Agenda Document Pack - Economy and Regeneration Policy Board - 26/05/2026
Renfrewshire Council · 26 May 2026
Back to Economy and Regeneration Policy Board — 26 May 2026 and its agenda
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20/05/2026 Notice of Meeting and Agenda Economy and Regeneration Policy Board Date Time Venue Tuesday, 26 May 2026 10:00 Council Chambers (Renfrewshire), Council Headquarters, Renfrewshire House, Cotton Street, Paisley, PA1 1AN Membership Councillor Andy Steel (Convener): Councillor John McNaughtan (Depute Convener): Councillor Alison Ann-Dowling: Councillor Stephen Burns: Councillor Graeme Clark: Councillor Andy Doig: Councillor Neill Graham: Councillor Robert Innes: Councillor Bruce MacFarlane: Councillor Janis McDonald: Councillor Marie McGurk: Councillor Iain McMillan: Councillor Sam Mullin: Councillor Iain Nicolson: Councillor Jim Paterson: Members of the Press and Public Members of the press and public wishing to attend the meeting should report to the customer service centre where they will be met and directed to the meeting. Further Information This is a meeting which is open to members of the public. A copy of the agenda and reports for this meeting will be available for inspection prior to the meeting at the Customer Service Centre, Renfrewshire House, Cotton Street, Paisley and online at http://renfrewshire.cmis.uk.com/renfrewshire/CouncilandBoards.aspx For further information, please email democratic-services@renfrewshire.gov.uk MARK CONAGHAN Head of Corporate Governance Page 1 of 72
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20/05/2026 Hybrid Meeting Please note that this meeting is scheduled to be held in the Council Chambers. However, it is a hybrid meeting and arrangements have been made for members to join the meeting remotely should they wish. Page 2 of 72
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20/05/2026 Items of business Apologies Apologies from members. Declarations of Interest and Transparency Statements Members are asked to declare an interest or make a transparency statement in any item(s) on the agenda and to provide a brief explanation of the nature of the interest or the transparency statement. 1 Cornerstones Project Lochwinnoch Report by Chief Executive. 5 - 12 2 Johnstone Town Centre Vision – Update Report by Chief Executive. 13 - 20 3 Renfrewshire Council Community Benefits (Community Wealth Building) Report by Chief Executive. 21 - 30 4 Renfrewshire Council Community Benefits Portal Proposal (Community Wealth Building) Report by Chief Executive. 31 - 38 5 Modern Apprenticeship Programme Update Report by Chief Executive. 39 - 44 6 Greater Renfrewshire and Inverclyde (GRI) Community Led Local Development (CLLD) Update Report by Chief Executive. 45 - 52 7 Scottish Government Employability Grant Award and Investment Plan 2026/27 Report by Chief Executive. 53 - 60 8 Renfrewshire Economy Conference 2026 Report by Chief Executive. 61 - 64 9 Business Grants Delivery Update 2025/26 Report by Chief Executive. 65 - 72 Page 3 of 72
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20/05/2026 EXCLUSION OF PRESS AND PUBLIC The Board may by resolution exclude the press and public from the meeting during consideration of the following items of business as it is likely, in view of the nature of the business to be transacted, that if members of the press and public are present, there could be disclosure to them of exempt information as defined in paragraphs 8 and 9 of Part I of Schedule 7A of the Local Government (Scotland) Act, 1973. Exempt Item Exempt documents are no longer available in print format. You will require to log in to Economy and Regeneration Exempt Items to access documents. Please note that access to exempt documents is now restricted. 10 Paisley Centre Redevelopment – Economic viability assessment and next steps Exempt report by Chief Executive. Page 4 of 72
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PUBLIC ___________________________________________________________________ To: Economy and Regeneration Policy Board On: 26 May 2026 ___________________________________________________________________ Report by: Chief Executive ___________________________________________________________________ Heading: Cornerstones Project Lochwinnoch ___________________________________________________________________ 1. Summary 1.1 The purpose of this report is to inform members about funding which has been secured to develop “Cornerstones: Revitalising Lochwinnoch’s Historic Axes” an area-based proposal which seeks to help regenerate the centre of Lochwinnoch by investing in its built heritage and promoting the history of the village. ___________________________________________________________________ 2. Recommendations 2.1 It is recommended that the Board: (i) Accepts the grant funding of £45,000 from Historic Environment Scotland’s Heritage and Place Programme and £45,000 from the National Lottery Heritage Fund’s Heritage Grants scheme respectively. (ii) Authorises the Head of Economy and Development to appoint a temporary Heritage Project Officer to deliver the Development Phase and compile the Delivery Phase applications (iii) Authorises the Head of Economy and Development to develop detailed applications to National Lottery Heritage Fund’s Heritage Grants fund and Historic Environment Scotland’s Heritage and Place Programme for funding to deliver Cornerstones in full. _________________________________________________________ Item 1 Page 5 of 72
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PUBLIC 3. Background 3.1 Historic Environment Scotland (HES) and the National Lottery Heritage Fund (NLHF) work in collaboration to provide funding support for area-based heritage projects via HES’s Heritage and Place Programme and NLHF’s Heritage Grants £250,000 to £10million fund. 3.2 HES and NLHF approved Expressions of Interest for Cornerstones in February 2025 and invited Renfrewshire Council to apply for Development Phase funding (which is the preparatory stage of the programme and its purpose is to develop a robust, deliverable heritage-led regeneration scheme before moving to full capital investment). 3.3 Officers subsequently undertook a community consultation, met with key stakeholders, and commissioned a draft Lochwinnoch Conservation Area Character Appraisal from architects Hamilton Hay Van Jonker. This informed Development Phase applications to HES and NLHF for Cornerstones. 3.4 In November 2025, HES advised officers that £45,000 had been provisionally awarded from their Heritage and Place Programme for the yearlong Development Phase of Cornerstones, conditional on Renfrewshire Council securing equivalent funding from NLHF. 3.5 In March 2026, NLHF confirmed an award of £45,000 for the Development Phase of Cornerstones from their Heritage Grants £250,000 to £10million fund; HES subsequently formalised their offer of grant. ___________________________________________________________________ 4. Proposal 4.1 The centre of Lochwinnoch was developed in the 18th Century as a planned expansion of the older village, organised around three primary axes. Cornerstones seeks to revitalise Lochwinnoch’s streetscape and economy by focusing investment within the Conservation Area where these axes meet (please see Appendix A). Repair grants would help preserve Lochwinnoch’s historic built environment; a parallel programme of community engagement activities would emphasise the value of the village’s heritage, raise awareness of its unique history, and develop local expertise around traditional building skills. 4.2 The core scheme area encompasses: the central section of the Main Street/High Street axis and its junction with the Calder Street/Church Street axis; the southeast section of the Calder Street/Church Street axis as far as the south corner of Harvey Square; and the southwest section of the Harvey Terrace/Gates Road axis which terminates with the Parish Church of Lochwinnoch on Church Street. Due to their prominence, two listed buildings, which each terminate one of the village’s primary axes, are also included in the scheme area: Auld Simon, and Calder United Free Church. In total, the area includes 1 x A Listed, 10 x B Listed, and 8 x C Listed buildings plus 18 shopfronts. 4.3 The draft repair and resilience capital plan proposes: Page 6 of 72
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PUBLIC • 1 x large scale building repair project • 7 x medium scale building repair projects • 4 x small scale building repair projects • 9 x shopfront improvements • 1 x improvement of public realm at Harvey Square 4.4 The Development Phase will enable further surveys and consultation with owners and tenants to take place and a more thorough assessment of priority projects within the scheme area to be made. 4.5 Cornerstones aims to empower people in Lochwinnoch to shape the place where they live and work. Establishing working partnerships locally, regionally and nationally will be key to the development of the proposal. With funding secured for the yearlong Development Phase, an Area Partnership (steering group) will be established with stakeholders to finalise an Area Action Plan. The Area Action Plan is the key document detailing how Cornerstones would be delivered over a five-year period and will underpin the Delivery Phase applications. ___________________________________________________________________ 5. Timetable 5.1 The Development Phase of Cornerstones is scheduled to start mid-August 2026 and conclude 12 months later with the submission of Delivery Phase applications to both funders. 5.2 If the Delivery Phase applications are successful, subject to board approval, it is anticipated that the full Cornerstones project will run for five years from July 2028. ___________________________________________________________________ 6. Budget 6.1. The total cost of the Development Phase is £115,000. This comprises £25,000 from Renfrewshire Council and £45,000 match funding from both HES and NLHF. The biggest single expenditure will be on staff costs for a dedicated, full-time Cornerstones officer; the remaining expenditure includes delivery of a small number of community engagement activities, a materials audit, and a traditional building skills audit. 6.2. The total cost of the Delivery Phase is estimated to be £2.4million. This comprises £850,000 of funding from NLHF, £750,000 from HES, £600,000 from Renfrewshire Council (subject to Board approval at a later date) and c. £200,000 from property owners. The majority of expenditure – c. £1.8million – will be on repair and resilience capital projects but there will also be meaningful expenditure on training and community engagement activities. As with the Development Phase, the Delivery Phase would be delivered by a dedicated, full-time Cornerstones officer. Page 7 of 72
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PUBLIC 6.3. Applications to both HES and NLHF are highly competitive and Development Phase funding does not guarantee Delivery Phase funding will be secured. ___________________________________________________________________ 7. Next steps 7.1 The Regeneration and Place Team will appoint a temporary Heritage Project Officer to deliver the Development Phase and prepare the Delivery Phase applications 7.2 Officers will liaise with stakeholders in preparation for the appointment of the Heritage Project Officer and the launch of the Cornerstones Development Phase. They will also hold inception meetings with HES and NLHF. 7.3 Updates on the Development Phase will be Progress on delivery of the Development Phase will be reported to the Board on a rolling basis. ___________________________________________________________________ Implications of the Report 1. Financial – for the Development Phase, £25,000 will be allocated from the Council’s Regeneration and Place Team’s 2026/27 revenue budgets. External funding of £45,000 has been secured from HES and £45,000 has been secured from NLHF. Further funding of £600,000 from Renfrewshire Council for the Delivery Phase still needs to be identified and approved. This would be subject to a further Council decision at a later date. 2. HR & Organisational Development – support is required to recruit and appoint a temporary member of staff. 3. Community/Council Planning – • Our Renfrewshire is thriving – The project has the potential to support developments which will protect and enhance the built heritage of Lochwinnoch, contributing to the creation of a thriving village centre which support individuals, communities, and businesses. • Reshaping our place, our economy and our future – The project has the potential to help support the restoration of historic buildings in the centre of a Renfrewshire village, improving the built environment, helping to create job opportunities and contribute to economic growth. Page 8 of 72
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PUBLIC • Creating a sustainable Renfrewshire for all to enjoy - Repairing historic buildings mitigates climate change impacts and aligns with Renfrewshire Council’s Net Zero 2030 goals. • Working together to improve outcomes - The project aims to work in partnership with local, regional and national groups and organisations to achieve positive outcomes. 4. Legal – support will be required to draft an Area Partnership Agreement and with property searches. 5. Property/Assets – improvement of the public realm around the war memorial at Harvey Square, repairs to Lochwinnoch Library and repairs to Auld Simon are potential priority projects for Cornerstones. 6. Information Technology – the temporary Heritage Project Officer will require standard ICT hardware. 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 – risk assessments will be required to be undertaken for survey work and community events. 9. Procurement – CPU support will be required for any appointments over £25,000 10. Risk - None. 11. Privacy Impact – Not applicable 12. Climate Risk – With cognisance of Historic Environment Scotland’s ‘A Guide to Climate Change Impacts: On Scotland’s Historic Environment, Our Place in Time, 2019’, the potential repair and maintenance of older buildings in Lochwinnoch will contribute to the restoration and repair of Renfrewshire’s historic fabric. 13. Children’s Rights – Not applicable 14. Cosla Policy Position – Not applicable _______________________________________________________ Page 9 of 72
