthening community ties and increasing awareness of the value of volunteering across Renfrewshire. Through this event and our strategic leadership, we achieved the following: Increased volunteer engagement in the community, stronger partnerships, raised awareness of community need, promoted a culture of active citizenship and amplified the voices of local Voluntary Infrastructure Organisations (VIO). 150+ attendees engaged with volunteer involving organisations on the day. 80% of attendees were from UWS and 100% of stallholders stated they would attend another volunteer fair hosted by Engage Renfrewshire and UWS. The Volunteer Fair was also well received, with multiple organisations highlighting it as a strong networking opportunity and to discover more about the supports available across Renfrewshire. Volunteers Week 2025 saw Engage Renfrewshire partner with the Tannahill Centre (recipients of the Kings Award for Voluntary Service in 2024). The week began with a Volunteer Fair featuring 19 local organisations offering a diverse range of opportunities for volunteers of all ages and experience levels. Over 100 attendees engaged with groups including OneRen, Creating a Sustainable Gryffe, Paisley Priority 1: Provide a programme of high-quality lifelong learning, accessible to all 1.1 Help citizens to develop skills for work and life, enhancing employability and opportunities for anyone at any stage of the lifelong learner journey Priority 1 activity shows clear progress in expanding learning opportunities, strengthening employability pathways and widening access to digital support. Across volunteering, youth pathways, adult learning, digital inclusion and trauma-informed practice, partners have delivered work that supports the outcomes in the CLD Outcomes and Performance Framework. These outcomes include increased participation in learning, improved confidence and life skills, stronger progression routes and reduced digital exclusion. While full measurement systems are still in development, the evidence gathered in Year 1 shows positive movement against several indicators. More people are participating in CLD activities, there are strong levels of wider achievement and volunteering engagement and there is significant uptake of digital support and training. This creates a solid foundation for establishing baselines, improving data collection in Year 2 and tracking long-term impact more consistently across the partnership. CHPB130126 Page 72 of 106
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5 OFFICIAL Rugby Club, Renfrewshire Carers Centre, Accord Hospice, Jones & Us and others. There was a Volunteer Appreciation Evening to recognise both local and national volunteering achievements including the King’s Award for Voluntary Service, the Inspirational Community Awards, and the HSCP Awards and more. The evening celebrated youth volunteering, including the presentation of eight Summit Awards by the nominators themselves. Volunteers from Pachedu’s School of African Culture camp and the S3 Junior Enterprise group at St Andrew’s Academy also received their Saltire Awards. There were 128 attendees. To mark Volunteers’ Week, we also delivered a targeted social media campaign and distributed a dedicated newsletter highlighting the broader impact of volunteering across Renfrewshire. The profile of the Summit Awards has continued to grow in Renfrewshire for the second consecutive year. This year, we received 10 nominations from a range of groups including Johnstone High School, KLAS Care, ROAR Connections for Life, Erskine Arts, The Tannahill Centre, NHS Volunteers, and Gleniffer High School. These nominations were reviewed by the Summit nomination panel, made up of committed young people from Renfrewshire Youth Voice. As a result, 8 young people were awarded their Summit Award, with 6 able to attend the Appreciation Evening. This reflects a strong increase in engagement, awareness and understanding of the Saltire Awards across the area. Feedback from a wide range of attendees through our Partner & Forum survey highlighted the overall success of both the Volunteer Appreciation Evening and the Volunteer Fair. The events were praised for their organisation, welcoming atmosphere, and the valuable opportunities they offered. Several attendees commented on the quality of the entertainment and the well-structured timings of the evening. The continued involvement of the Provost was also appreciated, reinforcing civic recognition of volunteers. The Appreciation Evening was described as inspirational and a meaningful celebration of local volunteering efforts. Organisations such as ROAR, NHSGGC and St Andrews Academy noted the value of being able to recognise young volunteers, with pupils particularly enjoying the evening and the small gifts they received. Engage Renfrewshire plays a key role in supporting volunteering across the area as part of the wider employability pathway. Through their Volunteer Recruitment Platform individuals can connect on-line with a wide range of volunteering opportunities that help build skills, confidence and community connections. There is also a tailored matching service for people who may have additional needs or require extra support to find the right opportunity. Working directly with local organisations to help them recruit and retain volunteers, develop good practice, and become “volunteer ready” Engage strengthens pathways into employment while fostering active participation and inclusion within Renfrewshire’s communities. • 323 new volunteers registered. • 96 volunteering applications made though the system. • 27 new organisations joined. • Out of 323 people 160 of these used the platform to improve their CV. The Saltire Awards are Scotland’s national youth volunteering awards, celebrating the dedication and achievements of volunteers aged 12 to 25. As Renfrewshire’s local Saltire Awards awarding body, Engage Renfrewshire are passionate about showcasing the incredible contributions of young volunteers. • Number of Saltire awards awarded during this period: 1,293. • How many hours of saltire volunteering has been done during this period: 13,372. CHPB130126 Page 73 of 106
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6 OFFICIAL OneRen provide inclusive opportunities for people of all ages and backgrounds to explore first steps into employment, returning to work or work experience through placements and volunteering. The approach recognises benefits to participants and also helps OneRen to achieve the goal of being an employer of choice and promoting community wellbeing. School work placements are co-ordinated with schools Pupil Support or DYW co-ordinators and can be accessed through the Gateway/Work/IT platform. University, college and other placements are co-ordinated and offering opportunities in Active Schools, Libraries (Digital Champions), and in Health and Wellbeing, Business Development (Book Festival, Comedy Festival etc), Leisure and Museum. Volunteering roles and opportunities are advertised through the OneRen website. A Volunteer Pilot Group involved local community groups coming together and testing out and co-designing the new volunteering roles for the Museum service, as part of the planning and preparation for the Paisely Museum re-opening. The ethos of co- production and working with community members in community learning venues has meant that the connections are being made to encourage volunteering into employment pathways which will benefit OneRen and cultural venues and events in the future. Action 4: Partners to work together to increase the number of opportunities available for young people to access appropriate curricular pathways (Year 1) The Cultural Organisations Development Fund (CODF) was created as part of the Future Paisley partnership to strengthen and build on the capacity of local and cultural and creative organisations in Renfrewshire and build pathways into employment and progression routes in Renfrewshire’s tourism, cultural and creative sectors. The initiative focused on delivering initiatives to raise awareness of the opportunities among young people, with an emphasis of introducing creative and cultural career options from an early age. Cultural Champions, the network connecting teachers to arts and culture opportunities for students, includes primary and nursery teachers, helping them to access CPD opportunities to bring creative skills into the curriculum. Additionally, Future Paisley has helped to fund out of school opportunities and during holiday periods. This early engagement with arts and culture intended to embed creativity and promoting Possible Future Careers. The Pathways Programme was an educational programme designed to develop secondary school pupils’ understanding of the cultural, creative and visitor economies in Renfrewshire and how to access those opportunities. The programme ran in 2024 included pupils from every high school in Renfrewshire and was run in partnership with the University of the West of Scotland, West College Scotland, OneRen and several local arts organisations, providing pupils with practical information and access to decisionmakers and behind-the-scenes sector insight. Jupiter + Paisley invited students from every school, college, community groups in Renfrewshire to explore contemporary art first hand. The Learning Studio and the Orbit Youth Collective offered arts workshops to support personal development and thinking about options and decisions about their future. The studio acted as an incubator for young people to develop their own agency, implement their own creative activism and secure Scotland’s cultural future by encouraging a pipeline of ambitious, creative, talented young people. The project hosted 4560 Visitors; 650 learners, 39 workshops and 13 open studio sessions. OneRen (Active Schools) delivers the Renfrewshire School of Sport Education (RSSE). RSSE is a 22- week programme that offers 5th and 6th year pupils the opportunity to attend workshops to gain 1.2 Engage and provide opportunities for young people to achieve the best possible learning outcomes CHPB130126 Page 74 of 106
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7 OFFICIAL coaching qualifications to enable them to become young leaders within the Active Schools programme, linked to West College Scotland as part of the pathway. These efforts show the strong teamwork and framework for joint working between Children’s Services, SDS, Invest, West College Scotland, Future Paisley, and other Renfrewshire Local Employability Pathway members to improve pathways to jobs and lifelong learning for young people. Renfrewshire Health and Social Care Partnership developments helped improve support for young people, especially those at risk of disengagement or poor attendance. The expansion of the school nursing mental health pathway allowed for quicker identification of wellbeing concerns and more consistent early intervention in secondary schools. The ongoing development of Ren10, school counselling and the Young Person’s Wellbeing Service for advice further improves the support available, helping pupils access and maintain appropriate learning pathways. Partnership work in Renfrewshire continues to widen access to opportunities for young people, particularly those from low-income households. Local Employability Partnership activity, including employability programmes described above as well as targeted supports in schools have strengthened pathways into learning and work. There are several targeted learning programmes which are delivered in partnership with secondary schools, with the aim of re-engaging young people who are at risk. These programmes, including Street to School and EVOLVE initiatives, provide a negotiated learning programme that aims to improve life chances and inclusion through wider achievement. Action 5: Develop a strengthened framework of support with SDS and Invest in Renfrewshire to ensure pupils are supported to enter and sustain positive destinations (Year 1) The Renfrewshire Local Employability Partnership (RLEP) is the local strategic employability partnership whose purpose is to support the effective implementation of local and national employability policy. The partnership works closely with over 60 local delivery partners, making the best use of resources available to deliver services that help Renfrewshire residents make a successful transition towards and into employment. A number of thematic sub-groups of operational staff from across a very wide range of services meeting regularly to discuss and agree services for priority groups. These groups bring forward new service ideas and discuss key issues of referral and support. One of the thematic subgroups has a focus on young people aged 16 – 24 years old. As part of this subgroup there are a range of key partners including Children’s Services, Skills Development Scotland, Invest in Renfrewshire, West College Scotland, DWP and CLD. One of the key priorities of the LEP subgroup for Youth was to work together to improve the number of young people moving into a positive destination upon leaving school. This is reported by Scottish Government annually through the School Leaver Follow Up (SLFU). Through the increased partnership working this resulted in Renfrewshire having its highest level of pupils leaving to a positive destination at 97.1% for 2023 – 24, placing it fifth in the country. This has been achieved through several partnership approaches: • Networking Events: Twice a year, Invest hosts networking events for key practitioners (Teachers, DYW co-ordinators, Careers Advisers and Employability advisers) to gain better working relationships. Each event has dedicated workshops to upskill key staff working with pupils in senior phase. Each of the events in the last year have had over 30 people attending. • Employability Programmes: Invest in Renfrewshire provide 2 school transition advisers who work with senior phase pupils on a one-to-one basis 6 months before leaving school. In CHPB130126 Page 75 of 106
