6 - Economic Strategy Mid Term Review Board Report August 2025 - AM reviewed
Renfrewshire Council · 26 August 2025
Back to Economy and Regeneration Policy Board — 26 August 2025 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
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___________________________________________________________________ To: Economy and Regeneration Board On: 26 August 2025 ___________________________________________________________________ Report by: Chief Executive ___________________________________________________________________ Heading: Renfrewshire Economic Strategy - Mid Term Review ___________________________________________________________________ 1. Summary 1.1 ‘Renfrewshire’s Economic Strategy 2020-2030’ was published in 2020. It set out an ambitious vision and related actions and aspirations for the area over the forthcoming decade. 1.2 The first of its kind for Renfrewshire, the strategy was developed under the leadership and guidance of an Economic Leadership Panel consisting of considerable private sector representation alongside senior stakeholders from the Council, the University of the West of Scotland, West College Scotland, Scottish Enterprise and Skills Development Scotland. 1.3 The Strategy set out how Renfrewshire, as a place, was already significantly improving its competitiveness by investing in innovation, economic infrastructure and skills development; but also concluded that more needed to be done to address the economic challenges facing the area and allow business and local people to benefit from the investment. 1.4 Now five years into the 10 year plan, a mid-term review has taken place and much has changed – most significantly the unanticipated impact the global pandemic which occurred very shortly after the original strategy was published. This has had very significant short and longer-term impacts and inevitably changed some strategy aspirations. Alongside Covid 19, a range of other important changes are apparent in the local and wider context of Renfrewshire’s economy since 2020 which required an updated response. 1.5 An updated action plan has been produced, reflecting on the changes in context and experience. It presents updated supporting datasets and outlines a revised
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strategy and set of actions to cover the period 2025–2030. The plan is based on extensive research and analysis, supported by a series of consultative discussions with officers from Renfrewshire Council and partner agencies. 1.6 Whilst there are now several necessary changes and updates to Renfrewshire’s Economic Strategy 2020-2030, the original strategy published in 2020 remains a relevant document. In future, however, it should be read in conjunction with the changes signalled in this updated version. 1.7 The full revised report on the Economic Strategy is attached as Appendix 1 to this report and reviews progress made since the original 2020 Strategy, assesses the evolving economic context, and sets out a refreshed action plan and performance indicators for 2025–2030. ______________________________________________________________ 2. Recommendations 2.1 It is recommended that the Board: • Note the mid-term review of Renfrewshire’s Economic Strategy 2020- 2030. • Agree the revised targets and action plan. • Agree that an annual update against targets is provided to a future Board meeting. 3. Background 3.1 The 2020-30 Renfrewshire Economic Strategy identified 8 key challenges, and for each of these a series of related interventions. The challenges are listed below. 1. To achieve a continued growth in the working age population by retaining and attracting more people to live, learn and work here 2. To achieve a strong and inclusive economy, bringing more people into work with more secure earnings and greater earning power. 3. To foster an entrepreneurial culture and support the creation of new and growing businesses that are successful. 4. To raise Renfrewshire’s profile nationally and internationally as a natural location for inward and established business investment, for attracting talent and as a place to visit. 5. To boost the productivity and competitiveness of our businesses across all economic sectors through the promotion of investment in R&D and innovation. 6. To bring local education and skills provision closer to meeting the needs of the local economy and to the job requirements of the emerging sectors of growth.