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PUBLIC List of Background Papers (a) Cornerstones Project Lochwinnoch. Economy and Regeneration Board, 20 May 2025. ___________________________________________________________________ Author: Euan Shearer; Regeneration and Place Manager Email: euan.shearer@renfrewshire.gov.uk Page 10 of 72
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LEGEND CORNERSTONES AREA CONSERVATION AREA HISTORICAL AXIS LANDMARK GATEWAY A LISTED BUILDING B LISTED BUILDING C LISTED BUILDING N 0 100m Page 11 of 72
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PUBLIC ___________________________________________________________________ To: Economy and Regeneration Board On: 26 May 2026 ___________________________________________________________________ Report by: Chief Executive ___________________________________________________________________ Heading: Johnstone Town Centre Vision – Update ___________________________________________________________________ 1. Summary 1.1 The purpose of this report is to inform the Economy and Regeneration Board of progress in delivery of the Johnstone Town Centre Vision framework. ___________________________________________________________________ 2. Recommendations 2.1 It is recommended that the Board:- (i) Notes strong progress in actions supporting delivery of the Johnstone Town Centre Vision, as set out in section 4 of the report; (ii) Approves acceptance by Renfrewshire Council of grant funding totalling £850,000 from the Scottish Government Regeneration Capital Grant Fund, enabling delivery of enhancements at the Houston Court precinct; (iii) Notes that the Head of Economy and Development will continue to undertake appropriate consultation and publicity with the local community to support delivery of the Vision; (iv) Notes that further progress on delivery of the plan will be reported to the Board as appropriate. Item 2 Page 13 of 72
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PUBLIC _________________________________________________________ 3. Background 3.1 The Johnstone Town Centre Vision sets out an ambitious, long term framework for the future transformation and growth of Johnstone town centre. Developed with the local community, the plan sets out a range of actions to introduce new uses, encourage town centre living, enhance public spaces, support community activities and improve pedestrian and traffic movement. 3.2 The Vision was approved by the Economy and Regeneration Board in May 2024, with three projects identified as ‘early win’ actions to support meaningful impact and act as a catalyst for wider delivery. These focus on enhancements to the town’s civic squares, Johnstone Town Hall as well as celebrating local heritage. ___________________________________________________________________ 4 Vision Progress 4.1 The Board of 18 March 2025 noted initial steps in taking forward these actions, with strong progress now made to support delivery. (i) Civic Squares 4.2 This project has a focus on Houston Square, Houston Court precinct and Ludovic Square, as the social and cultural heart of the town. Improvements seek to enhance the role and function of the squares, provide spaces which encourage people to visit, gather and spend time, as well as supporting an enhanced sense of place for the town centre. 4.3 Initial designs were progressed as a basis for consultation with local members, key stakeholders and the local community, with this taking place in late spring 2025. Outcomes from the consultation, which included a staffed exhibition supported by online material, informed finalised proposals and include:- • Demolition of the long term vacant former supermarket at Houston Court and creation of a new ‘green’ link between the two squares, with reconfigured parking and public spaces, planting and drainage; • Construction of two new flexible business units on part of the former supermarket site, alongside refurbishment of the existing vacant units at 38 and 56 Houston Court; • Planting, seating and lighting improvements at Houston and Ludovic Squares, including new power infrastructure at Houston Square to support additional events and activities. Funding 4.4 The project will be delivered through multiple funding streams, including the Scottish Government’s Place Based Investment Programme (PBIP) and the UK Government’s Shared Prosperity Fund (SPF). The Board meeting of 26 August 2025 approved allocation of funds to support demolition of the foodstore and Page 14 of 72
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PUBLIC refurbish the retail units, along with the submission of a Stage 2 application to the Scottish Government Regeneration Capital Grant Fund (RCGF) in support of the new ‘green link’. 4.5 Following submission of the RCGF application in late 2025, the Scottish Government confirmed in March 2026 that the application had been successful and issued a grant offer of £850,000. Formal acceptance of the grant offer will enable delivery of the new business units, reconfigured car park and associated public realm following demolition of the vacant foodstore. 4.6 Officers are exploring additional external funding sources to supplement the RCGF grant. These include the UK Government’s Local Growth Fund, which is administered by the Glasgow City Region. Discussions are ongoing to determine whether the project meets the eligibility criteria for funding as enabling commercial space. Timescales 4.7 Works to refurbish the existing retail units are underway and anticipated to complete in early summer 2026. Progress is also well advanced in respect of demolition of the former foodstore, with statutory approvals in place and a procurement process underway. It is anticipated that a contractor will be appointed in early summer, with works commencing thereafter. 4.8 A finalised design package for delivery of new retail units and public realm is being developed for tender in the second half of 2026. It is anticipated that following the statutory approvals process and appointment of a contractor, works will commence in early 2027. (ii) Johnstone Town Hall 4.9 Johnstone Town Hall is an important asset at the heart of the community, but with a focus and uses which have altered post-Covid. In this context specialist consultants were appointed in spring 2025 to consider how the building could be repositioned to support new uses and activities, to play an enhanced role as the civic and cultural heart of the town. A copy of the commission’s report is available to members on request. 4.10 Key findings from the commission include:- • The Town Hall is a modern building in good physical condition, although there are opportunities to enhance this further through ‘light touch’ enhancements which improve entrances and visibility, connections to Ludovic Square and (internally) the potential for a more visitor friendly ‘street’ and displays; • The primary market for Town Hall uses and activities is within a local catchment, with potential demand for cultural activity (theatre, music, galleries), a heritage offer and wellbeing provision; • There are opportunities to strengthen the civic role of the Town Hall, while animating the building through expanding commercial activities (office space, leisure and hires) and exploring potential opportunities for resident creative and community organisations. Page 15 of 72
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PUBLIC 4.11 Outcomes from the commission reflect the strategic work undertaken by OneRen, who operate the Town Hall, over the past two years to increase footfall and engagement in the venue, including the reopening of the café, operated on a commercial basis by a local Renfrewshire supplier, and a targeted increase in the public performance programme. The high-level opportunities identified within the report will be used to inform and support discussions with OneRen, helping to drive continued growth at Johnstone Town Hall over the next five years, strengthen the brand identity and further animate both the interior and exterior of the venue. (iii) Heritage 4.12 Two projects have been progressed to support delivery of heritage actions within the Vision framework. These focus on repairs to Johnstone Bandstand and the creation of a new heritage trail. Johnstone Bandstand 4.13 A condition survey and repair plan for the Bandstand and civic square fountains was commissioned in spring 2024 to inform development of restoration proposals. The study found that while the Bandstand is in good general condition overall, a number of elements are reaching the end of their service life. Recommended repairs focus on rainwater goods, ironwork and resetting of slabs and sets, as well sympathetic redecoration of the structure. 4.14 Officers are progressing a detailed scope and tender package for restoration works in line with the study recommendations. To support this, an application to the National Lottery Heritage Fund (NLHF) was submitted in early 2026 to explore the potential for match funding in delivery of works. While NLHF have recently indicated the application was not successful on this occasion, officers will continue to explore match funding opportunities. 4.15 Funding remains available from internal Council budgets to deliver key elements of the Bandstand project. The Council meeting of 3 March 2022 agreed a package of investment for centres across Renfrewshire, including £0.5M for Johnstone. It is anticipated that a proportion of this allocation will be used to support delivery. Following the completion of designs, statutory approval process and procurement of a contractor, it is anticipated that works will commence in early 2027. Heritage Trail 4.16 A digital heritage trail exploring Johnstone town centre has been developed by officers working in partnership with local community groups including Johnstone Community Council, Johnstone Business Consortium and Johnstone Heritage Museum. The trail offers a self-led walking tour through the rich heritage of the town, highlighting key buildings, geographical features and reflecting on Johnstone’s industrial past, using local archives and collections. Page 16 of 72
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PUBLIC 4.17 A key innovative feature of the digital app is the use of augmented reality, to help show Johnstone’s historic built environment where this has been lost. The trail will be primarily available as a free digital app, with a physical leaflet also being developed. The app is currently in testing stages with local community groups, with publication anticipated in summer 2026. Examples of the user interface for the digital trail are shown at Appendix 1 to this report. ___________________________________________________________________ 5 Progress and Reporting 5.1 Progress on delivery of the framework and the projects outlined in section 4 above will be reported to the Board on a rolling basis, with future projects brought forward for the Board’s consideration. ________________________________________________________________ Implications of the Report 1. Financial – Additional funding is being sought to enable delivery of further elements of the Houston Court. Clarification is currently being sought from the Glasgow City Region regarding the project’s eligibility to receive funding from the UK Government’s Local Growth Fund. 2. HR & Organisational Development – None 3. Community/Council Planning – Creating a sustainable Renfrewshire for all to enjoy – The plan supports the empowerment of local communities to become more involved in shaping their places. 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 Page 17 of 72
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PUBLIC 12. Climate Risk – The framework will encourage sustainable neighbourhoods, sustainable links and enhancements to green space. 13. Children’s Rights – None 14. COSLA Policy Position – None _______________________________________________________ List of Background Papers (a) Johnstone Town Centre Vision Framework. Economy and Regeneration Board, 28 May 2024. (b) Town Centre Regeneration Update. Economy and Regeneration Board, 18 March 2025. (c) Regeneration Funding Bids Update 2025. Economy and Regeneration Board, 26 August 2025. __________________________________________________________________ Author: Euan Shearer, Regeneration and Place Manager Email: euan.shearer@renfrewshire.gov.uk Page 18 of 72
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PUBLIC Appendix 1 – Johnstone Heritage Trail screenshots Page 19 of 72
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PUBLIC ___________________________________________________________________ To: Economy and Regeneration Policy Board On: 26th May 2026 ___________________________________________________________________ Report by: Chief Executive ___________________________________________________________________ Heading: Renfrewshire Council Community Benefits (Community Wealth Building) 1. Summary 1.1 This report provides an update on the Council’s community benefits programme and summarises economic development activity undertaken during financial year 2025/26 to maximise community added value from council contracted spend. 1.2 This paper summarises community benefit delivery over the year, highlights improvements in delivery and oversight arrangements, and sets out next steps to maximise future local impact through stronger forward planning and engagement with suppliers and communities. ___________________________________________________________________ 2. Recommendations 2.1 Board members are asked to: • Note the activity undertaken to maximise community added value for local people, communities and organisations through the Council’s community benefits programme including the year-on-year increase in local delivery achieved; • Note that further updates on the Council’s community benefits programme will be reported to a future board. ___________________________________________________________________ Item 3 Page 21 of 72