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8 OFFICIAL addition to the keyworker support and the LEP commissioned places, Invest in Renfrewshire service also ran 2 programmes for those who had just left school: a) Pathfinders first ran in August 2024 with Education colleagues taking the lead. This programme was aimed at young people who had just left school and were unsure of what next steps to take. In many cases attendance/ engagement within an education setting had been low for the young people. This ran for 2 afternoons per week for a block of 10 weeks. For this year’s programme starting in August 2025, it was agreed that employability advisers would take the lead. b) Work choices ran from October 2024 for 4 weeks. This programme was 3 days per week and aimed at young people who were capable/confident working in a group setting with peers and able to travel independently. Content was focused on employability skills such as CV development, interview skills etc. • An increase in case conferencing between SDS, Invest in Renfrewshire and Children’s services to track all young people. This has led to better information sharing and identifying young people who may fall out of their original positive destination to ensure support is timely and the right offer. Programs like Pathfinders, Transition Link, and Career Ready work to build confidence, resilience, and ambition among young people. They also follow the principles of inclusion, participation, and progression. All members of the subgroup are involved in the LEP Commissioning Process for additional provision for Renfrewshire. This allows each of the partners to use their internal data/feedback from young people on support that is required in a post school landscape. It also allows partners to see where there might be duplication on services already being provided and identify any gaps. Through this process the subgroup where able to allocate 180 spaces dedicated to young people, improving choices and pathways to a positive destination. The RLEP recognises the importance of providing support to young people facing extra challenges. This includes those who are care-experienced, those with additional support needs, and those living in low-income households. The partnership helps them find tailored paths to employment, education, or training. Secondary schools run a programme called “Career Ready” for senior school pupils who can be mentored in the world of work, and then they undertake a 4-week paid work placement with their mentor. The programme has been well received by mentees and mentors and introduces young people into a workplace as an older pupil as part of their senior transition. As well as increasing the number of young people who initially go into a positive destination upon leaving school, Renfrewshire’s follow up figure also increased to 94.4% young people in a positive destination. This is a snapshot taken 9 months after leaving school. These figures show the increased partnership working which is improving the destinations of young people upon leaving school but also that they are sustaining these destinations. Action 6: Consider opportunities for all partners to promote digital inclusion and the work of the wider DigiRen Partnership (Year 1) 1.3 Promote digital inclusion, providing opportunities to use digital in every aspect of day-to-day life safely CHPB130126 Page 76 of 106
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9 OFFICIAL Digital inclusion remains a key focus in Renfrewshire. By working together through the DigiRen and Citizen’s Voice networks, partners have helped residents, learners, and communities gain the skills, connectivity, and confidence needed to engage fully in digital life. From April 2024 to March 2025, more than 7,600 people received support to get online. This support came from 2,342 training sessions and over 6,000 hours of support provided by 188 volunteer Digital Champions. Around 200 Online Safety Ambassadors form part of the Council’s successful and innovative RenSafeOnline programme and are helping keep people safe, confident and protected online in local communities. CLD partners play an important role in this network. Digital inclusion is embedded across partnership activity, from youth work and adult learning to volunteering, health and wellbeing, employability and community development. Staff and volunteers have helped people apply for jobs, manage benefits, connect with family, and participate in the community. Feedback from learners in the Annual Digital Inclusion Impact Report 2024/25 shows increased confidence, decreased isolation, and better access to services. Partners distributed more than 1,600 new/refurbished devices, and the expansion of council-managed public Wi-Fi in up to 180 council, cultural and leisure venues, highlight the Renfrewshire’s commitment to fair digital access. Through Fairer Renfrewshire funding, local 3rd sector organisation Pachedu has been funded to pilot a device recycling project. Working in partnership with OneRen libraries who will collect donations of unused laptops, tablets and smartphones, Pachedu will securely wipe these and redistribute to families and individuals who face digital exclusion across Renfrewshire communities. Our CLD Plan measures digital inclusion through participation, training, and access to devices or connectivity. In 2024/25, at least 7,600 people received direct support related to digital access or skills. Approximately 2,500 digital sessions were delivered, along with more than 1,600 devices and 1,000 data SIMs distributed through Fairer Renfrewshire, Citizen’s Voice and DigiRen partners. Action 7: Support the roll out of Digizones, particularly across community venues (Year 1) DigiZones hubs provide digital skills support and access to the internet and devices where available to help promote digital and data inclusion. They are delivered by a range of community partners, often in places and spaces that are visible and known to communities. In 22 DigiZone venues, people accessed free Wi-Fi, digital devices, and customised support. In just six months, up to March 2025, these venues saw nearly 20,000 visitors and over 10,000 public Wi-Fi sessions. Venues include learning centres, libraries, youth work hubs, Active Communities’ Station 7 and a mobile library (Skoobmobile). Partners are aiming to hold wider public engagement and digital inclusion events as part of the DigiKnowvember event in Year 2. Action 8: Partners to commit to delivery of trauma informed awareness raising and training across respective organisations (Year 1) 1.4 Provide safe, welcoming spaces for the delivery of CLD activity, making them accessible, stigma-free and trauma-informed CHPB130126 Page 77 of 106
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10 OFFICIAL The National Trauma Transformation Programme (NTTP) is an initiative funded by the Scottish Government and designed to develop a trauma-informed and responsive workforce across various sectors. The programme had been developed with the aim of helping professionals recognise and respond to individuals affected by trauma and adversity, ultimately improving life chances and addressing inequalities. Signposting partners to this open on-line training and resources supports a consistent approach ensuring that everyone can adapt and adopt an approach to better support individuals impacted by trauma. The training resources have been designed for all sectors of the workforce, promoting the development of trauma-informed practice, and includes eModules, workshops and animations, roadmap for change and how to embed trauma informed approaches in policies and practices, and training levels. In addition to the NHS Scotland resource, there are interagency training opportunities offered to council education/social work/CLD practitioners and 3rd sector workforce which helps to develop further understanding of trauma on child development. Over 400 staff have taken part in Immersive Learning training using Virtual Reality headsets which have immersive experience around themes of Attachment, Trauma and Neuroscience, Child Development. The immersive scenarios on How the brain works, Child Protection home visit, Child Sexual exploitation, Child Criminal Exploitation and young person disclosing abuse, and Autism Awareness. The Immersive learning is part of face-to-face training workshops and provides support and discussion around the themes. Feedback from staff includes experience of being “really immersive and impactful”, “really powerful and emotive”, “felt it was an incredibly valuable training experience which allowed more to process the information better”. Renfrewshire staff and partners and can therefore record the Local Authorities overall efforts to tackle domestic abuse and raises awareness of coercive control and gender-based violence. There are 3 on- line modules covering Equally Safe in Practice - Strengthening Practice, Understanding Sexual Violence, Understanding Domestic Abuse and Changing Attitudes re: Violence Against Women & Girls. CHPB130126 Page 78 of 106
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11 OFFICIAL Action 10: Develop community capacity and resilience by supporting community groups to form, grow and connect (Year 1) Engage Renfrewshire continue to build community capacity and resilience by supporting local groups to form, grow and connect. The Funding and Organisation Development Officer has provided tailored governance and funding support to a wide range of community and voluntary organisations across Renfrewshire. Through one-to-one guidance, training, and mentoring, groups have been supported to strengthen their management structures, improve decision-making, and increase their confidence in applying for funding. A new three-part training programme has helped emerging organisations take the steps needed to become formally constituted, with several groups now established as voluntary associations and others currently progressing through the process. Feedback has been overwhelmingly positive, with one participant commenting, “I am now very confident in all I am doing and knowing that I still have the support of Engage Renfrewshire, I know that I’m not alone. I am more than capable now.” This support has made a tangible difference for both new and long-established groups. One organisation, which had operated informally for over 40 years, completed the training programme and Priority 2: Build strong, connected communities where people can participate and influence in their local area 2.1 Promote opportunities for personal and social development through the rich network of opportunities across Renfrewshire Across Priority 2, partners have improved community participation, increased access to local opportunities and expanded the ways people can influence decisions in their area. The activity that has happened in Year 1 strongly supports the outcomes in our Outcomes and Performance Framework, particularly regarding building skills, volunteering, engagement and participatory budgeting. Community groups have received tailored support in governance, funding and development which has helped them gain confidence and operate more sustainably. Participatory budgeting methods such as Celebrating Renfrewshire and the YouDecide Tenants programme have created valuable paths for residents and young people to shape local priorities and allocate resources. A variety of engagement activities, including youth assemblies, OneRen and Active Schools opportunities, lived experience panels, Local Partnerships, Winter Connections and wellbeing networks have allowed people to share their views and stay connected to local decision-making. Overall, this work speaks directly to our indicators, namely strengthening community capacity, expanding volunteering contributions, increasing influence and engagement opportunities, and embedding participatory methods throughout Renfrewshire. These developments provide a clearer picture of how communities engage, where participation is strongest and where we need to continue improving our approaches in Year 2. CHPB130126 Page 79 of 106