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7. To improve the economic infrastructure of Renfrewshire including better public transport provision, rail and road capacity, and the provision of new digital connectivity and networks. 8. To make available land for business expansion, new business formation and inward investment. 3.2 Under each challenge a series of interventions were proposed. These included: • Completing the Advanced Manufacturing Innovation District Scotland (AMIDS) and development of 150,000 sqm floorspace on its Netherton Campus and looking ahead at future land and property needs. • Developing a Renfrewshire Skills Plan between national and local skills organisations; schools, further and higher education; and local business and industry. • Agreeing and delivering a Renfrewshire approach to inclusive growth and strengthening our employability partnership and framework. • Continuing to identify opportunities and market Renfrewshire as a place to live, learn and work and as a location for new manufacturing and research & development operations. • Close collaboration of all the public sector organisations to develop seamless investment, training and advice services for businesses. • Delivering a new public transport link to Glasgow Airport/AMIDS from Paisley town centre and reimagining Paisley Gilmour Street Station as a modern public transport interchange. • Delivering world class digital connectivity and the application of SMART technology to manage efficient transport, waste and energy systems. • Completing the Council’s cultural infrastructure programme and identifying the next opportunities for significant visitor growth. 3.3 The collective outcome of these interventions was expressed in 6 ambitions, that by 2030 we will: • Add over 9,000 jobs to the economy by our planned actions and investment; • Add an additional £400M GVA to the Renfrewshire economy each year; • Grow the working age population by 5,000 people;
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• Reduce economic inactivity by over 15%, bringing more than 3,000 Renfrewshire people into the workforce; • Reduce by 60% the numbers of local businesses reporting skills gaps/shortages impacting their performance; • Grow the Renfrewshire manufacturing sector by 30% (£GVA) ___________________________________________________________________ 4. Review of Progress 2020-2025 4.1 The Strategy / Action Plan launched in 2020 contained a total of 44 ‘interventions’ across the 8 challenge areas. An internal Council review had assessed progress on all of these by 2025. Overall, there has been strong progress, with some delays. 4.2 A number of headline observations are suggested from this review: • Despite the disruption of the pandemic, progress on most interventions is overall strong. Many tasks are complete, whilst other are ongoing as anticipated. Overall, the review indicates very significant economic development work in Renfrewshire in the period 2020-2025. • A number of delays are cited, but progress continues on most interventions. • some interventions have not progressed due to a lack of available resources - a number of bids for external funding have been unsuccessful, whilst the outcomes of others are still unknown. • A small number of interventions initially planned have not been advanced due to changes in the context/priorities – sometimes linked to the implications of Covid-19. • Some interventions are now progressing in combination with others rather than on a stand-alone basis. 4.3 The action plan for 2025-2030 indicates where intended interventions in 2020 will still be advanced on a delayed basis, and where they are no longer considered appropriate. 4.4 The initial ambitions and targets set out in the strategy were reviewed in full. The 2020 strategy identified six headline ambitions, each with associated high- level targets. Progress to date (as of 2025) shows mixed outcomes with some key achievements and some challenges: • Job Growth: Instead of the targeted increase of 9,000 jobs, there has been a net loss of 1,000 leaving a significant gap of 10,000 jobs to close. • GVA Growth: Total GVA in Renfrewshire increased by £683 million between 2019 and 2023, which is a positive outcome. However, the original target of a £400 million increase per annum appears to have been
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overly optimistic and ultimately unachievable in the post-COVID environment. • Working-Age Population: A gain of 2,763 people reflects positive momentum toward the 5,000 target. A gap of 2,237 remains to be achieved. • Economic Inactivity: Rather than falling by 15%, inactivity has increased by 16.2%, creating a 31.2% gap. The current measure is seen as too broad, reflecting positive economic inactivity as well as challenges, and a shift to tracking health-related inactivity is recommended for the revised strategy. • Skills Gaps: Lack of a baseline means progress cannot be measured. While it remains a key issue, it is recommended that this no longer be treated as a strategy target until suitable data is available. • Manufacturing GVA: Growth of 5% has been achieved (at 2023 figures) against a 30% target. While some progress is evident, further significant investment in innovation and productivity is needed. 