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PUBLIC 3. Background 3.1. Community benefits are the method by which local communities and good causes can receive additional value from public spending and provides a means of achieving sustainability in public contracts. Renfrewshire Council mandates Community Benefits on regulated procurements above the threshold of £50k and has a forum of local delivery partners, led by the Economic Development team, in place to help suppliers to meet their community benefit requirements. 3.2. Community benefits typically include activities aligned to fair and inclusive employment, skills development, supply chain opportunities, community engagement and investment, and support for local organisations. Through these activities, community benefits contribute directly to improving outcomes for local people, strengthening communities and supporting local economic resilience. 3.3. The requirement to consider and deliver community benefits within procurement activity is underpinned by the Sustainable Procurement Duty set out in the Procurement Reform (Scotland) Act 2014. The Council continues to support this approach and recognises public procurement a core component of the Council’s Community Wealth Building (CWB) agenda. 3.4. The introduction of the Community Wealth Building (Scotland) Act 2026 strengthens the statutory context for community benefits activity, placing new duties on local authorities to use their functions and spending power to retain wealth locally to support inclusive and sustainable economic growth. The Act’s core priorities—fair and inclusive employment, increased local spend, social value in procurement, support for communities and third sector organisations, and stronger local supply chains—are all directly advanced through the Council’s community benefits programme. 3.5. In this context, the Economic Development team is well placed to lead on the delivery side of community benefits, using its central role in driving local economic growth and resilience, Economic Development coordinate delivery through the Invest in Renfrewshire employability service, business support team and community-led economic development services to maximise local outcomes and impact. ___________________________________________________________________ 4. Community Benefits Outcomes Delivered in FY25/26 4.1. This section outlines the key community benefit outcomes delivered during FY25/26, covering the period 1 April 2025 to 31 March 2026. As community benefits are delivered on a rolling programme, these figures represent a snapshot in time and may change subject to reporting period and reporting criteria. 4.2. During FY25/26, a total of 260 community benefits were delivered across 66 council contracts, with 42 suppliers delivering added social, economic and community value to Renfrewshire residents, businesses and communities. Page 22 of 72
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PUBLIC 4.3. The benefits delivered during FY25/26: 4.4. The figures above represent community benefits that have been fully delivered within FY25/26. Some community benefit commitments are attached to longer- term contracts and capital projects and may be delivered over multiple financial years; as such, these may not yet be reflected in this reporting period. 4.5. Appendix A provides a range of case studies which illustrate some of the positive outcomes that have been realised for local people, communities and businesses from each type of community benefit noted in the figures above. ___________________________________________________________________ 5. Comparison of Community Benefits Delivered: FY24/25 and FY25/26 5.1. The FY25/26 figures set out below are presented alongside the FY24/25 position reported to the Board on 26 August 2025, to provide a year-on-year comparison of delivery levels and local impact. Community Benefit Type FY24/25 FY25/26 Change New entrant jobs 13 21 +8 Graduate jobs 5 9 +4 Modern apprenticeships (completions)* 19 8 –11 Work experience placements 41 63 +22 Upskilling of workforce 10 21 +11 Workplace visits and careers events 32 65 +33 Local supply chain development opportunities 16 23 +7 Community engagement funding opportunities 25 30 +5 Community engagement (time, expertise, materials, equipment) 18 20 +2 Total benefits delivered 179 260 +81 (45%) Page 23 of 72
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PUBLIC 5.2. The figures demonstrate a significant increase in delivery across almost all categories of community benefit. In particular, substantial growth has been achieved in work experience placements, workforce upskilling, workplace visits and careers activity, and employment and graduate opportunities, indicating that more local people, businesses and community organisations are benefiting from council contracted spend. 5.3. The reduction in modern apprenticeship numbers reflects the fact that apprenticeships are delivered over a minimum one-year period and reported figures relate to completions rather than new starts. Completion figures will therefore fluctuate annually depending on contract timelines and individual learner progression and should be interpreted within this context 5.4. Overall, the delivery of 260 community benefits in FY25/26, compared to 179 in FY24/25, represents an increase of 81 benefits (45%), providing strong evidence that more local people, businesses and community organisations are benefiting from the Council’s community benefits programme. 5.5. This increase demonstrates that strengthened planning, monitoring and delivery of community benefit underpinned by additional Council resources are delivering clear, measurable gains for Renfrewshire communities. The resulting growth in employment, skills, business support and community-based activity shows how Council spend is being harnessed effectively to deliver tangible Community Wealth Building outcomes locally. ___________________________________________________________________ 6. Next Steps 6.1. The year-ahead programme seeks to strengthen early market engagement and outcome-driven delivery, with a Lead Officers Group within Invest in Renfrewshire being established to embed the service as the Council’s central route for suppliers to shape local delivery. This approach will simplify access to local delivery pathways, proactively engage suppliers, and maximise the local impact of Council contracts for priority people, businesses and places across Renfrewshire. 6.2. Work is underway to strengthen the local delivery model for community benefit outcomes committed for FY26/27, ensuring forward planning that aligns delivery with local needs and priorities. A key enabler of this approach is the Cenefits system, with the Economic Development Service having invested in its re-contracting for a further three years to strengthen data, monitoring and forecasting capability. 6.3. Economic Development recognises the importance of demonstrating the real difference community benefits make, not just the volume of activity delivered. Further development of the Cenefits system will support the capture of qualitative evidence alongside quantitative data, enabling members to better understand how community benefits are driving meaningful change and improving outcomes for people, businesses and communities across Renfrewshire. Page 24 of 72
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PUBLIC 6.4. Building on this, work is progressing to strengthen how impact and reach are evidenced alongside activity, improving visibility of who benefits from community benefits, where delivery takes place, and how this contributes to positive outcomes. This will support clearer assurance to members that benefits are being delivered equitably and in line with local priorities, particularly for priority places and groups. To further support this approach, a proposal is being developed to introduce a community benefits portal, enabling suppliers to transparently access local community and third-sector support needs, strengthening the Council’s role as an anchor institution and supporting more effective collaboration to deliver Community Wealth Building outcomes. 6.5. Building on existing partnership working, the Council’s Economic Development and Procurement teams will work closely together to develop and deliver a targeted engagement strategy that strengthens and simplifies local messaging. This will increase awareness and understanding of procurement and community benefit opportunities among local people, businesses, and community and third sector organisations, and ensure a consistent, coordinated approach to promoting tender opportunities and maximising local benefit from Council contract delivery. 6.6. Further reports on Community Benefits, as part of the Council’s approach to Community Wealth Building, will be brought back to Board at a future date. ___________________________________________________________________ Implications of the Report 1. Financial – There are no implications to note 2. HR & Organisational Development – There are no implications 3. Community/Council Planning – CWB is mentioned across the current council plan, procurement strategy and community learning and development plan. 4. Legal- The Community Wealth Building (Scotland) Act 2026 became legislation on 26th March 2026. A ministerial statement and policy guidance are expected to follow over the coming 18 months. 5. Property/Assets- There are no new implications however, land and assets are a key theme of CWB with a particular focus on community asset transfer and the inclusion of a CWB provision within the National Planning Framework (NPF4) published in 2024. 6. Information Technology – There are no implications 7. Equality & Human Rights- There are no implications 8. Health & Safety- There are no implications Page 25 of 72
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PUBLIC 9. Procurement - There are no new implications however, procurement and the tracking of the public pound and social value achieved through local spend are a key focus of the spending pillar of CWB. 10. Risk- There are no implications 11. Privacy Impact- There are no implications 12. COSLA Policy Position- COSLA strongly supports the concept of Community Wealth Building (CWB), advocating for its implementation across Scotland through legislation and collaborative efforts with local authorities, businesses, third sector organisations, and communities to ensure wealth generated within communities is redistributed and benefits local residents; essentially seeing local government as a key "anchor institution" to drive CWB initiatives. 13. Climate Risk - There are no implications 14. Children’s Rights - There are no implications _________________________________________________________ List of Background Papers • “Renfrewshire Council Community Benefits (Community Wealth Building)”; Economy and Regeneration Board, 26th August 2025 ___________________________________________________________________ Author: Morag Doig, Community Wealth Building Coordinator, Renfrewshire Council Email: morag.doig@renfrewshire.gov.uk Page 26 of 72
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SUPPORTING OUR COMMUNITY OVERVIEW SERVING THE LOCAL COMMUNITY As part of their Community Benefit commitment IOPT Limited supported some of Renfrewshire’s local community groups and social enterprises by paying for them to receive Emergency First Aid Training. IOPT worked with Renfrewshire’s Community Benefit Forum to identify 12 different groups, including organisations such as Rays of Hope, PACE Theatre Company and Pachedu who put forward members to receive this training. These organisations are essential pillars of our local community, that bring people together and provide meaningful services- supporting them to gain this qualification allows them to continue to do so. When asked about what impact the training would have for their organisations attendees said that the training would allow them to confidently handle any incidents that occur, allowing them to identify what emergency kit they needed to have, update their policies, and give them the skills needed to handle any emergency. The community groups and community benefit forum members such as ENGAGE Renfrewshire then worked together to establish the need to have a defibrillator installed in their local community. This could provide a lifesaving intervention for those suffering from a sudden cardiac arrest, with faster action increasing the survival rates. As part of their Community Benefits IOPT purchased a defibrillator with plans to install it in Rays of Hope, where it can serve the local community should the need ever arise. These Community Benefits could have potentially life changing benefits for those who received the training and for the local community group. Renfrewshire Council Community Benefits 25/26 Appendix A Page 27 of 72
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Renfrewshire Council Community Benefits 25/26 SUPPORTING OUR LOCAL SCHOOLS SCHOOL ENGAGEMENT As part of their Community Benefit commitment with Renfrewshire Council many suppliers -including Morrisons Construction, Allander Security, Fleming Builds- complete different school engagement projects. These projects (supported by the Community Benefit Forum) are unique to every supplier, with suppliers utilising their own skills, sectors and experiences to shape different opportunities for local primary and secondary school children with a key focus on career development. Recently suppliers have been: Bringing students out for site visits Hosting CV and interview writing workshops Delivering skills workshops to students who may want to work in their industry As shown in the pictures above, the pupils involved love getting to experience all these opportunities. Page 28 of 72