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12 OFFICIAL has since transformed its approach, establishing a structured committee, taking a proactive role in volunteer recruitment, and exploring funding opportunities with renewed enthusiasm. The success of this work lies in the personalised approach, building relationships, offering consistent follow-up, and making complex topics accessible and relevant. As a result, more local organisations are now better equipped to operate effectively, plan for the future, and play an active role in strengthening community engagement across Renfrewshire. Alongside governance support, Engage Renfrewshire has continued to provide one-to-one funding advice to help groups strengthen their fundraising knowledge and confidence. Over the reporting period, local organisations have received tailored guidance on identifying suitable funding opportunities, developing clear and compelling applications, and improving their overall funding readiness. This support has been particularly valuable for smaller and emerging groups, many of whom are applying for grants for the first time. Work is also underway to develop a new training programme focused on demystifying the funding process and equipping participants with the practical skills needed to write strong, evidence-based applications. By helping groups understand funder expectations and plan more strategically for sustainability, support for the sector to build stronger foundations and secure the resources needed to deliver lasting community impact. Renfrewshire’s Local Partnerships were refreshed during 2024, bringing community representatives and local organisations together to identify shared priorities through the Local Plan, Local Priorities and Local Voices programme. This work is helping local groups to connect, influence decision-making and strengthen their capacity to take forward activity based on local needs. Through the seven Local Partnerships in Renfrewshire, over 150 community groups were funded in the 2025 round to deliver activities in their local areas in the year ahead. Through a Participatory Budgeting programme known as Celebrating Renfrewshire, young people aged 12-25 also voted to decide on activities for young people to be funded through 2025/26. As part of our Fairer Renfrewshire programme, both Summer of Fun and Winter Connections provide small grants to local community and 3rd sector organisations to fund activities. Summer of Fun distributes £50,000 of small grant funding to support free activities for families and children over the summer holidays. Targeted at low-income families, activities such as craft sessions, sports camps, music workshops, traditional games and outdoor activities in local parks and cooking skills have been offered in local areas via the 3rd sector. Likewise, over the winter period, Winter Connections offers activities for families and individuals of all ages, with hot drinks, snacks or hot food as part of each activity, all provided through the 3rd sector in people’s local communities. Utilising £75,000 of Fairer Renfrewshire funding, again, small grants are awarded allowing organisations to host varied programmes across Renfrewshire, including towns and villages, which support people to make connections in their local areas. Activities include soup and music sessions, line dancing, crafts, movie afternoons and board game sessions. Both programmes have been welcomed in communities. The Sustainable Communities Fund, which was established in 2024, supports third sector organisations to progress infrastructure and place-based projects that improve the lives of local people and help build resilient communities. Since 2024, 32 awards have been made to a total value of over £1.1 million. The Team Up 2 Clean Up Campaign continues to support people in their local communities to participate actively in keeping their local area clean and encourage community ownership of local CHPB130126 Page 80 of 106
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13 OFFICIAL environmental issues. A total of around 8,500 people follow the TU2CU facebook page, with a network of dedicated community volunteers regularly taking part in clean-up activities. Renfrewshire’s Community Sports Hubs, supported by OneRen Active Schools, comprise 57 affiliated clubs operating across four hubs. These hubs provide inclusive opportunities for participation in a diverse range of sports, catering to varying levels of ability and interest. They play a key role in promoting physical activity, community engagement, and pathways for lifelong involvement in sport. OneRen support sports clubs to develop, access funding and network within geographical areas and promotes access to training for sports leaders and coaches. A comprehensive directory of local clubs and opportunities is available on the OneRen website, ensuring residents can easily access information and connect with activities that meet their needs. Action 14: Work with partners to review existing information and advice sources for people in Renfrewshire, to ensure that information on local and national support is available to people when they need it and in the format they need. (Year 1& 2) Efforts to improve access to information and advice have continued with a coordinated programme of information and advice provided across the Advice Partnership Renfrewshire. Renfrewshire Council supported the Healthier Wealthier Children and School Support services which provide dedicated advice services to families and children. As well as the Council’s Advice Works service (which has a dedicated Family Advice offer), the Council also provided funding to Renfrewshire Citizens Advice Bureau (RCAB) to provide both a general advice service and a community legal advice service. Additional services funded through Fairer Renfrewshire include a Welfare Rights based service at RCAB and a School Support service in every secondary school in Renfrewshire and in ASN schools. These council funded advice services gained almost £17 million for the people of Renfrewshire in 24/25 and helped them manage almost £22 million in debt. This activity contributes to the wider CLD aim of ensuring that people can find clear, accurate and timely information in the ways that work best for them. Renfrewshire’s Health and Social Care Partnership (RHSCP) continued to have a strong focus on improving access to information, especially for vulnerable groups. Their Equality Action Plan includes better information for unpaid carers, creating an integration network forum for people from ethnically and culturally diverse communities and clearer communication for individuals with disabilities or sensory impairments. More than 5,000 adult carers and nearly 500 young carers received support, benefiting from clearer routes to advice and wellbeing information. Engagement for the new RHSCP Strategic Plan involved over 600 people and more than 1,200 survey responses, helping identify how residents access advice, where gaps exist and how information can be made more accessible. In addition, RHSCP also saw over 11,000 users accessing their online wellbeing resources, together with over 44,000 visits to service information pages, demonstrating sustained public use of advice in multiple formats. Ren10 continues to provide a single, accessible online space for children, young people, families and practitioners to find wellbeing information. The platform is informed by feedback from schools, partners and service users. Its focus is on clear language and early help complements the wider work 2.2 Promote opportunities for personal and social development through the rich network of opportunities across Renfrewshire CHPB130126 Page 81 of 106
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14 OFFICIAL across advice services and helps to ensure that information reaches people in a format they need. In addition, the platform has helped connect teams and services across education, social work, health and Third Sector ensuring that the journey and outcomes of those using Ren10 can be better understood. Well in Renfrewshire (WiRe) is an overarching strategy led by the HSCP’s Community Partnerships Team (CPT) to increase the availability and knowledge of community-based and community-led wellbeing opportunities in Renfrewshire. WiRe is not meant to provide alternatives to formal services but rather complement them and give people choices and chances to take part in activities that are important and enjoyable to them. The CPT already had a database of 550 resources which had been added to ALISS (ALISS - A Local Information System for Scotland | ALISS), and it was agreed to develop a local interactive map to display the resources. Since launch, the WiRe map has been accessed an average of 565 times per month. Engage Renfrewshire play an active role in ensuring that local third sector organisations have access to clear, up-to-date information and advice when they need it. Weekly e-alerts reach 883 subscribers and share a wide range of updates, including community news, funding opportunities, employment information, and resources for social enterprises. These regular communications help ensure that partners, groups and individuals stay informed about local and national support available to them. In addition to our newsletters, we facilitate three key networking opportunities that provide targeted information and peer support across different areas of work. The RenSEN Social Enterprise Network, brings together local enterprises to share learning, explore collaboration, and access practical business support. The Integration Network hosted by Engage Renfrewshire was re-established during the year, with early work focused on rebuilding foundations and reconnecting members. Initial groundwork was carried out through meetings with Engage staff, existing network members, partners and stakeholders so that current activity and expectations could be understood. A mapping exercise was begun to capture existing organisations and identify potential new members supporting asylum seekers, refugees and ethnically diverse communities. Re engagement with former members was initiated through one-to- one conversations, with outreach also begun to prospective members to explore their needs and ambitions. Early trust building was supported by attendance at community events and six individual meetings. A draft engagement and capacity building strategy was developed, guided by co-creation, inclusion and trust, to place ethnically diverse community organisations at the centre of future planning. Opportunities for joint work were scoped to strengthen access to information, volunteering and wider opportunities. Meanwhile, the Wellbeing Network connects groups involved in mental health and wellbeing activity, supporting partnership working and sharing good practice. Through these combined channels, we help ensure that accurate, relevant and accessible information reaches the right people at the right time, supporting stronger connections, collaboration and informed decision-making across Renfrewshire’s third sector. Children’s Services Health and Wellbeing newsletter regularly connects teachers, social workers, youth workers and practitioners with updated information on services and training that can help to ensure service users in schools and communities can be signposted for support or receive the right information at the point of contact. CHPB130126 Page 82 of 106