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Local resident John’s employability journey began when he engaged with the Invest in Renfrewshire team during his time at HMP Low Moss. After his release in late 2024, he continued to work with his advisor, working hard to build a professional CV and complete his essential online construction training. To ensure he was site-ready, he was supported through his journey to receive both his CSCS and COTS cards and achieved perfect attendance on the YES personal development programme. Having put in the hard work John met with the McTaggart Constructions Community Benefit Manager who offered him a two-week work experience placement with subcontractor Tough Construction, stating that Johns ‘honesty, resilience and eagerness made an immediate impression’. During his placement, John didn't just show up; he stood out. His punctuality and "get-it- done" attitude were so evident that his squad leader offered him a full-time permanent role by the end of his first week. John is now working full time in sustained employment, offering him financial stability and renewed optimism. John’s experience is the perfect example what hard work and the right support can achieve. His welcoming attitude towards the support from Invest in Renfrewshire played a key role in the success of his employability journey. Johns’ advisor said that he had ‘been brilliant to work with, willing to learn and progress and make a go of it. It has been great to see him enjoy the fact he has qualifications and securing employment in his chosen field’ McTaggart Constructions commitment and dedication to fulfilling their Community Benefit obligation as part of their housing contract with Renfrewshire Council was essential is securing this life changing opportunity. *The benefit recipients name has been changed for the purpose of this case study. Renfrewshire Council Community Benefits 25/26 SUPPORTING OUR LOCAL PEOPLE SECURING WORK FOR A LOCAL UNEMPLOYED PERSON Page 29 of 72
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SUPPLIER SPOTLIGHT Renfrewshire Council Community Benefits 25/26 OVERVIEW Renfrewshire council work with many suppliers dedicated to fulfilling their Community Benefit commitments. These suppliers deliver real tangible benefits to people and organisations in Renfrewshire, working hard to give to back to our local community and make an impact. One of these suppliers has been Kensa Contracting Limited who, as part of their recent housing contract with Renfrewshire Council, have delivered a number of excellent Community Benefits. As well as delivering other community benefits Kensa engaged with Renfrewshire Councils Community Benefit Forum to identify local groups and social enterprises delivering important services to the local community and of those, donated £1000 to five different ones. LOCAL BENEFITS Kensa donated £1000 to Scotland’s Bravest Manufacturing Company (SBMC). Who are a local social enterprise specialising in the production of signs for road, rail and infrastructure projects. They provide employment to military veterans as well as to those with disabilities, with over 80% of their manufacturing team being veterans from the armed forces, or an individual with a physical or mental disability or both. They also provide nationally recognised training and qualifications with ongoing development opportunities. This money is going towards SBMCs costs of running their accreditation centre. It will allow them to support some of their new veterans to complete the qualifications they have been working towards and help them identify further development opportunities. It will help SBMC to continue offering life‑changing opportunities and maintain financial sustainability during a challenging period. A further £1000 was also donated to the Renfrewshire Community Transport (RCT). This project provides affordable, reliable minibus access to local community groups, helping vulnerable residents of all ages reach essential services, activities, and childcare. Kensa’s donation will support their pilot of a locally managed community fleet, enabling more groups to benefit from low‑cost transport and improving long‑term sustainability, including the introduction of an electric minibus to reduce emissions and expand capacity. Additionally, Kensa made a £1000 financial donation to Lochwinnoch Community Larder. This is a rural, community‑led food project supporting nearly 2,000 members with dignified access to surplus food. Their donation will help fund essential accessibility adaptations to the Pantry and Community Fridge, enabling wheelchair users to enter independently and make their own food choices. These improvements will ensure the space is fully inclusive while also creating additional room for more food and household items for all members. Quality Radio Enterprise was also donated £1000 from Kensa Contracting. Quality Radio Enterprise is a community broadcasting service supporting around 180,000 Renfrewshire residents by providing health, mental‑health, and wellbeing information through volunteer‑led radio programmes. The donation will be used to purchase a new Multiplex Digital broadcast system, replacing ageing equipment and securing the sustainability of their service for at least eight more years. This upgrade will help them continue delivering trusted advice, expand volunteer opportunities, and strengthen the positive community impact their broadcasts have on connection, confidence, and wellbeing. Finally, Kensa donated £1000 to Eadha Enterprises who are an environmental charity that engages communities in tree planting, habitat restoration, and biodiversity projects, supported by its specialist native plant nursery. They have committed to using the financial donation to transport, install, and connect a donated office-and-storage container, which will transform their operations by expanding workspace, improving volunteer facilities, and enabling staff to work on-site. This development will significantly increase their production capacity, volunteer engagement, and overall organisational impact. Page 30 of 72
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PUBLIC ___________________________________________________________________ To: Economy and Regeneration Policy Board On: 26th of May 2026 ___________________________________________________________________ Report by: Chief Executive ___________________________________________________________________ Heading: Renfrewshire Council Community Benefits Portal Proposal (Community Wealth Building) 1. Summary 1.1. This report sets out a proposal to enhance the delivery of local community benefits through the creation of a web-based Renfrewshire Community Benefit Portal. 1.2. Managed and resourced by the Council’s Economic Development team, the portal would streamline processes and improve transparency by more effectively matching local requests for support with supplier obligations. ___________________________________________________________________ 2. Recommendations 2.1 Board members are asked to: • Note the role and benefits of community benefits portals. • Agree in principle to the development of a Renfrewshire Council Community Benefits Portal, delivered and managed locally by the local authority and hosted on the Council’s website. • Note that regional and collaborative models (including the GCR Hub) remain under consideration, but that a local portal represents a proportionate and deliverable first step. • Note that further updates on the Community Benefits Portal will be reported to a future board. ___________________________________________________________________ Item 4 Page 31 of 72
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PUBLIC ___________________________________________________________________ 3. Background 3.1 Renfrewshire Council has a long-standing and well-established approach to securing community benefits through procurement activity. Community benefit clauses are embedded within contracts and are monitored through existing governance and reporting processes. However, experience across Scotland has demonstrated that traditional community benefit delivery models can limit community visibility, engagement and access, particularly for smaller community and third-sector organisations who may be best placed to articulate local need. Community benefits portals have emerged nationally as a practical solution to this challenge. 3.2 Community benefits are a key mechanism through which public sector procurement delivers additional economic, social and environmental value for communities. Increasingly, local authorities and anchor institutions are adopting Community benefits portals to improve transparency, equity of access, and alignment between supplier commitments and community need. 3.3. Across Scotland, this has become standard practice. Of 32 local authorities, 25 (almost 80%) now operate a published community benefits portal. 3.4 This paper proposes that Renfrewshire Council develops its own locally managed community benefits portal, delivered and overseen by the Council’s Economic Development team. This would provide the core benefits demonstrated elsewhere in Scotland, while retaining local control, local targeting and local accountability, fully aligned with the Council’s community wealth building (CWB) ambitions. ___________________________________________________________________ 4. What is a Community Benefits Portal 4.1. A Community benefits portal is an online platform that creates a transparent, structured link between: • Community organisations who submit requests for support aligned with local needs; and • Suppliers delivering public contracts who commit to fulfilling those requests as part of their contractual community benefit obligations. 4.2 In practice, a portal: • Publishes live, approved community benefit requests. • Allows suppliers to align commitments with identified local priorities. • Enables public reporting on commitments made and benefits delivered. • Provides a consistent and auditable process managed by the Council. Page 32 of 72
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PUBLIC • Shows impact and reach alongside activity, improving visibility of who benefits from community benefits, where delivery takes place, and how this contributes to positive outcomes. Benefits to Communities 4.3 Community benefits portals provide significant advantages for local communities, including: • Transparency: community benefit opportunities, requests, and outcomes are visible and publicly accessible. • Equity of access: Smaller community and third-sector organisations can participate through a clear and open process, rather than relying on informal networks. • Better targeting of need: requests are shaped by communities themselves, ensuring relevance and impact. • Increased confidence and trust: a published, managed system reduces perceptions of inequity or inconsistency. 4.4 Evidence from councils already operating portals shows improved engagement from community organisations and more meaningful, place-based outcomes achieved. Benefits to the Council and Suppliers 4.5 For the Council and its suppliers, a portal: • Supports fair, transparent community engagement within our procurement practices. • Provides clarity and structure for suppliers delivering community benefits. • Strengthens monitoring and reporting. • Reduces duplication of funding support and minimises ad-hoc matching activity. • Demonstrates the Council’s leadership in community wealth building delivery for better local outcomes. 4.6 The use of community benefits portals is now a well-established public sector approach, with many successful Scottish local authority examples in place, including Stirling Council, Perth & Kinross Council, North Ayrshire Council, and major anchor partners such as NHS Boards and Public Health Scotland. ___________________________________________________________________ Page 33 of 72
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PUBLIC 5. Proposed Approach – A Renfrewshire Council Community Benefits Portal 5.1 It is proposed that Renfrewshire Council develops a locally managed community benefits portal, delivered and overseen by Economic Development, working collaboratively with the Council’s Procurement team, Connected Communities team and Engage Renfrewshire (3rd sector interface). The portal would be hosted on the Council’s website. 5.2 Key Features of the proposed portal: • Requests submitted by eligible community and third sector organisations. • Clear eligibility criteria and governance. • Approval and moderation by Council officers. • Public visibility of requests, commitments and completed benefits. • Integration with existing community benefit monitoring and reporting. 5.3 A Renfrewshire-managed portal would: • Retain local control over priorities and targeting. • Align directly with local place-based outcomes. • Build on existing relationships with communities and suppliers whilst establishing new networks. • Ensure accountability sits clearly with the Council 5.4 Experience from other local authorities indicates that: • Portals can be established and managed largely within existing resources. • Clear eligibility criteria and operational processes mitigate risk. • Existing contract management processes support delivery and monitoring. 5.5 The Economic Development team would work collaboratively with key Council and community stakeholders on a detailed implementation plan, governance framework and guidance document which would be developed prior to launch. ___________________________________________________________________ 6. Key Considerations and Resource Requirements 6.1 From a community perspective, consideration of future participation in a regional portal such as the GCR Community Benefits Hub may offer additional advantages. In particular, a regional platform can increase visibility of community needs beyond the Council’s own contracts, allowing local community and third-sector organisations to potentially benefit from larger regional, city-region and anchor-led projects that would otherwise sit out with Renfrewshire’s direct procurement activity. Page 34 of 72