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15 OFFICIAL Action 15: Through our CAHSC (Culture, Arts, Health and Social Care) group, OneRen will lead work with colleagues and partners involved in the Future Paisley programme, to develop a range of arts and culture-based activities in a variety of settings to improve health and wellbeing (Year 1) CAHSC (Culture, Arts, Health and Social Care) Partnership is Renfrewshire’s innovative approach to bringing arts and culture to residents (18+) living with the impact of inequalities. CAHSC is committed to creating opportunities for some of Renfrewshire’s most disadvantaged residents to access arts and culture and improve their health and wellbeing. Established in 2018, the initiative was part of Future Paisley, Renfrewshire’s far-reaching cultural regeneration programme that aimed to harness the power of the arts, heritage and culture for social and economic change. Between 2018 and 2025, Renfrewshire invested £10.145 million in supporting and developing creativity and cultural life in Renfrewshire. During the life of Future Paisley, CAHSC delivered grant programmes, festivals and specialist events for sharing knowledge and building network and continues to exist alongside a variety of other projects that contribute to improved health and wellbeing. e.g. Engage Renfrewshire administered the Scottish Government health and Wellbeing Fund, and Renfrewshire’s Community Health and Wellbeing network. The CAHSC project is made up of 39 partners who have each contributed to the delivery of programming, either as facilitators for workshops or events or through presentations to the CAHSC network. The CAHSC Steering Group continues to meet to ensure the last projects in Future Paisley programme are completed and evaluated and also building on the legacy to continue the networking and legacy activities. The post of CAHSC Co-ordinator is unique to be based in the Health and Social Care partnership and has helped to deliver on the prevention, early intervention and recovery support in a way that is unique from existing programmes in the NHS. “6 Weeks to Wellbeing”, in partnership with OneRen, is a programme that has been developed as a collaboration between HSCP and OneRen to address social prescribing, improving wellbeing and connecting into community-based activities. People can self-refer or be referred into a programme, with sessions covering activities like being active, arts, mindfulness, photography, heritage and games. The 5 Ways to Wellbeing approach is used as a guide for weekly activities (be active – connect – keep learning – give – take notice). During each programme, staff get to know individuals, their interests and use the WiRe (Well in Renfrewshire) map to find community-based activities for attendees that may be of interest after the programme. The first programme was in Linwood Library, followed by Foxbar Community Centre and currently delivering a programme in Johnstone Town Hall. These Wellbeing Groups support individuals to improve and self-manage their health and wellbeing, reduce social isolation and build meaningful connections. Following the success of the pilot, the programme was expanded to other areas of Renfrewshire in September 2025. As part of the OneRen weekly walking programme, various Themed Walks are delivered across Renfrewshire. These aim to discover and explore Renfrewshire’s rich heritage. 27 themed walks were delivered between September 2024 and August 2025 with 264 attendances. The Renfrewshire Community Wellbeing Network, in partnership with Engage Renfrewshire, is a network for public and third-sector workers in Renfrewshire to share and connect about projects and opportunities. The network invites members to share work and learn from others, promotes information sharing on opportunities and signposting to existing and developing services. In 2024-25 seven network events were held with a total of 245 people (public/third sector) attended. In addition, the Culture, Health and Arts Training (CHAT) delivered 17 training and awareness sessions for staff working in Renfrewshire, which were attended by a total of 214 people (public/third sector). CHPB130126 Page 83 of 106
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16 OFFICIAL Action 16: We will provide a tailored range of health and wellbeing programmes for older people; people with a disability; and identified excluded groups with health improvement needs (Year 1 and 2) Renfrewshire Health and Social Care Partnership (RHSCP) deliver adult social care services and all community health services for adults and children in the Renfrewshire area. We are committed to listening to the voices of people with lived and living experience at every stage of the development and delivery of our services. Their ideas and insight can help us to tailor services to ensure they meet the range of needs and challenges that people face every day. We work collaboratively with individuals and families with lived and living experience, as well as frontline workers and partners, to tackle stigma through training and awareness raising (for example around mental health, alcohol and drug use), and encourage early engagement with services and support recovery. The RHSCP Strategic Plan covers the breadth of services integrated within Renfrewshire, as agreed by NHS Greater Glasgow and Clyde and Renfrewshire Council. They deliver adult social care services and all community health services for adults and children, with a core objective of shifting the balance of care from acute settings to supporting people in their communities and closer to home wherever possible. The HSCP works closely with partners to ensure that services are planned and delivered collaboratively and on a 'whole system' basis. This includes the Renfrewshire Alcohol and Drug Partnership, Integrated Children's Partnership and working closely with Housing Services helping to ensure that adults and young people can access support that is joined up and shaped around them rather than by organisational structure. Renfrewshire Anti Stigma Alliance (RASA) is made up of 12 partner organisations who are acting, individually and collectively, to tackle mental health stigma and discrimination and making a lasting difference in their local community. RASA aims to empower people with lived experience, influence and strengthen community action to end mental health stigma and discrimination in Renfrewshire and promote community health and wellbeing, connecting communities, groups and individuals to local resources. RASA links with the national and local context by coinciding with the Mental Health Strategy (2017 – 2027), The Scottish Mental Illness Stigma Study (2022), National Dementia Strategy (2023). Since the formation of RASA there has been groups established relating to the HSCP Mental Health Care Planning Group and a Suicide Prevention Group. The RHSCP has identified themes relating to equality and are underpinned by a focus on health and wellbeing along with Community Partners. The agreed priorities are: • Early years and vulnerable families • Loneliness and Social Isolation • Mental Health and Wellbeing • Health Inequalities • Housing as a Health Issue • Healthy and Active Living RHSCP continued to provide a variety of health and wellbeing programmes for older people, disabled people and groups at risk of exclusion. From 2024 to 2025, local teams in social care and community health services helped people remain active, connected and safe at home. More than 7,700 adults received support for care at home. Over 3,600 people used residential or community rehabilitation. nearly 20,000 adults benefitted from telecare, community alarms or technology-enabled care. RHSCP also expanded short-term reablement programmes, dementia support and services for unpaid carers. These efforts helped people maintain independence and improve the quality of their life. CHPB130126 Page 84 of 106
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17 OFFICIAL Winter Connections is a programme of events and activities across Renfrewshire that are open to everyone during the winter months. Lead by Fairer Renfrewshire, partners offer several open and free spaces to take part in activities to boost health and wellbeing, reduce isolation and have fun. Although open to all, the programme offers specific benefit to excluded groups. In 2024, 43 organisations offered activities, helping over 2500 people stay connected, warm and engaged during winter. This partnership strengthened support for older people, disabled residents and those facing financial difficulties. OneRen delivered 552 Vitality Classes attended 12,782 times, supporting people living with long-term health conditions. These classes are delivered by trained instructors with agreed ratios across four levels. OneRen also continued the activity previously funded by Macmillan Cancer Support, adding a weekly moderate-intensity circuit class and a Gentle Movement class, with 975 attendances. The Live Active Referral Scheme received 992 referrals for people needing support to become more active. Advisors, based in local leisure venues, provided behaviour-change consultations, supervised activities and follow-up support through calls and appointments. The Social Prescribing Coordinator supported 334 referrals, received through the online Health and Wellbeing form and NHSGGC Community Rehabilitation teams. Many referrals related to older adults, socially isolated residents and people with physical or mental health conditions. Recent data shows over 50% of referrals came from SIMD 1–2 communities. The Coordinator connects people to OneRen activities and wider community supports. The Weekly Health Walk Programme delivered 284 free walks, resulting in 1,845 attendances. To support people with lower functional ability, OneRen delivered a weekly Functional Walking class and several blocks of the 1st Steps Programme, combining activity, education and social connection. These entry-level supports recorded 520 attendances and operate with specific instructor-to- participant ratios. Active Schools delivers targeted initiatives addressing barriers and inequalities. Through the Upscaling Active Schools project, the team has engaged over 1,300 individuals and families, including care-experienced young people, low-income families, children with disabilities and LGBTQ+ young people, with measurable impact on participation and wellbeing. Active Schools also worked with community partners to support New Scots to feel included and connected. In partnership with organisations such as Pachedu, initiatives like the Family Fun Day engaged families from black and minority ethnic backgrounds and included nine sports, activities for neurodiverse children and health awareness sessions. Plans include expanding culturally tailored family sports clubs to support integration and community cohesion. Action 17: Explore options to develop a CLD Voice Forum / forum arrangements to inform future planning (Year 1) There is a commitment in the local authority to provide varying levels of participation and empowerment for children, young people and adults. Renfrewshire has several good examples of 2.3 Provide mechanisms for citizens to contribute to decision-making CHPB130126 Page 85 of 106
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18 OFFICIAL citizens being able to voice their opinions and to influence planning and development in key areas of work and life. The Fairer Renfrewshire Lived Experience Panel has been a much-valued channel for listening to the voice of residents with lived experience of poverty. The Panel has been funded as part of the Fairer Renfrewshire Programme to influence Council policy and practice. Facilitated by local 3rd sector organisation, STAR Project, the Panel has met with a number of Council services. This can be to provide general feedback, for example around communications, or around a very specific topic, such as school meals. The Panel has also met with elected members and has been involved in workshops with Officers from across the Council, HSCP, OneRen and our 3rd sector Interface, Engage Renfrewshire. The Panel completed a self-evaluation in April 2025 after 2 years of meetings, describing the experience of working with the Council as a positive one. As an example of how they have worked with the Council, our employability service, Invest in Renfrewshire has been supported by the panel with several processes to improve their service for example: a) ‘Mystery Shopper’ - A member of the panel, entered the service as a new participant. They went through the registration process taking notes on engagement from staff, layout of the building, questions asked. After this appointment the panel member then provided feedback on each area. Invest in Renfrewshire embraced the feedback and made a number of changes, for example to their delivery area to ensure privacy of conversations and to provide toys for when parents attend with children. b) Testing Service Reach - Including the panel when trying new marketing campaigns, gaining feedback on core messages to increase engagement with services. The Panel were invited by Invest to help design one of their programmes for parents. Renfrewshire Youth Voice programme delivered by Youth Services have engaged young people in youth consultation and linked to schools and community groups to host youth assemblies and events where young people can discuss and vote on the priorities that they would like to see action on. These youth assemblies bring young people and decision makers together to hear concerns and understand young people’s views, and how services can be shaped and influenced. The Action for Change Assembly brought over 170 young people and staff together from all over Renfrewshire and Scotland to hear Jackson Katz speak and discuss action to combat gender-based violence. Renfrewshire’s Youth Assembly brought together 120 youth representatives from schools and community youth voice groups to discuss and vote on key concerns including violence, safety and substance use. Initiatives including the Local Development Plan consultation, Place Plans, and “You Decide” have been able to show that members of the communities across Renfrewshire can voice their views on issues that concern them. Renfrewshire Child Protection and Adult Protection Committee and Children’s Services Plan see the voice of children and families being central to the development of a Youth Voice Strategy. Connected Communities is working with housing colleagues to support the YouDecide Tenants programme. This is a three-year Participatory Budgeting programme with a £600,000 fund to involve Renfrewshire Council tenants in making decisions to improve their local area during the three years 2025/2026, 2026/2027 and 2027/2028. Anyone in Renfrewshire can submit their ideas, but only Renfrewshire Council tenants will get to vote to make the decision on which ideas are funded. A YouTube guide explaining the process and events to encourage and support people to apply were launched in autumn 2025. Ideas that could be considered would include benches, additional lighting, fencing, planters and other environmental improvements. CHPB130126 Page 86 of 106
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19 OFFICIAL The Renfrewshire Young People’s Sports Panel provides a structured mechanism for young citizens to contribute to decision-making in sport and physical activity. Supported by OneRen’s Active Schools, the panel empowers young people to share their views, influence local priorities and shape opportunities that reflect their needs and aspirations. The Panel met 10 times during Year 1and began working towards becoming a constated group as well as forging links with Celebrating Renfrewshire, the Council’s annual youth participatory budgeting exercise to encourage a variety of sports and health focused applications. CLD Partnership Forum members have various mechanisms within their individual organisations for feedback and service user engagement. The focus going forward is bringing reps from all existing voice groups where possible to an event in Year 2 to help shape the CLD Voice, reflect on the CLD Plan to date, and also to check on current and emerging priority actions. It is envisaged that using a roadshow approach to outreach into communities will also assist with raising the profile of CLD in a positive way. The Council is exploring the use of Consul for future digital consultation and decision-making. This digital platform enables individuals and groups to vote on the use of resources and priorities. It is currently being used by Renfrewshire Council’s Housing department and will be used in Year 2 to run the Celebrating Renfrewshire participatory budgeting campaign for young people. Renfrewshire Council’s Digital Experience Team have redesigned the Council’s website which now features a ‘Consultation hub’. As the website receives high traffic from residents seeking information and also to request services, this provides a familiar and recognised place to offer them the chance to get involved in both council decisions but also in projects and initiatives being delivered jointly with partners. CHPB130126 Page 87 of 106
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20 OFFICIAL Action 20: Support delivery of BSL action plan, including opportunities for delivery of activities in Renfrewshire for targeted groups such as young people (Year 1& 2) The BSL Plan for Renfrewshire Council, as required by the BSL (Scotland) Act 2015, sets out actions that Renfrewshire Council will take over the period 2024-2029. It follows the BSL National Plan 2023- 2029, published 6 November 2023, which was developed through extensive engagement with D/deaf and Deafblind BSL users and those who work with them. The long-term goals of the national plan have been used to structure the Renfrewshire BSL action plan. Key actions within the Plan include: • Promoting the availability of accessible BSL interpreting services locally and improving BSL awareness across our services and partners. • Improve access to our information and services for BSL users, including producing information in BSL videos and highlighting BSL accessible ways to get in touch. • Promote BSL awareness for children, families, and staff by providing opportunities for raising BSL awareness, reflecting Renfrewshire’s approach to the design and delivery and evaluation of children’s services is robust and underpinned by the views and needs of our children and young people. • Working with partners who deliver employment services and with employer groups to help signpost them to specific advice on the needs of BSL users. • Take steps to improve access to information about sport, and to local sports facilities and sporting opportunities. • Build our understanding of BSL in Renfrewshire through improving evidence and data, as well as engaging with the local communities. During the first year of implementation, there continues to be further discussion to inform the detailed implementation, which includes the involvement of BSL users who have agreed to continue their Priority 3: Deliver target opportunities across the CLD Partnership to reduce barriers and tackle inequalities 3.1 Promoting equity by removing barriers to access Work in Priority 3 focused on reducing barriers for groups most affected by inequality. Partners provided targeted support for care-experienced young people, New Scots, disabled people, older adults and for families with low incomes. They also improved early-intervention approaches for young people at risk of harm. All of this positive work can be linked back to our Outcomes and Performance Framework as it contributes to improved mental wellbeing, broader access to ESOL, targeted holiday provision and reduced high-risk behaviours. Year 1 also laid important groundwork, including progress on the BSL Plan, early ESOL planning and youth work mapping, all of which continues into Year 2. Together, this work helps us to ensure that support is more inclusive, responsive and focused on the people and communities who need it the most. CHPB130126 Page 88 of 106
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21 OFFICIAL involvement with the plan. Progress will be measured and reported on annually, with feedback provided for local BSL users. A Renfrewshire Council officer steering group, consisting of officers with commitments to implement elements of the BSL Plan, will be established to take the work forward. As part of our Fairer Renfrewshire programme, we will set up a forum for local BSL users to support the Council to improve knowledge about current community needs and inform the Council’s policy and practice. Going forward progress will be shared with the CLD Partnership Forum during Year 2. Action 21: Ensuring greater representation of the Care Experienced Community in all activity concerned in delivering The Promise (Year 1) The Promise is a key test of our collaboration. It pushes us to make sure that every young person and family feels care, support and belonging. The CLD Partnership recognises that The Promise involves not just youth work but also how all partners engage with empathy and understanding. In the past year, awareness of The Promise has increased through training shared resources and partnership projects. Renfrewshire now has over 330 active Promise Keepers from services in education, health, social work, youth work, employability and the third sector. Around 100 partners attended the Promise Keeper Conference 2024, showing growing involvement from various sectors and a dedication to integrating The Promise into everyday practice. Many CLD practitioners and organisations are part of this network. They help incorporate trauma- informed and rights-based approaches in local learning and community activities. Projects like the Corra Foundation-funded “Fund Your Fun”, targeted family learning initiatives and ‘Promise Champs’ youth groups show how CLD work supports care-experienced children, young people and families in Renfrewshire. The past year has seen further progress in developing trauma-informed and relational approaches across services. Renfrewshire Council’s Children’s Services led sessions on Non-Violent Resistance (NVR). These sessions focused on building connections and de-escalating situations within families. NVR helps parents, carers and staff respond with compassion to distress and rebuild relationships where trust has been lost. Over the year, more than half of staff in Renfrewshire Children’s Houses have completed Level 2 NVR training. This approach is also being integrated into foster-carer, kinship- carer and adoptive-parent groups. It has also been integrated with Whole Family and Wellbeing teams. This work supports Renfrewshire’s broader Promise commitments and shows collaborative learning among social work, education and community partners. NVR work in Renfrewshire has strengthened the direct representation of those supporting the care experienced community and helps ensure their needs, relationships and experiences shape how The Promise is delivered. The Promise closely connects with the CLD Plan’s broader focus on fairness, wellbeing and participation. Into Year 2, the CLD Partnership will keep working with the Promise Strategic Oversight Group and partners to enhance community-based learning and development within Renfrewshire’s Promise network. Action 22: Carry out a mapping exercise of youth work activity across Renfrewshire to identify gaps in provision either geographically or for communities of interest (Year 1) CHPB130126 Page 89 of 106
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22 OFFICIAL A review of youth work activity across Renfrewshire will be carried out as a priority action in early 2026. Working alongside partners, this review will map the range of youth work activity happening across Renfrewshire with a view to understanding the breadth of investment in youth work across the area, assessing any gaps, and most importantly, identifying opportunities for collaboration across the CLD Partnership Forum more broadly. In particular, we are keen to understand the coverage of youth work activity geographically and within communities of interest and also developing a more detailed picture of provision from different partners. Action 23: Review school holiday provision to ensure it reaches target groups (Year 1) At the Council Leadership Board on 23rd April 2025, it was agreed that the £100,000 allocated to Summer of Fun in March’s budget be split, with 50% of the funding to be directed to deliver holiday camp provision, and the remaining 50% being allocated to support the delivery of a small grants programme which would allow third and community sector partners to deliver local, targeted provision to low-income families across Renfrewshire. Applications were reviewed by a partnership panel, including members from Engage Renfrewshire and Renfrewshire HSCP along with Council officers. In total 20 organisations received funding for activities, which included summer clubs for families/children, trips for low-income families who would otherwise be unable to afford them, art and music activities and sports and fitness activities. Summer holiday camps were held across 6 locations in Renfrewshire. These were targeted to parents who are in receipt of school clothing grant, with social work staff also able to refer children. There had been issues with non-attendance in past camps, so prior to the camps being advertised, the Community Learning and Development team worked with the Fairer Renfrewshire Panel on messaging to parents to encourage attendance and design around late attendance and rewards for those attending all camps they had booked. Overall, during the summer period, a successful ‘Summer of Fun’ in Renfrewshire was delivered comprising of a community-based programme, summer camps, a OneRen programme delivered through the library network and Skoobmobile and targeted programmes through Adult and Family Learning programme and the Promise Champs. It is estimated that 8,812 attendances were recorded across the programme in 2025 with evaluation showing the programme managed to reach low-income families, including those in the Child Poverty Priority Groups. The children and families who took part benefitted from welcoming, inclusive and safe environments for children to participate in a wide range of activities, foster friendships and create lasting memories with their families. Review of this year’s delivery, however, has highlighted the need to address identified gaps in reaching S3+ cohort during school holidays that requires consideration for next year’s programme. 3.2 Delivering targeted support to address disadvantage linked to poverty in our communities CHPB130126 Page 90 of 106