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PUBLIC 6.3 Regional and collaborative approaches to community benefits delivery, including the Glasgow City Region (GCR) Community Benefits Hub, continue to be explored as part of wider strategic considerations. However, the development of a local portal does not preclude future regional participation. Instead, it: • Establishes a strong local foundation. • Builds organisational capability and readiness. • Ensures immediate benefits for Renfrewshire communities. 6.4 This proposal should therefore be viewed as a proportionate and deliverable first step, with flexibility for future integration where appropriate. 6.5 The successful establishment and ongoing operation of a Renfrewshire Council Community Benefits Portal will require clear operational oversight to ensure that it is effective, accessible and well promoted. This will be achieved through the use of current community economic development resources, maximising capacity within available resources. The portal will be hosted on the Council’s website. 6.6 The portal is intended to support one specific element of community benefits delivery, namely the coordination of financial and non-financial (in-kind) community engagement benefits arising from live contracts. All other elements of community benefits delivery, including employability, skills and training and business development will continue to be supported through the well-established Community Benefits Forum. 6.7 It is proposed that an existing Community Economic Development post within the Council is redesignated as Community Benefits Officer, providing lead responsibility for the coordination and day-to-day operation of the portal. The role will act as the main point of contact for suppliers and community organisations, oversee the submission and assessment of community benefit requests in line with agreed criteria, and support suppliers to identify appropriate community benefit commitments linked to live contracts. 6.8 Additional support will be provided through the Economic Development team resources already in place, including Communities Funding Officers, Social Enterprise Development Officers, and established collaboration with Engage Renfrewshire and Connected Communities, ensuring effective third sector engagement and inclusive access to the portal. 6.9 This approach helps ensure the portal is well supported and managed in a proportionate way, giving confidence that community groups are guided appropriately, supplier interest is actively encouraged, and community benefits are delivered in a fair, consistent and positive way for local communities. ___________________________________________________________________ Page 35 of 72
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PUBLIC Implications of the Report 1. Financial – Financial implications for the Economic Development team are mitigated by delivering the Community Benefits Portal through the effective use of current staffing and partnership resources, avoiding additional costs while maximising existing capacity in line with Best Value principles 2. HR & Organisational Development – HR implications are minimal and mitigated through the redesignation of an existing post and delivery within current staffing arrangement 3. Community/Council Planning – There are no implications 4. Legal- The Community Wealth Building (Scotland) Act 2026 became legislation on 26th March 2026 with the ministerial statement and policy guidance are expected to follow. 5. Property/Assets- There are no implications 6. Information Technology – A Community Benefits Portal will be hosted on the Council’s website and developed in collaboration with website and digital teams to ensure appropriate governance, compliance with GDPR and data protection requirements, and adherence to accessibility standards. 7. Equality & Human Rights- There are no implications 8. Health & Safety- There are no implications 9. Procurement - The Community Benefits Portal would be delivered and managed by the Economic Development team. Operation of the portal would align with the principles set out in the Council’s Procurement Strategy and comply with the Sustainable Procurement Duty under the Procurement Reform (Scotland) Act 2014. 10. Risk- There are no implications 11. Privacy Impact- There are no implications 12. COSLA Policy Position- COSLA strongly supports community wealth building and promotes its delivery across Scotland through legislation and partnership working, positioning local government as a key anchor institution to help ensure wealth generated locally benefits local communities. 13. Children’s Rights - There are no implications 14. Climate Risk - There are no implications ____________________________________________________ Page 36 of 72
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PUBLIC List of Background Papers Economy and Regeneration Board, 26th May 2026 “Renfrewshire Council Community Benefits (Community Wealth Building) Economy and Regeneration Board, 26th August 2025 “Renfrewshire Council Community Benefits (Community Wealth Building) ___________________________________________________________________ Author: Morag Doig, Community Wealth Building Coordinator, Renfrewshire Council Email: morag.doig@renfrewshire.gov.uk Page 37 of 72
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PUBLIC ___________________________________________________________________ To: Economy and Regeneration Board On: 26 May 2026 ___________________________________________________________________ Report by: Chief Executive ___________________________________________________________________ Heading: Modern Apprenticeship Programme Update ___________________________________________________________________ 1. Summary 1.1 Renfrewshire Council’s Modern Apprenticeship Programme has been successfully delivered for a number of years. 1.2 The MA Programme supports approximately 80 apprentices at any given time, with around 30 new opportunities available to Renfrewshire residents each year. 1.3 Our programme outcomes regularly exceed national targets, compare well to other providers and have been shown to positively support under-represented individuals and groups. 1.4 This report updates on progress for 2025/26 and confirms continued delivery of the programme into 2026/27. 2. Recommendations 2.1 It is recommended that the Board: a) Note the content of this report and continuation of funding from Skills Development Scotland into 2026/27. 3. Background: 3.1. Renfrewshire Council’s Modern Apprenticeship Programme (MAP) has been in place for around 20 years and in that time has supported over 800 Renfrewshire residents into employment. 3.2. Modern Apprenticeships (MA) mainly support young people aged 16–24 into employment. However, increasingly opportunities are being made available to Item 5 Page 39 of 72
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PUBLIC applicants of all ages, with particular support offered to those applicants who are disabled or care experienced. 3.3. Modern Apprentices gain paid work experience and a qualification related to their particular occupational requirements. They will have an Individual Training Plan and complete an appropriate vocational qualification at either, SCQF Level 5, 6 or 7. 3.4. Renfrewshire Council has qualified staff who assess and verify a range of qualifications in the areas of Business and Administration and Social Services for a number of apprentices. Whilst other apprentices will attend a local further education college to achieve their required qualification, for example in areas such as construction. ___________________________________________________________________ 4. Modern Apprenticeship Programme (MAP) Delivery 4.1 Renfrewshire Council is contracted as a Learning Prover to deliver modern apprenticeships through a procurement process, which is led by Skills Development Scotland (SDS) on behalf of Scottish Government. 4.2 During 2025/26 we recruited 33 new apprentices across a range of frameworks including Business and Administration, Social Services (Children and Young People), Construction (a range of trades), Horticulture and Fleet Engineer. This included recruitment of a Youth Work apprentice for the first time, as well as supporting a small number of local businesses to recruit new apprentices. 4.3 The number of opportunities and range of roles available each year can change based on service requirements. Recruitment for these opportunities is restricted to Renfrewshire residents. 4.4 It can take between 12 and 48 months for an apprentice to achieve all requirements depending on the framework undertaken. 4.5 At any given time around 80 apprentices are being provided with a full range of support. Throughout the 2025/26 contract year 107 apprentices were supported, with approximately 75% being employed by the Council and 25% employed by local businesses. 4.6 SDS recently advised our 2026/27 contract will be renewed and we have initially been awarded up to 27 new opportunities in the following areas: o Business and Administration (9 apprenticeships) o Social Services (Children and Young People) (4 apprenticeships) o Construction (Trades) (8 apprenticeships) o Horticulture (3 apprenticeships) o Motor Vehicle Mechanics (1 apprenticeship) o Other Services (2 apprenticeships) 4.7 We regularly discuss with service colleagues how we might add to the range of opportunities available, wherever possible. During 2026/27 we are hopeful that we can, for the first time, offer an apprenticeship opportunity which will be based within Castle Semple to support the Council’s ranger service. ___________________________________________________________________ Page 40 of 72
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PUBLIC 5. Programme Outcomes 5.1 The main objective of our MAP is to ensure that apprentices complete all MA requirements and progress into a permanent job role. This is referred to by SDS as an Achievement. Renfrewshire Council’s MAP has for many years consistently received achievement rates which are higher than national targets of 70% - 75% (depending on the framework). 5.2 Our overall achievement rate for 2025 / 26 is 92.7% (41 Leavers / 38 Achievers). 5.3 The vast majority of successful Modern Apprentices sustain their employment for many years, with many progressing onto further promoted posts and building excellent careers, both with the Council and with other local employers. There are many excellent examples within the Council of colleagues who began their careers as Modern Apprentices now working very successfully in supervisory and management roles. ___________________________________________________________________ 6. Equality and Inclusion 6.1 Learning Providers are also required to ensure that our programme delivery supports those who are under-represented to access modern apprenticeship opportunities. The Council must report on our gender profile, as there is often a gender imbalance with young women negatively impacted in general regarding access to MAs. They are also particularly negatively impacted within some frameworks, which are viewed as being traditional male industries. 6.2 Renfrewshire Council are also required to report on the number of MAs we support who have a disability, are care experienced and who are from ethnically diverse communities, as these groups are often under-represented across Modern Apprenticeship starts. We take this requirement very seriously and strive to ensure our programme is reflective of our local communities. We therefore take steps to engage, wherever possible, with those from the under- represented groups noted above. We also ensure that both our programme marketing and our recruitment advertising makes clear our desire for our programme to be truly representative. 6.2 The Council have ensured that our MAP is aligned to other Invest in Renfrewshire employability programme provision e.g. Council Traineeship Programme and DFN Project SEARCH. This ensures that all Invest clients, in particular those from under-represented groups, have clear pathways to progress into apprenticeship opportunities at the right time in their employability journey to allow them to achieve secure and sustainable paid work. 6.3 The table below outlines our SDS equality and inclusion data for the past 5 years, based on new apprentice starts. Page 41 of 72
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PUBLIC YEAR Gender (Male / Female) Ethnicity (Other B.M.E) Disability (Yes) Care Experienced (Yes) National Renfrewshire Council National Renfrewshire Council National Renfrewshire Council National Renfrewshire Council 2021 - 22 M 61.2% / F 38.8% M 61.1% / F 38.9% 3.1% 2.8% 13.3% 16.7% 2.0% 5.6% 2022 – 23 M 61.9% / F 38.1% M 53.1% / F 46.9% 3.3% 3.1% 15.3% 31.3% 2.1% 12.5% 2023 - 24 M 62.4% / F 37.6% M 84.5% / F 15.5% 4.5% 3.4% 17% 24.6% 2.3% 10.3% 2024 – 25 M 60.5% / F 39.5% M 38.2 / F 58.8% 5.7% 2.9% 16.7% 47.1% 2.6% 2.9% 2025 –26* M 62.1% / F 37.9% M 48.5 / F 51.5% 6.8% 8.3% 17.0% 25.0% 2.8% 8.3% 2025-26* - All Figures (excluding Gender) are up to Q3 December 2025 ___________________________________________________________________ 7. Future Reporting 7.1 It is proposed that further update reports be provided to Board at a future date. _________________________________________________________________ Implications of the Report 1. Financial – No additional finance is sought or required at this time. 2. HR & Organisational Development – 3 FTE posts within Economic Development are supported through our SDS contract and current funding streams 3. Community/Council Planning – None. 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. 8. Health & Safety – None. 9. Procurement – None 10. Risk – None. 11. Privacy Impact - None. Page 42 of 72
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PUBLIC 12. Climate Risk – None 13. Children’s Rights - None 14. COSLA Policy Position – Not Applicable. ________________________________________________________________ List of Background Papers • Apprenticeship Programme Updates; Economy and Regeneration Board - 14 March 2023, 28 May 2024 and 20 May 2025 ___________________________________________________________________ Author: Michael Moran, Assistant Economic Development Manager Email: michael.moran@renfrewshire.gov.uk Page 43 of 72