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23 OFFICIAL Action 25: Support community led needs assessment process in Gallowhill including any subsequent development activity (Year 1) Active Communities were commissioned by Renfrewshire Health and Social Care partnership to facilitate a community needs assessment in Gallowhill from July 2024-January 2025. Various outreach and engagement activities were used to speak to people who live and work in the area. Meetings were held with various community-based groups, businesses and services, as well as several open community events which provided opportunities to have conversations around the needs of local residents. A hot drinks/cake/fruit day and an evening community meal and a community breakfast were good examples of being able to break down barriers and capture a good snapshot of the community and listen to local people voicing what they felt about their neighbourhood, and their desires for the future. The Place Standard Tool was used as the main way of engagement and recording views, enabling local people to rate key themes. 1033 responses were submitted as part of the community consultation, and the feedback gained is helping to shape the follow-up actions that will address the gaps identified and build on the positives. The findings were shared at a community meeting and since then a number of developments have followed: • Active Communities have been successful in securing funding for a mobile community larder to address the lack of fresh and affordable fruit and vegetables, and support health and wellbeing. • Local people are now becoming active in the Team-Up to Clean Up initiative and taking part in weekly litter picks and looking at further conversations around improving the environment and surrounding areas. • OneRen has taken the Culture Bus and visited the local community centre and schools and engaged children and residents in the public consultation and outreach for the Paisley Museum re-imagined initiative. The aim of this engagement is to connect with communities who can access the Museum when it opens after its extensive refurbishment. Groups from Gallowhill have also visited the museum to see the renovation work take place, and able to have a view of “behind the scenes” and consider why it will be important for local communities to be able to access it in 2026. • A Community Development Officer, funded by Renfrewshire Council and based in Active Communities has been working in the area with residents and partners to build community capacity. OneRen’s Active Schools Gallowhill Family Club provides free, community-based opportunities for families to engage in sport and physical activity together. Located in the heart of the community, the club offers a welcoming environment where families can participate in a variety of activities, enjoy refreshments and build positive social connections. This initiative helps reduce barriers to participation and supports family wellbeing by creating inclusive spaces for active lifestyles. CHPB130126 Page 91 of 106
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24 OFFICIAL Action 26: Undertake a partnership review of ESOL activity as part of our wider New Scots plan (Year 1) Renfrewshire is experiencing an increasing need for English for Speakers of Other Languages (ESOL) support as communities evolve. CLD partners, council services, and local job providers all contribute to helping New Scots, refugees, and other multilingual residents. They work to boost confidence, improve language skills, and encourage full involvement in local life. This effort relies on joint planning, referral paths, and teamwork among Adult and Family Learning, West College Scotland, the Refugee Resettlement Team, Invest in Renfrewshire, and third sector organisations. A key priority within Year 1 has been the review and development of local ESOL provision. Council staff have been working alongside partners to assess the changing local need in relation to ESOL learning and to develop recommendations for expanded local provision which is responsive and flexible to the current (and varied) needs of our communities. An ESOL Partnership Forum will be developed to deliver on a local ESOL strategy and Action Plan and will include key partners and providers of ESOL services across Renfrewshire to meet the identified recommendations and deliver a unified programme reaching the most vulnerable and socially isolated Asylum Seekers, Refugees and New Scots. The progress of this priority area will therefore be reported further in Year 2. The New Scots/Migrant Employment Support Co-ordination Group is part of the Local Employability Partnership and has gathered information to help review and map the current ESOL delivery related to employability and identify key indicators where there will be an increasing need to deliver in the future. The LEP conference held a focussed discussion on ESOL provision and invited partners to discuss the services provided and experienced and gathered feedback on challenges and actions for the future. The Resettlement Team of Renfrewshire Council held a community-based event on Refugee Day and focus groups involving partners and organisations highlighted the following key recommendations: • Use of venues in communities encouraging more participation where learners live. • Partners invited to deliver sessions on topics and issues raised by learners and other community groups. • Introduction to groups and programmes available for them and their families out with ESOL classes • Use of DigiZones to allow learners to take part in digital literacies and online classes • Opportunities to link with key community members forging relationships within the community. • Sharing of cultures to promote positive collaboration and understanding • Partnership working with key organisations to deliver family fun days and events to continue understanding of the community as a whole. • Community co-develops new programmes throughout the year building on events and issues raised supported by key groups and organisations operating in the area. • Include partners linked to Digital Inclusion Strategies, tackling digital exclusion in communities. 3.3 Delivering targeted support to address disadvantage linked to poverty in our communities CHPB130126 Page 92 of 106
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25 OFFICIAL Action 27: Undertake outreach pilot exercise and develop proposals for additional supports and activities for young people (Year 1) Daily operations for the Youth Safety Team included responding to ASB complaints from Police Scotland and the public, patrolling hotspot areas, and engaging directly with young people. The team also attend the Partnership Early Intervention Screening Group (EISG) meetings, conducted home visits and providing 12-week support plans where required. They also worked closely with Police Scotland to discuss and prevent issues impacting on Paisley town centre and surrounding areas. In the Johnstone community, Police Scotland has been working in partnership through their community connections, to support the Johnstone Castle Learning Centre to offer activities for local young people. Police Scotland has funded fortnightly evening football sessions to engage with young people, building positive relationships and guide them towards existing youth work provisions. £100k of funding was allocated by Council in its budget in 2024, to support initiatives which support youth engagement and wellbeing in Renfrewshire, with a strong focus in getting young people involved in a positive way with things going on in their community. This led to the development of the “Good Vibes Only” youth engagement programme, which has built strong momentum following successful outreach from summer 2024 in Linwood, Gallowhill, Paisley Town Centre and surrounding areas. The pilot initially ran for seven weeks delivered by council’s Youth Team, along with Street Stuff and various partners reaching 20 young people. The programme took place at the Foxbar Youth Drop-In Centre, a venue chosen as it encouraged the young people to socialize and connect. Each week, the programme features contributions from partner organisations such as Police Scotland, British Transport Police, and the Fire & Rescue Service. Throughout the seven weeks, the young people are being consulted on the youth work activities they would like to see and participate in. The feedback gathered helped shape future youth work initiatives. The Community Learning and Development team lead the coordination and monitoring of the initiative to ensure it remains youth-led and responsive to local needs and delivered in partnership with Street Stuff, Police Scotland, Scottish Fire and Rescue Service and British Transport Police. The initiative focuses on early intervention and prevention around risk taking behaviour and creating positive opportunities for young people. Phase 1 Developments included: • Outreach work has continued 2 nights per week since the outset of the programme based on analytical information and intelligence from Police Scotland. Most young people advise that they are getting involved in risk taking behaviour and choose travelling to other areas in Renfrewshire because they feel that there is nothing affordable for them to do in their own neighbourhoods. • Safe Kids 2025 was delivered at St Mirren Football Stadium this year as part of the ‘Good Vibes Only’ programme with a range of community safety partners. Workshops covering issues such as antisocial behaviour, internet safety, alcohol and drugs awareness, environmental crime, rail safety and water safety. All Primary 6 pupils, approximately 1,800 across Renfrewshire 3.4 Exploring options for outreach work that engages with young people who may become involved in high-risk behaviours CHPB130126 Page 93 of 106
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26 OFFICIAL attended the workshops over a 3-week period and were given an information booklet reinforcing the learning that took place and can be shared with family members. Follow up activities in P7 and S1 will be provided on matters such as Water Safety in the lead up to the spring and summer holiday periods as well as Fire Safety in the lead up to Bonfire night. Additional funding has been secured from Future Paisley to support the Community Learning and Development Team to offer a range of targeted creative and cultural opportunities to young people across Renfrewshire through the Good Vibes Only programme. Links have been made with CLD partners to develop options to deliver this element of the programme and have identified and scoped an opportunity to work with a national organisation the Social Enterprise Academy and Create Paisley to give around 25 young people from across Renfrewshire, practical skills and creative outlets. Participants will also have the option to work towards a National Progress Award (NPA) in Enterprise and Employability (Level 4). CHPB130126 Page 94 of 106