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PUBLIC ___________________________________________________________________ To: Economy and Regeneration Board On: 26 May 2026 ___________________________________________________________________ Report by: Chief Executive ___________________________________________________________________ Heading: Greater Renfrewshire and Inverclyde (GRI) Community Led Local Development (CLLD) Update ___________________________________________________________________ 1. Summary 1.1 This report provides an update on the completed delivery of the Greater Renfrewshire and Inverclyde (GRI) Community Led Local Development (CLLD) programme for 2025/26. 1.2 The report also advises allocation of funding from the Scottish Government and the proposed approach for delivery for 2026/27, which has been agreed with the Local Action Group (LAG) and partner local authorities, East Renfrewshire and Inverclyde, to meet CLLD requirements. 2. Recommendations 2.1 It is recommended that the Board: a) Note the offer from Scottish Government to award £237,886 to the Greater Renfrewshire and Inverclyde area for the delivery of the Community Led Local Development programme for 2026/27. b) Agree that Renfrewshire Council continues to act as Lead Partner and Accountable Body for the Greater Renfrewshire and Inverclyde area. c) Agree to the continuation of delegated authority to Head of Economy and Regeneration for the delivery of programme requirements. 3. Background: Community Led Local Development (CLLD) Programme 3.1 Scottish Government introduced the Community Led Local Development (CLLD) Programme in 2023/24. The Greater Renfrewshire and Inverclyde Item 6 Page 45 of 72
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PUBLIC (GRI) programme covers the rural areas of Renfrewshire, East Renfrewshire and Inverclyde, supporting community groups and organisations to deliver projects that provide local benefit and tackle challenges identified in the GRI LAG Community Led Vision (CLV). 3.2 A Local Action Group (LAG) comprising representatives from community council/groups, third sector, businesses, residents, the three local authorities and wider stakeholders develops the CLV actions and takes any funding decisions. 3.3 Roles and responsibilities are: • Scottish Government (Scottish Rural Network) are the Managing Authority and Paying Agency for the programme. • Renfrewshire Council act as Lead Partner and Accountable Body. • Renfrewshire, East Renfrewshire and Inverclyde Councils are represented on the Local Action Group. ___________________________________________________________________ 4. CLLD Delivery 2025/26 4.1 Scottish Government provided funding of £233,225 to GRI LAG to deliver CLLD programme requirements to 31 March 2026. This was allocated as £100,000 (revenue) and £133,225 (capital). 4.2 GRI LAG decided to utilise the allocated funding through delivery of a Revenue Grants Scheme with funding of between £5000 - £10000 available for successful applicants. A Capital Grants Scheme was also available with funding of a minimum of £15,000 available for successful applicants. 4.3 Allocation of funds were agreed through a competitive application process. Eligibility to bid was open to any community led or business project which advances LAG and Scottish Government priorities and supports communities in the designated LAG areas. GRI LAG members, as well as Council officials from all three local authority areas, marketed the opportunities and liaised with a range of eligible local groups with a view to maximising expressions of interest, submissions and spend against available funds. Information was also made available on the GRI LAG website (www.grilag.com) 4.4 18 expressions of interest were received for GRI LAG support and all were invited to submit a full application. 10 applied for the revenue grants scheme with 8 receiving funding. 6 applied for the capital grants scheme with 4 receiving funding. A list of all successful projects is noted at Appendix 1. Page 46 of 72
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PUBLIC 4.5 Unsuccessful applications were rejected for a combination of reasons, including: a lack of detail in applications; unclear targets and outcomes; insufficient beneficiary numbers; doubts on the logistics of the suggested approach and / or ability to deliver in timescales required; lack of necessary permissions; and inadequate risk assessment. 4.6 GRI LAG also decided to utilise a small element of revenue funding underspend to support the production of a range of promotional videos and the purchase of a small amount of marketing collateral. These will be utilised to enhance awareness of the programme and available funding across GRI rural communities and to encourage more volunteers for the LAG. 4.7 A total of £222,540 (95%) of the potential grant allocation of £233,225 was spent in 2025/26 - an end of year underspend of £10,685 (5%). ___________________________________________________________________ 5. CLLD Delivery 2026 / 27 5.1 Scottish Government have offered funding of up to £237,886 to GRI LAG to deliver CLLD programme to 31 March 2026. This includes an allocation of £198,910 (revenue) and £38,976 (capital). 5.2 GRI LAG has decided to utilise the allocated funding through delivery of a Revenue Grants Scheme with funding of between £5000 - £15000 available for successful applicants. A Capital Grants Scheme is also available with funding of £5000 - £15,000 available for successful applicants. 5.3 Depending on the scale and nature of the submission applicants could request both revenue and capital funding, which could extend maximum grant up to £30,000. 5.4 LAG continuously considers how it can increase the range of organisations supported and how it can extend the added value gained from the funding. It has therefore been decided to encourage applicants to consider match funding to maximise the value for money and impact of the CLLD Fund. A lack of access to match funding will not be an automatic barrier to receiving funding. A level of match funding is suggested dependent on the total project value, as noted in the table below: Page 47 of 72
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PUBLIC Total Project Value Suggested Match Funding Suggested Match Funding Amount (Dependant on TOTAL Project Value) Potential CLLD Grant Request (Dependant on TOTAL Project Value) £5001 - £7,500 Up to 10% £1 - £750 £5,000 - £6,750 £7,501 – £10,000 20% £1,500 - £2,000 £6,001 - £8,000 £10,001 and above 30% £3,000 + £7,001 - £30,000 5.5. Allocation of funds will continue through a competitive application process. Eligibility to bid will remain open to any community led or business project which advances LAG and Scottish Government priorities and supports communities in the designated LAG areas. GRI LAG members, as well as Council officials from all three local authority areas, are marketing the opportunities and liaising with a range of eligible local groups with a view to maximising expressions of interest, submissions and spend against available funds. Information is also available on the GRI LAG website (www.grilag.com) 5.6 One notable change for delivery from 2026 / 27 will be the inclusion of Inchinnan within the GRI LAG boundary. The LAG requested this area be considered and Scottish Government colleagues recently confirmed their support as Inchinnan only has a population size of around 2000 so could be designated as ‘rural’ under the urban rural classification, which would make it eligible. ___________________________________________________________________ 6. Future Reporting 6.1 It is proposed that a further update report(s) be provided to Board at a date(s) to be agreed. ________________________________________________________________ Implications of the Report 1. Financial – No additional finance is sought. Funding of £237,886 has been allocated by Scottish Government for the 2026/27 period. 2. HR & Organisational Development – Elements of 2 posts within Economic Development (amounting to 0.8 FTE equivalent) are currently financially supported through CLLD Funds. These posts will continue to be partially supported through this new funding allocation. 3. Community/Council Planning – Partnership working is essential to the success of the CLLD Programme. Economic Development colleagues from East Renfrewshire and Inverclyde Councils and from the Renfrewshire LEP will be significantly involved in the planning and delivery of programme requirements. 4. Legal – None. Page 48 of 72
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PUBLIC 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. 8. Health & Safety – None. 9. Procurement – None 10. Risk – None. 11. Privacy Impact - None. 12. Climate Risk – None 13. Children’s Rights - None 14. COSLA Policy Position – Not Applicable. ___________________________________________________________________ List of Background Papers Economy and Regeneration Board: 23 August 2023, 27 August 2024, 20 May 2025 and 26 August 2025. ___________________________________________________________________ Author: Michael Moran, Assistant Economic Development Manager Email: michael.moran@renfrewshire.gov.uk The foregoing background papers will be retained within Chief Executive’s 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 Michael Moran, Assistant Economic Development Manager – michael.moran@renfrewshire.gov.uk Page 49 of 72
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PUBLIC Appendix 1 – Projects supported and grant allocations 2025/26 REVENUE SPEND Total Award Actual spend Totnosh - Cooking on a Budget Community cooking classes delivered across the LAG area which offered a practical way to tackle multiple challenges from addressing child poverty issues to social isolation and food insecurity. 5,022.00 4,549.36 The Folks Music Project - Wee Chat Sessions 20 weekly “Wee Chat Sessions” at The Bank in Neilston on Sundays. Each session centred around live traditional music performed by local people, TFMP participants, volunteers, and young people, supported by community music facilitators. This provided a space for those at risk of social isolation with access to a warm space, hot food and entertainment. 5,590.00 5,521.97 LEAP - The Old Bank Project management costs for the development of a vibrant, multi-purpose community venue that will broaden income streams for LEAP Together projects but also foster community engagement, environmental sustainability, and local economic growth. 5,000.00 5,000.00 Craig Molloy CIC - Football for All Support for children’s football classes to continue indoors during the winter months bringing benefit to families from the rural areas at no extra cost. 2,215.00 2,215.00 Moving On Inverclyde - Assertive Outreach/Near Fatal Overdose Response Support for assertive outreach and near- fatal overdose response in rural Inverclyde. The funding enabled engagement with individuals at high risk of overdose or affected by substance use but who may not be actively seeking help due to isolation or stigma. 10,000.00 5,500.00 CVS Inverclyde - Putting Rural Volunteers on the Map This project promoted volunteering in rural Inverclyde and focussed on the employability benefits for young and unemployed people. The project included a mapping exercise which catalogued all available opportunities and surveyed the state of volunteering in rural communities, including barriers to involvement. 6,000.00 6,000.00 Inverkip Hub - Community Cinema Events Delivery of eight community-based cinemas from October 2025 to March 2026. The wider focus was on improving public services, promoting positive health and wellbeing and reducing isolation and loneliness. 6,000.00 5,982.73 Victim Support - Community Connect An outreach and volunteering programme delivered across the rural areas of East Renfrewshire, Renfrewshire and Inverclyde to benefit young people who are impacted by crime, with a particular focus on people living in poverty who are at a higher risk of victimisation and face greater barriers to access support. 5,000.00 3,315.31 TOTAL REVENUE COSTS 44,827.00 38,084.37 Page 50 of 72
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PUBLIC CAPITAL SPEND Total Award Actual spend Lapwing Lodge - Solar Panels, Battery Storage & EV Charging Point Support towards the installation costs of solar panels and battery storage. The main outcome being to reduce the facilities carbon footprint and ensure a reliable power supply is always available. Additionally, the installation assists to keep the overall cost of energy low so costs to users can remain affordable. 44,941.76 44,941.76 LEAP - The Old Bank The physical development of the Old Bank in Lochwinnoch into a vibrant, multi- purpose community venue that will broaden income streams for LEAP Together projects but also foster community engagement, environmental sustainability, and local economic growth. 42,541.27 42,541.27 KLAS Care - Zero Waste Programme Support to erect a self-contained unit with industrial fridge and freezer to house an expanded community pantry. The facility provides food, clothing and household items free to community members and is open 7 days a week. 20,624.97 19,425.67 Lochwinnoch CDT - Lochhead Gardens Funding to support the build of a workspace and storage area that include toilets facilities. The main outcomes include the ability to attract more groups and visitors to use the space, increase volunteer numbers and enable greater flexibility in the time people can spend on site. 25,117.00 25,117.00 TOTAL CAPITAL COSTS 133,225.00 132,025.00 Page 51 of 72
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PUBLIC To: Economy and Regeneration Policy Board On: 26th May 2026 Report by: Chief Executive Heading: Scottish Government Employability Grant Award and Investment Plan 2026-27 1. Summary 1.1 This report updates Board on the most recent funding allocation from the Scottish Government for employability support in Renfrewshire for the 2026- 27 period. It also summarises the Annual Investment Plan for Employability for the year ahead. 1.2 A grant award to local authorities is provided under the banner of No-One Left Behind (NOLB) to support all-age employability services and to specifically support disabled people into work and to tackle child poverty. 1.3 Renfrewshire Council is accountable for the resources which are directed and managed through the Renfrewshire Local Employability Partnership. 2. Recommendations 2.1 Board members are asked to: • Note the acceptance of Scottish Government grant by the Director of Finance awarded to Renfrewshire Council for the 2026-27 period for a total of £2,664,070 under the banner of No-One Left Behind. • Endorse the Annual Investment Plan submitted to the Scottish Government, on behalf of the wider Renfrewshire Local Employability Partnership, and note the contents. • Note that further updates on the Council’s employability programme will be reported to a future board (as required) Item 7 Page 53 of 72