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27 OFFICIAL Action 28: Progress Connected Communities model in Renfrewshire (Year 1) A transformational priority is 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. Phase 1 of the Connected Communities programme is the delivery of the new Connected Communities service model within Policy and Partnerships in Chief Executive’s Service. The service review is now mostly complete, with the new service structure agreed and final stages of recruitment now in progress. The new service structure is operational effective from beginning of August 2025, with focus now on implementation and development of the service offered. Phase 2 of the programme is underway with governance arrangements in place and workstreams scoped which will be focussing on Early Help, Place Based Approaches and Making Every Contact Count. These workstreams are now being progressed by workstream leads, with initial scoping and data gathering in progress to inform the development of proposals. The development of this model will continue in Year 2 and 3 of the CLD Partnership Plan as it will aim to contribute to strengthen collaborative working across the authority. Priority 4 – Strengthening our partnership and developing the workforce 4.1 Strengthening the way we work by progressing Connected Communities model in Renfrewshire Work across Priority 4 has improved collaboration and increased consistency in how partners plan and assess CLD activity. It has also started to create shared strategies for workforce development. Partners made good strides in establishing the Connected Communities model, reviewing evaluation methods and also working towards how a shared evidence-base can be developed in Year 2 through tools such as the CLD Partnership Survey and the emerging FORT system. The activity delivered in Year 1 aligns to the Outcomes and Performance Framework by providing a clearer and more coordinated way to measure the reach and impact of CLD in Renfrewshire. Training, shared learning and early workforce planning discussions have built a solid foundation for a strong and well-supported CLD workforce. Efforts on shared branding and identity, communication and the proposed CLD Roadshow will also help partners show the collective value of CLD more visibly. Overall, Year 1 activities have established important groundwork for better partnership working, a more uniform approach to evaluation and a more connected CLD workforce. CHPB130126 Page 95 of 106
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28 OFFICIAL Action 29: Undertake an annual partnership survey of stakeholders and service users (Year 1) CLD Partners have started looking into how to design and conduct an annual partnership survey that collects valuable feedback from stakeholders and service users. The CLD Partnership Forum is reviewing the surveys, consultations, self-evaluation and reporting processes already conducted by individual member organisations. This will help identify opportunities for collaboration and reduce overlap. This initial work will help create a unified approach that collects consistent and useful insights while respecting the capacity of partners and participants. RHSCP’s approach to engagement in their Strategic Plan has offered useful insight for CLD partners. Their model has included locality workshops, targeted engagement with protected groups and structured consultation via strategic planning groups. These approaches are being reviewed as part of Year 2 work to design our shared CLD Partnership Survey. We have also been working with neighbouring local authorities to learn from their experiences. We are discovering what had gone well, what challenges they have encountered and how their methods could guide our own. Action 30: Review how partners evaluate performance and use this data and explore shared evaluation tools (Year 1). The CLD Partnership has started to review how we each collect and use evaluation and performance data. In the short term, the focus is on finding the right tools to gather data from partners. The long- term goal is to create a shared system that will support consistent reporting on CLD learning outcomes. Work to develop and implement a new recording system called FORT within Renfrewshire Council has started during Year 1. As it is developed and tested during 2025-26, this system could eventually allow partners to record data on shared outcomes. The system is being used successfully in other authorities to the same effect. A short-term working group will work collaboratively to explore the system being used, what partners need from it and avoid any overlap with current systems. Education Scotland delivered a series of training sessions on Self-Evaluation for Continuous Improvement (SECI) to help partners gain confidence in evaluation. So far, three courses have been completed. These courses cover outcome-focuses planning, data interpretation and analysis, and the use of self-evaluation toolkits including How Good is our CLD? (HGIOCLD). These workshops have helped create a common understanding of how to evaluate CLD activities locally. Opportunities to offer the remaining courses in the SECI series and to repeat earlier sessions for new participants are being planned. At the CLD Partnership Forum meetings, partners have begun to share information about their current evaluation methods. They have been discussing how and where they report outcomes, what tools they use and the challenges they encounter. This mapping exercise will guide our next steps as we enter Year 2, helping us develop shared evaluation principles and tools across the partnership. It also supports our commitment to national priorities and local plans on evidence-informed CLD and contributes to building a culture of shared evaluation across the partnership. 4.2 Develop shared framework for understanding the impact of CLD activities across the partnership CHPB130126 Page 96 of 106
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29 OFFICIAL In Year 2, partners will keep working on shared evaluation principles, improve data-collection tools and test the practicality of a shared recording approach. Action 31: Explore opportunities to share information on the reach and value of CLD approaches locally (Year 1) During Year 1, the CLD Partnership Forum started looking into how to best promote CLD across Renfrewshire. They aimed to highlight the combined reach and value of partnership activities. Partners agreed that a clearer and more visible approach is needed. This will help communities, elected members and other services understand what CLD is, its impact and how it fits into broader local priorities. Early talks have focused on creating a CLD Roadshow. The goal of the Roadshow is to showcase the wide range of CLD activities provided by partners (activities people may not traditionally associate with it given the variety of work happening withing the partnership). It will visit communities throughout Renfrewshire, sharing examples of how CLD principles show up in local activities and demonstrate how CLD work contributes to learning, wellbeing and community participation. Before this, partners have recognised the need for a shared CLD identity that all organisations can use when promoting their work. This branding would not replace or overshadow existing identities. Instead, it would offer a common visual link, allowing partners to clearly identify and promote activities that support CLD outcomes. The CLD Partnership Forum is also looking into additional methods such as gathering short case studies, shared “CLD in numbers” visuals and digital and social media features to tell the story of CLD across Renfrewshire. In Year 2, partners plan to finalise the shared branding, design the format of the roadshow and agree on more ways to showcase CLD work and its local impact. Action 32: Undertake an annual needs assessment exercise to inform any changes to the Partnership Plan including targeting of needs/ communities (Year 1) Plans are underway to develop a CLD needs assessment exercise in early 2026. This work will be progressed within the CLD Partnership forum and will begin with the self-evaluation of year 1 of the plan, informed by learning from the SECI training referenced above. More broadly, the needs assessment will be informed by partners across Renfrewshire, the partnership survey, and the baseline data for the CLD Partnership Plan’s outcomes framework – as well as from various voice and influence forums. Despite not having delivered a broader needs assessment in year 1 of the plan, there have been needs assessments carried out alongside the CLD partnership for specific groups and communities, which will continue to inform the CLD Partnership Plan and approach, such as the New Scots Needs Assessment and work to review ESOL provision locally. Identified needs within the CLD Partnership Plan have also increasingly featured and have improved visibility in wider strategic plans within the local authority such as the Council’s corporate Equality Outcomes and also Fairer Renfrewshire Action Plan. CHPB130126 Page 97 of 106
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30 OFFICIAL Action 33: Develop local CLD Partnership workforce planning priorities (Year 1) Partners have started to use the regular CLD Partnership Forum meetings as a space to discuss workforce development challenges and identify practical solutions, with an emphasis on how we can support each other. The Forum is exploring the development of a shared training calendar, improved communication methods to ensure everyone is included and informed, and smaller short-life working groups to focus on specific areas such as mentoring, shared learning, branding and marketing, and volunteer development. The CLD Partnership Executive Group is in place to provide oversight and strategic direction for this work, helping to align workforce priorities with the wider CLD Plan and ensure that resources and opportunities are shared effectively across partners. These discussions within both groups are helping to shape emerging CLD workforce planning priorities and ensure that training and development activity reflects the needs of staff and volunteers across the partnership. Examples where training has been delivered in response to identified need and borne out of partnership working: • A great example of shared workforce development has been the breadth of partners engaged in professional learning on Non-Violent Resistance (NVR), led by Renfrewshire Council’s Children’s Services. The training covers relationship-centred and de-escalation techniques useful in youth work, adult learning and family support. Those who took part in the training reported feeling more confident in using compassionate trauma-informed practices when supporting families and young people. • Williamsburgh Housing Association which has a wide programme of training including community-based approaches to trauma informed practice, health and wellbeing topics such as mindfulness, digital skills, and leadership development. • GGHB Health Improvement Team organising – Vaping and Cigarettes Awareness training delivered by LANDED to council and third sector youth workers in response to increase concerns around vaping in children and young people. • Children’s Services Health and Wellbeing Development Officer delivering ASSIST, Safe Talk, and CEOPs to mixed staff of teachers and CDL workers. • Children Services delivering Interagency training on Contextualised Safeguarding, Promise Keeper training. The CLD Partnership Forum has started a process to understand staff training needs, in response to emerging themes and issues. This will become a focus at future Forum meetings into Year 2 to map existing training opportunities, who can deliver skills training, and identify where joint provision or shared learning sessions could be offered across the partnership as part of a shared workforce training calendar. Action 34: Partners to identify opportunities for local people to gain work experience and career progression opportunities across respective organisations. (Year 1) The CLD Partnership recognises the value of volunteering and work experience along with traineeships, modern apprenticeships can support people to pursue career pathways across the CLD sector. A good example of supporting progression is Youth Services supporting Trainees into youth work practice, to 4.3 Develop opportunities for CLD Workforce and volunteers to develop their skills and confidence CHPB130126 Page 98 of 106
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31 OFFICIAL then progress to employment in the sector, with one trainee progressing to a Modern Apprentice in Youth Work There is strong evidence of where a training course like Activate delivered in the community by Glasgow University, supported progression onto their Community Development degree course. The Professional Development Award (PDA) in Youth Work has been delivered in Renfrewshire by Youth Scotland and provided the stepping stone for workers drawn from council and third sector agencies, to continue into further education courses, for example the BA in Community Education at the UWS. Practitioners from CLD have also continued their CPD, by enrolling on post-grad degrees offered through Dundee University and UWS including distance learning courses. Students from these courses have also been offered different levels of student placements in different settings in Renfrewshire to support practice and skill development. As part of the above action, work experience and career progression opportunities will be included in the survey and training needs exercise in Year 2. CHPB130126 Page 99 of 106