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PUBLIC 3. Background 3.1 Employability plays an essential role in delivering both Scottish and local government’s aims of tackling poverty, promoting inclusion and social justice and creating a fair and prosperous Scotland. It is a key component of the National Strategy for Economic Transformation (NSET), contributing to delivering the vision for a strong economy where good, secure and well-paid jobs and growing businesses have driven a significant reduction in poverty and, in particular, child poverty. 3.2 Collectively, Scottish and local government aim to build an employability system that tackles inequalities in Scotland’s labour market by creating a more responsive, joined up and aligned employability system that meets the needs of employers and local labour market and helps people of all ages achieve their potential. 3.3 Many individuals face significant challenges and barriers to obtaining and sustaining work: This includes disabled people, those with long-term health conditions, lone parents, homeless people and those from minority ethnic groups. Barriers are also likely to exist and needing to be overcome for young care leavers, ‘new Scots’ / refugees and those in the justice system, meaning there is still a strong demand for employability support. 3.4 No One Left Behind promotes a strengthened partnership approach where Scottish and local government are working together with public, private and third sector organisations to identify local needs and deliver a mixed economy of provision. Local authorities act as lead accountable bodies for funding, with funding being used by local employability partnerships (LEPs) to design and deliver services that meet the needs of people and labour markets in their area. 4. Renfrewshire Employability Award 2026-7 4.1 For the fiscal year 2026–27, the Scottish Government has allocated a total budget of £2,664,070 for Renfrewshire. 4.2 The grant is split into the three separate lines of activity alongside an allocation for a Parental Employability Co-ordinator through the General Revenue Grant. 4.3 Activity and spend for each must be reported separately. The allocations for each part of the overall grant fund are set out below: (a) All-Age Employability Support £1,169,880 (b) Tackling Child Poverty (supporting parental employment) £1,242,401 [plus £77,815 General revenue Grant (GRG)] (c) Specialist Employability Support (for those with a disability or health condition) £173,973 Page 54 of 72
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PUBLIC 4.4 It is the responsibility of the grantee (Renfrewshire Council) to ensure that the grant is utilised to deliver the policy and delivery priorities set out in the Grant Offer Letter, and that decisions on the allocation of funding are discussed with the local employability partnership and take into account wider employability investment that exists in the area. 4.5 The Council, on behalf of the Renfrewshire LEP, will submit an Annual Investment Plan (AIP) which sets out proposals for delivery of services and support in 2025-26. The Annual Investment Plan (AIP) must take into account identification of local needs as evidenced by local statistical data and input from stakeholders and service users. The AIP should also include information regarding all core internal funding input for employability support, the level of funding received from the UK Local Growth Fund and details of any other sources of funding for employability. 4.6 The Renfrewshire Local Employability Partnership works collaboratively with stakeholders and service users to identify and commission employability support to meet service users' needs and emerging labour market demands. The commissioning process in Renfrewshire was completed in March 2026 for the April 26 to March 27 period and will be highlighted in the AIP. 5. Renfrewshire Local Employability Partnership Annual Investment Plan 2026-27 5.1 The 2026–27 Annual Investment Plan sets out a coordinated, all-age employability approach aligned to No One Left Behind principles. The plan focuses on delivering flexible, person-centred support that responds to local labour market demand while prioritising those facing the greatest barriers to employment. 5.2 Delivery is structured across three main strands: • All Age Employability – the core offer providing holistic support for unemployed individuals • Parental Employability Support (PES) – targeted interventions for parents to support entry or re-entry into work • Specialist Employability Support (SES) – intensive support for individuals with complex or multiple barriers 5.3 The approach combines: • Commissioned provision from third sector, private providers, and further education • In-house delivery through council-led employability and advice services • Employer engagement and incentives, including recruitment incentives and sector-based training pathways Page 55 of 72
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PUBLIC 5.4 There is a strong emphasis on: • Early engagement and preventative support • Progression through employability pipelines (training → work experience → employment) • Alignment with growth sectors such as care, construction, and hospitality • Embedding wellbeing, mental health, and financial inclusion support alongside employability 6. Priority Target Groups 6.1 The plan prioritises a broad range of individuals, with a focus on those most distant from the labour market. Key target groups include: • All-age unemployed individuals, including long-term unemployed adults • Young people (16–19), particularly school leavers at risk of not progressing • Parents, supported through tailored employability pathways • People with health conditions or disabilities, including complex needs • Individuals experiencing poor mental health and wellbeing challenges • Minority ethnic communities and New Scots (refugees and migrants) • Individuals involved in the justice system, including targeted support for women • People requiring ESOL support • Individuals interested in self-employment 6.2 In addition, the plan includes: • Support for employability staff development, particularly around neurodiversity and specialist support needs • Financial inclusion and welfare advice services, recognising the link between poverty and employability 6.3 Overall, the targeting reflects both local labour market intelligence and evidence from partnership groups, ensuring resources are directed where impact will be greatest. 7. Delivery Model 7.1 Provision will be delivered through a mixed economy of partners: • Third sector organisations delivering tailored, community-based programmes • Private training providers offering sector-specific pathways • Further education colleges supporting vocational skills development Page 56 of 72
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PUBLIC • Council services delivering core employability support and key worker models 7.2 Programmes range from short employability courses (4–10 weeks) to longer, staged interventions, alongside: • Work placements and traineeships • Sector-based academies • Self-employment support • Counselling and wellbeing services 7.3 This blended model ensures both scale and specialisation, enabling the system to respond flexibly to different client needs. 8. Planned Activity (Participants) 8.1 The plan forecasts a total of 1,900 clients next year: • Total new starts: approximately 1,000 participants o All Age Employability (excluding parents): ~750 o Parental Employability Support: ~250 parents o Specialist Employability Support: ~55 individuals within the above totals • Anticipated restarts: ~350 participants who have previously been supported at some point in the past 6 years • Continuing Clients: - around 350 • Wider LEP provision not counted in NOLB return: 200 • Total caseload (including existing participants): ~500 people actively engaged at any one time 8.2 Participant numbers are expected to remain broadly stable throughout the year, with consistent quarterly delivery. 9. Investment and Funding 9.1 Total planned employability investment is approximately: • £5 million (total across all funding sources) 9.2 This includes: by funding source • Scottish Government funding: ~£2.66 million • Local Government funding: -£1.9 million (including core Renfrewshire Council Economic Development Staff) • Other funding sources: ~£0.45 million Page 57 of 72
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PUBLIC 9.3 Funding is phased across the year, with expenditure increasing through Q3 and Q4 in line with programme delivery. 10. Key Outcomes and Impact 10.1 The plan is designed to deliver: • Progression into employment, education, or training • Increased qualifications and work experience outcomes • Improved mental health and wellbeing • Enhanced financial stability through advice and income maximisation • Greater employer engagement and local recruitment 10.2 A strong focus is placed on sustained outcomes, not just job entry, supported by ongoing key worker engagement. 11. Conclusion 11.1 The plan represents a comprehensive and balanced employability system, approved by the LEP partners and combining: • Scale (through core services) • Targeting (through priority groups and specialist provision) • Flexibility (through a diverse delivery model) It is aligned with national policy, grounded in local need, and designed to maximise both economic participation and social inclusion across Renfrewshire 11.2 Further reports will be brought back to the board as required. ___________________________________________________________________ Implications of the Report 1. Financial – There are no implications, annual funding comes from Scottish Government and Council support comes from a range of council departments including Economic Development, Housing and Environmental Services support traineeships;. 2. HR & Organisational Development – There are no implications. Page 58 of 72
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PUBLIC 3. Community/Council Planning – the LEP reports into the ommunity Planning Partnership (CPP) and also to this board. Members of the LEP are key CPP partners. 4. Legal- no implications. 5. Property/Assets- There are no new implications. 6. Information Technology – There are no implications 7. Equality & Human Rights- There are no implications 8. Health & Safety- There are no implications 9. Procurement - There are no new implications. 10. Risk- There are no implications 11. Privacy Impact- There are no implications 12. COSLA Policy Position- employability is a national priority and also features heavily in the new Community Wealth Building (CWB) agenda. COSLA strongly supports the concept of CWB, advocating for its implementation across Scotland through legislation and collaborative efforts with local authorities, businesses, third sector organisations, and communities to ensure wealth generated within communities is redistributed and benefits local residents; essentially seeing local government as a key "anchor institution" to drive CWB initiatives. 13. Children’s Rights - There are no implications 14. Climate Risk - There are no implications _________________________________________________________ List of Background Papers None ___________________________________________________________________ Author: Ruth Cooper, Economic Development Manager, Renfrewshire Council Email: ruth.cooper@renfrewshire.gov.uk Page 59 of 72
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PUBLIC ___________________________________________________________________ To: Economy and Regeneration Policy Board On: 26th May 2026 ___________________________________________________________________ Report by: Chief Executive ___________________________________________________________________ Heading: Renfrewshire Economy Conference 2026 1. Summary 1.1 This report informs and invites Board members to the annual Renfrewshire Economy Conference, this year to be held in Paisley Town Hall on the morning of Tuesday 8th September 2026. 1.2 The conference is being organised by Renfrewshire Council’s Economic Development team with a strong focus on the new priorities through the Community Wealth Building Act for the Council and other anchor organisations. ___________________________________________________________________ 2. Recommendations 2.1 Board members are asked to: (i) Note the report. ________________________________________________________________ 3. Background 3.1 Following two successful “Renfrewshire Economy” conferences in 2024 and 2025, members of the board are invited to attend the 2026 conference to be held in the Paisley Town Hall on the morning of Tuesday 8th September. Board members will receive an invite to the conference separately by email from the Councils Economic Development Manager with the booking link. Item 8 Page 61 of 72
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PUBLIC 3.2 The conference is aimed at those involved in economic, business and skills development in Renfrewshire from the public sector, local economic agencies, further and higher education (FE and HE), local businesses, and social enterprises and serves as a collaborative platform to align efforts and priorities for local economic development in the years ahead. ________________________________________________________________ 4. Renfrewshire Economy Conference 2026 4.1 The 2026 conference will, once again, consider Renfrewshire’s economy and the key economic factors for sustainable growth. Professor Mairi Spowage, Director at the Fraser of Allander Institute, will provide the keynote address. 4.2 The event will provide an overview of the national, regional and Renfrewshire Economy, the current challenges and opportunities and the key agendas for the next 5 years. 4.3 A key focus this year will be the new Community Wealth Building Act which partner agencies will require to plan for and respond to. A key aim will be to explore how public sector organisations (the Council and anchor partner organisations) can maximise economic, social and community outcomes from existing public expenditure. 4.4 Key objectives of the event will be to: • Understand the scale of economic influence public organisations already have through spending, assets and employment. • Identify practical levers to increase economic impact without increasing budgets. • Reflect on barriers within participant organisations that limit economic outcomes. • Identify 2–3 actions that participants can take away to increase the economic value of the public pound. 4.5 The conference will support the development of the new Community Wealth Building Plan for Renfrewshire with a shared vision for economic growth that reflects local strengths, opportunities, and priorities and to align public, private, and community sectors around common goals. It offers a great opportunity to meet like minded colleagues from other agencies and businesses and to share ideas and current priorities. 4.6 Feedback from last year’s conference was very positive and the event aims to be an annual focal point for local economy discussions, updates and actions involving all key partners and including the involvement of local businesses. It will encourage greater networking and collaboration and aims to influence the direction joint economic responses to key local agendas. 4.7 At the time of writing this report the final agenda has not get been published but information will be sent to board members as soon as it is ready. Page 62 of 72