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32 OFFICIAL Learning and Next Steps After our first full year, Renfrewshire’s CLD Partnership is in a strong position. We’ve built better governance, clearer communication and a growing shared understanding. Partners are more connected, and we can see the benefits of collaboration in the range of opportunities available across the area. Year 1 has involved a lot of hard work within the partnership. This effort has created solid foundations for continued collaboration and improved outcomes for communities. Many of the structures, relationships and projects established this year now provide a strong base for future progress. We’ve learned that working in partnership takes time, but the results are clear: greater consistency, stronger networks and a clearer picture of what learning and development activity is happening locally. We’ve also learned that flexibility is key. Communities and needs change quickly and CLD must continue to respond. Looking ahead to Year 2 of delivering our CLD Plan, our focus will include: • Strengthening how we listen to and act on learner and community voices. • Continuing to improve how we measure and share impact through data, stories and reflection. • Developing shared learning and workforce opportunities across the partnership. • Building awareness of CLD activities so that more people know what’s available and can participate. • Updating our action plan where new needs or gaps have emerged. The progress made in Year 1 shows what can be achieved through shared effort and commitment. As we move into Year 2, partners remain motivated and focused on ensuring that learning and community involvement continue to grow. CHPB130126 Page 100 of 106
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1 OFFICIAL Renfrewshire CLD Partnership Plan – Action Plan – Update for Year 2 1 Provide a programme of high-quality lifelong learning, accessible to all 1.1 Help citizens to develop skills for work and life, enhancing employability and opportunities for anyone at any stage of the lifelong learner journey Ref Action Year Due Status Progress 1.1.1 Review support and opportunities for volunteering across Renfrewshire as part of our wider employability pipeline Year 1 Progress has been made against this action, but the action should be carried forward to Year 2 of the plan as this remains a priority 1.1.2 Explore opportunities for closer joint working with Local Employability Partnership, particularly around supporting parental employability and supporting NOLB approaches Year 2 This is a future action within the Action Plan, due in Year 2 1.1.3 Development of a collaborative family learning offer with CLD partners Year 3 This is a future action within the Action Plan, due in Year 3 1.2 Engage and provide opportunities for young people to achieve the best possible learning outcomes 1.2.1 Partners to work together to increase the number of opportunities available for young people to access appropriate curricular pathways Year 1 Progress has been made against this action, but the action should be carried forward to Year 2 of the plan as this remains a priority 1.2.2 Develop a strengthened framework of support with SDS and Invest Renfrewshire to ensure pupils are supported to enter and sustain positive destinations Year 1 Progress has been made against this action, but the action should be carried forward to Year 2 of the plan as this remains a priority 1.3 Promote digital inclusion, providing opportunities to use digital in every aspect of day-to-day life safely 1.3.1 Consider opportunities for all partners to promote digital inclusion and the work of the wider DigiRen Partnership Year 1 Progress has been made against this action, but the action should be carried forward to Year 2 of the plan as this remains a priority 1.3.2 Support the roll out of Digizones, particularly across community venues Year 1 Progress has been made against this action, but the action should be carried forward to Year 2 of the plan as this remains a priority 1.4 Provide safe, welcoming spaces for the delivery of CLD activity, making them accessible, stigma- free and trauma- informed CHPB130126 Page 101 of 106
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2 OFFICIAL 1.4.1 Partners to commit to delivery of trauma informed awareness raising and training across respective organisations Year 1 Progress has been made against this action, but the action should be carried forward to Year 2 of the plan as this remains a priority 1.4.2 Explore provision of safe spaces to access support through further engagement with learners and the wider community Year 2 This is a future action within the Action Plan, due in Year 2 2 Build strong, connected communities where people can participate and influence in their local area 2.1 Support people to engage and participate in things taking part in their communities 2.1.1 Develop community capacity and resilience by supporting community groups to form, grow and connect Year 1 Progress has been made against this action, but the action should be carried forward to Year 2 of the plan as this remains a priority 2.1.2 Support the development of local place plans as these emerge across local communities Year 2 & 3 This is a future action within the Action Plan, due in Years 2 and 3, although progress has been made against this action in Year 1. 2.2 Promote opportunities for personal and social development through the rich network of opportunities across Renfrewshire 2.2.1 Work with partners to review existing information and advice sources for people in Renfrewshire, to ensure that information on local and national support is available to people when they need it and, in the format they need Year 1& 2 This action is in progress. 2.2.2 Through our CAHSC (Culture, Arts, Health and Social Care) group, One Ren will lead work with colleagues and partners involved in the Future Paisley programme, to develop a range of arts and culture-based activities in a variety of settings to improve health and wellbeing Year 1 This action is now complete 2.2.3 We will provide a tailored range of health and wellbeing programmes for older people; people with a disability; and Year 1& 2 This action is in progress and will be further developed in Year 2, particularly as part of the implementation of the Health and Wellbeing Survey Action Plan CHPB130126 Page 102 of 106
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3 OFFICIAL identified excluded groups with health improvement needs 2.3 Provide mechanisms for citizens to contribute to decision-making 2.3.1 Explore options to develop a CLD Voice Forum / forum arrangements to inform future planning Year 1 This action is underway but has been delayed and will be progressed within Year 2 of the plan 2.3.2 Explore options for further roll-out of participatory budgeting and decision- making opportunities in Renfrewshire Year 2 This is a future action within the Action Plan, due in Year 2, although progress has been made against this action in Year 1. 2.3.3 Progress the Local Plans, Local Voices, Local Priorities campaign through Local Partnerships Year 3 This is a future action within the Action Plan, due in Year 3, although progress has been made against this action in Year 1. 3 Deliver targeted opportunities across the CLD Partnership to reduce barriers and tackle inequalities 3.1 Promoting equity by removing barriers to access 3.1.1 Support delivery of BSL action plan, including opportunities for delivery of activities in Renfrewshire for targeted groups such as young people (Year 1& 2) Year 1 and 2 This action is in progress. 3.1.2 Ensuring greater representation of the Care Experienced Community in all activity concerned in delivering The Promise Year 1 Progress has been made against this action, but the action should be carried forward to Year 2 of the plan as this remains a priority 3.1.3 Carry out a mapping exercise of youth work activity across Renfrewshire to identify gaps in provision either geographically or for communities of interest Year 1 This action is underway but has been delayed and will be progressed within Year 2 of the plan 3.2 Delivering targeted support to address disadvantage linked to poverty in our communities 3.2.1 Review school holiday provision to ensure it reaches target groups Year 1 This action is underway but further work will be carried out in Year 2 to identify sustainable ongoing delivery models for holiday provision. CHPB130126 Page 103 of 106
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4 OFFICIAL 3.2.2 Support development of Whole Family Wellbeing / Locality development approach to provide appropriate family supports and focussing on early intervention, providing opportunities for children, young people, parents and carers to shape the services that impact them Year 2 & 3 This action is in progress. 3.2.3 Support community led needs assessment process in Gallowhill including any subsequent development activity Year 1 The Community Needs Assessment is now complete, and a further programme for implementation is in delivery. This action requires to be updated to reflect this, and will be changed to: ‘Deliver place-based response to the findings of the Community Needs Assessment in Gallowhill’. 3.3 Ensure there is a co-ordinated approach to welcoming and supporting new Scots in Renfrewshire by undertaking a partnership review of ESOL activity 3.3.1 Undertake a partnership review of ESOL activity as part of our wider New Scots plan Year 1 This action is now complete. A new action has been identified to progress the findings of the review. 3.3.2 Deliver partnership approach to ESOL provision across Renfrewshire, providing an expanded and more flexible model for delivery locally. Year 2 *NEW* This is a new action to be included within the Action Plan. 3.4 Exploring options for outreach work that engages with young people who may become involved in high-risk behaviours 3.4.1 Undertake outreach pilot exercise and develop proposals for additional supports and activities for young people Year 1 This action is underway but further work will be carried out in Year 2 to deliver on the findings of the outreach activity, and to deliver locality based interventions in specific areas. 4 Strengthening our partnership and developing the workforce 4.1 Strengthening the way we work by progressing Connected Communities model in Renfrewshire 4.1. 1 Progress Connected Communities model in Renfrewshire Year 1 Progress has been made against this action, but the action should be carried forward to Year 2 of the plan as this remains a priority CHPB130126 Page 104 of 106
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5 OFFICIAL 4.2 Develop shared framework for understanding the impact of CLD activities across the partnership 4.2.1 Undertake an annual partnership survey of stakeholders and service users Year 1, 2 and 3 Progress has been made against this action, with the partnership survey under development with partners and due to be delivered in Year 2 of the plan 4.2.2 Review how partners evaluate performance and use this data, and explore shared evaluation tools Year 1, 2 and 3 Significant work has been carried out in Year 1 to develop and refine an outcomes and measurement framework alongside partners, although this is not yet ready for reporting purposes. A new specific action has been recommended relating specifically to the framework. 4.2.3 Explore opportunities to share information on the reach and value of CLD approaches locally Year 1, 2 and 3 This action is in progress. 4.2.4 Undertake an annual needs assessment exercise to inform any changes to the Partnership Plan including targeting of needs/ communities Year 1, 2 and 3 This action is in progress. 4.2.3 Implement the outcomes measurement framework, and establish regular reporting against indicators Year 2 and 3 *NEW* This is a new action to be included in the Action Plan, reflecting a key priority of the CLD Partnership to regularly collect, use and report performance and impact data for the CLD Partnership Plan. 4.3 Develop opportunities for CLD Workforce and volunteers to develop their skills and confidence 4.3.1 Develop local CLD Partnership workforce planning priorities Year 1 Progress has been made against this action, but the action should be carried forward to Year 2 of the plan as this remains a priority 4.3.2 Partners to identify opportunities for local people to gain work experience and career progression opportunities across respective organisations. Year 1 Progress has been made against this action, but the action should be carried forward to Year 2 of the plan as this remains a priority CHPB130126 Page 105 of 106
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