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PUBLIC ________________________________________________________________ 5.0 Conclusion 5.1 It is hoped that Board Members will be interested in, and available, to attend the conference and that the event forms a key element of joint and integrated working across Renfrewshire partners in the future. ___________________________________________________________________ Implications of the Report 1. Financial – No implications. Budgets for the event are available through existing and planned for costs. 2. HR & Organisational Development – N/A 3. Community/Council Planning –. 4. Legal – N/A 5. Property/Assets- N/A 6. Information Technology – N/A 7. Equality & Human Rights- N/A 8. Health & Safety- N/A 9. Procurement – N/A 10. Risk- N/A 11. Privacy Impact- N/A 12. Climate Risk – None 13. Children’s Rights - None 14. COSLA Policy Position – Not Applicable. ___________________________________________________________________ List of Background Papers “Renfrewshire Economy Conference”, Economy and Regeneration Board, 28 May 2024 “Renfrewshire Economy Conference 2025” Economy and Regeneration Board, 20th May 2025 For more information contact: Ruth Cooper, Economic Development Manager ruth.cooper@renfrewshire.gov.uk Page 63 of 72
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PUBLIC To: Economy and Regeneration Policy Board On: 26th May 2026 Report by: Chief Executive Heading: Business Grants Delivery Update 2025/26 1. Summary 1.1 This report provides an update on the delivery and impact of business grant support during 2025/26, specifically the Business Resilience Fund, Digital Development Grant and Social Enterprise Small Grant Fund which are designed to support the local economy, stimulate private sector investment, and strengthen the resilience and competitiveness of Renfrewshire’s business base. 1.2 The report also highlights the proposed use of grants for 2026-27 2. Recommendations 2.1 Board members are asked to: (i) Note the contents of the report. (ii) Ratify the consolidation of the Business Resilience Fund and the Digital Development Grant into a single Business Development Grant Programme for 2026/27, aligned to the revised funding position set out in Section 7 of the report. (iii) Agree that the social economy grant fund reduces to 50% intervention rate for the year ahead. Item 9 Page 65 of 72
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PUBLIC 3. Background 3.1 Small and medium-sized enterprises (SMEs) make a significant contribution to the Renfrewshire economy and are central to local regeneration, productivity growth and job creation. Businesses with the potential for growth and increased impact are considered pivotal to the area’s long-term economic development. 3.2 The Business Development Team, working alongside Business Gateway, support the start-up, sustainability and growth of businesses across a wide range of sectors, including indigenous firms and potential inward investors. Key areas of activity include: • Providing financial assistance to new and existing businesses • Promoting access to public sector procurement opportunities • Encouraging business collaboration, particularly within priority sectors • Providing specialist, tailored business support 3.3 Social economy organisations operate as businesses and so are eligible for business grant support in Renfrewshire. Alongside this support is a specific small grant programme for social enterprise organisations looking to grow and develop. 3.4 The report outlines the various business programmes below. 4. 2025/26 Business Grant Delivery 4.1 Grant support is designed to provide gap funding only, ensuring that projects proceed where financial barriers exist, rather than awarding the maximum eligible grant rate. 4.2 During 2025/26 the Business Resilience Fund and Digital Development Grant formed part of the Council’s core economic development business support programmes. These funds were part-funded by the UK Shared Prosperity Fund and aligned with regeneration and inclusive growth objectives. 4.3 The Business Resilience Fund supports business recovery and growth through investment in: • New equipment or machinery • Property expansion or improvements • Participation in national trade exhibitions • Development of new products, processes or services 4.4 The Digital Development Grant supports the development and implementation of new digital systems aimed at improving business performance and enabling growth. Eligible activity includes: • Cybersecurity improvements Page 66 of 72
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PUBLIC • Online booking and ticketing systems • E-commerce solutions • App development • Investment in digital hardware and software 4.5 Grants of up to £10,000 were made available to help businesses: • Improve operational efficiency and productivity • Enhance competitiveness and market reach • Invest in digital capability and resilience • Strengthen long-term sustainability and adaptability 4.6 All applications were assessed through a robust appraisal process, considering business viability, projected performance over the following 12 months, and potential for job creation and growth in turnover. 4.7 The Social Enterprise Small Grant supports social enterprises and social economy organisations looking to grow or strengthen their enterprise activities and develop their organisations.. 4.8 The Social Enterprise Small Grant supports social enterprises and social economy organisations looking to grow or strengthen their enterprise activities and develop their organisations. The grant can fund: • capacity building work to acquire enterprise skills (developing skills, processes, and resources that the organisation needs to adapt and thrive) • new equipment or resources related to delivering new products and services or extending customer base - this could include staffing costs, IT office equipment, or improvements to premises • projects to create an economic impact, such as increasing revenue, reducing costs, or providing training opportunities • part of the cost for a larger project or activity. 4.9 In 2025-26 successful applicants could receive 100% of eligible project costs up to a maximum of £5,000. 5. Performance and Impacts 5.1 Business Resilience Fund – Outcomes Over the past year: • £162,750 was committed to 26 local businesses • Businesses leveraged an additional £311,558 in private sector investment Page 67 of 72
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PUBLIC • Total project costs reached £446,447 • The average grant award was £6,260 • 230 jobs were supported across participating businesses 5.2 Digital Development Grant – Outcomes Over the last year : • £74,109 was awarded to 12 businesses • Businesses leveraged approximately £120,128 in additional investment • Total project costs amounted to £194,235 • The average grant award was £6,326 • 425 jobs were supported 5.3 Businesses supported through both funds range from the service sector to manufacturing, construction, engineering, food production and product design. 5.4 Funded projects include attendance at national and specialist exhibitions, purchase of machinery and production equipment, alterations to business premises to make them fit for purpose, development of e-commerce platforms, analytical software development and business intelligence analysis software. 5.5 Social Enterprise Small Grant – Outcomes Across 2025–26 two social enterprises received grants to a total of £10,000. This supported one enterprise to deliver a geo-targeted social media campaign. Whilst the other used the grant to fund salary for a part-time post to drive additional income generation. Both enterprises were able to build capacity as well as securing or adding employment opportunities. 5.6 In addition, there is a recurring commitment from the Council to support the Shopmobility service at the Piazza in Paisley and £15,000 per annum is provided to support the costs of this service. 6. Funding Context and Future Delivery 6.1 On 8th January 2026 the Local Growth Fund for Scotland was announced. The revised programme resulted in a reduction in funding for Renfrewshire, reflecting a stronger emphasis on capital investment and a more limited allocation for revenue-based economic development activity. 6.2 As a result of these changes, the total budget available for business grant support in 2026/27 is £150,000, representing a significant reduction when compared with the £250,000 available in 2025/26. Page 68 of 72
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PUBLIC 6.3 In light of this reduced funding position, the existing grant provision is proposed to be condensed into a single Business Development Grant Programme. This approach is intended to ensure that limited resources are targeted as effectively as possible, while maintaining the ability to respond flexibly to business needs across a range of sectors and growth stages. 6.4 The new Business Development Grant Programme will replace the two current separate funds and support a broad range of eligible activities including productivity improvements, and digital adoption and resilience-building measures that will strengthen long-term competitiveness. Grant awards would continue to be assessed on a gap-funding basis, ensuring value for money and maximising leverage of private sector investment. 6.5 The reduction in funding, however, will result in: • A lower number of businesses being supported during the financial year • A more competitive application process • A stronger focus on projects that demonstrate clear economic impact, including job safeguarding and creation, productivity gains and business growth 6.6 While consolidation reflects a constrained funding environment, it also presents opportunities to concentrate available resources on applications with the greatest potential impact. 6.7 The social economy grant fund for the year ahead remains at £30,000 with £15,000 available as grants. There has been a recent increase in funding requests for this grant programme and so the grant rate has been reduced to 50% of eligible costs in line with the other business grant programmes. More details on the social economy fund is provided at Appendix 1. 6.8 The new Business Development Grant Programme will ensure continued support for Renfrewshire’s SMEs and social enterprises during 2026/27, enabling businesses to invest, adapt and grow despite ongoing economic pressures and reduced national funding. Implications of the Report 1. Financial - No additional finance sought. 2. HR & Organisational Development - None 3. Community/Council Planning • Jobs and the Economy – progresses the business development and growth agenda. Page 69 of 72
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PUBLIC 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. 8. Health & Safety - None. 9. Procurement - None. 10. Risk - None. 11. Privacy Impact - None. 12. Children’s Rights - None 13. Cosla Policy Position - Not Applicable. 14. Climate Risk - Not Applicable. ___________________________________________________________________ Author: Colette Saez colette.saez@renfrewshire.gov.uk Page 70 of 72
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PUBLIC Appendix 1: Social Enterprise Small Grant Fund The Social Enterprise Small Grant is available to social enterprises and social economy organisations looking to grow or strengthen their enterprise activities and develop their organisations. Applicants must represent a social enterprise or social economy organisation who are based in Renfrewshire, and which has a turnover of less than £500,000. Successful applicants can receive up to 50% of eligible project costs up to a maximum of £5,000. The grant can fund: • capacity building work to acquire enterprise skills (developing skills, processes, and resources that the organisation needs to adapt and thrive) • new equipment or resources related to delivering new products and services or extending customer base - this could include staffing costs, IT office equipment, or improvements to premises • projects to create an economic impact, such as increasing revenue, reducing costs, or providing training opportunities • part of the cost for a larger project or activity. The grant cannot fund: • work that has already happened • individuals - applicants must represent an organisation • projects intended to promote religious or political beliefs • study visits (visiting other enterprising organisations and learning from them) • the purchase of vehicles. Applicant organisations should ensure that they: • have a written constitution and an appropriate governance structure, such as a management committee and board of trustees • comply with the Equality Act 2010 • follow any relevant Disclosure Scotland and Protecting Vulnerable Group schemes • can show how they would manage the funds and use them constructively • can show how the proposed activity would support the types of projects described above. Applications are accepted each year until the fund's annual budget is fully awarded, so early applications are advised. Page 71 of 72
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