4.5 In summary, while progress on GVA and working-age population is very encouraging, significant challenges remain, particularly in employment and economic inactivity. 4.6 Refinement and review of some indicators and data collection methods has taken place in order to better support ongoing strategic planning and establish refreshed targets for the next 5 years. ___________________________________________________________________ 5. The changed and changing economic context 5.1 The context for local economic development is evolving, shaped by both emerging opportunities and key structural trends. Significant new opportunities include the development of the Advanced Manufacturing Innovation District Scotland (AMIDS), the emerging Glasgow Airport Masterplan, the potential redevelopment of Paisley Centre, and growth in the tourism sector as well as further investment at Braehead and X-site and Renfrew Riverside. At the same time, several key trends are influencing strategic priorities: the rise of the digital and green economy, a growing focus on inclusive growth and the wellbeing economy, the promotion of Community Wealth Building, the importance of the foundational economy, and the shift towards place-based development. ___________________________________________________________________ 6. Revised and Consolidated Strategy Themes 6.1 Based on this review and the assessment of future challenges and opportunities to 2030, the initial 8 strategic challenges have been consolidated into 4 new themes: • People • Business
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• Investment • Infrastructure 6.2 This aims to provide a streamlined way to communicate and advance strategic progress. The intent within the original 8 challenges has not changed, and all the relevant issues identified in 2020 remain important and relevant. The 8 challenges have now been incorporated fully into the 4 new themes. This can be seen at the end of section 4 of the report. ___________________________________________________________________ 7. Revised Action Plan and Performance Indicators 2025-2030 7.1 The final section of the report provides a new and revised set of indicators and targets to be used for the next 5 years in terms of performance. 7.2 Revised Key Performance Indicators (to 2030) include: Key Indicator Revised target Gross Value Added (GVA) £150m increase annually Employment rate Maintain above the Scottish average Business birth rate Close the gap with the national average Town centre vacancy rate Reduce from 17.7% (2025) closer to the national average Manufacturing GVA Grow the Renfrewshire manufacturing sector by 30% (£GVA) Economic Inactivity (long term health conditions) maintain below the Scottish average 7.3 In order to meet the revised performance indicators and targets a full action plan has been established. A summary of revised key actions and themes are set out below: 1. People • Focus on inclusion, fair work, skills, health, and employability.
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• Key actions: tackling poverty, promoting lifelong learning, supporting wellbeing. 2. Businesses • Support for start-ups, innovation, digital and green transition. • Key actions: business incubation, supply chain development, export support. 3. Investment • Promote Renfrewshire as a competitive investment location. • Key actions: AMIDS growth, town centre regeneration, Clyde Corridor development. 4. Infrastructure • Improve transport, housing, digital access, and cultural assets. • Key actions: Clyde Metro, active travel, housing land provision, reuse of vacant land. ___________________________________________________________________ 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 – None 2. HR & Organisational Development – None 3. Community/Council Planning – None 4. Legal – None. 5. Property/Assets – None. 6. Information Technology – None. 7. Equality & Human Rights - 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.
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11. Privacy Impact - None. 12. Climate Risk – None 13. Children’s Rights - None 14. COSLA Policy Position – Not Applicable. ___________________________________________________________________ Appendix 1: Renfrewshire Economic Strategy: Progress review and refreshed Action Plan 2025 - 2030 ___________________________________________________________________ Authors: Ruth Cooper, Economic Development Manager Email: ruth.cooper@renfrewshire.gov.uk Euan Shearer, Regeneration and Place Manager Email: euan.shearer@renfrewshire.gov.uk
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1 Renfrewshire Economic Strategy 2025-2030 RENFREWSHIRE ECONOMIC STRATEGY PROGRESS REVIEW AND REFRESHED ACTION PLAN 2025-2030 July 2025
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2 Renfrewshire Economic Strategy 2025-2030 CONTENTS Section Page 1. Background 2. Review of progress 2020-2025 3. The changed and changing context – new opportunities and challenges 4. Revised strategy themes 5. Action Plan and performance indicators 2025-2030 6. Strategy governance and review Appendix 1 – key related strategies and developments i
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3 Renfrewshire Economic Strategy 2025-2030 1. BACKGROUND ‘Renfrewshire’s Economic Strategy 2020-2030’ was published in 2020. It set out an ambitious vision and related actions and aspirations for the area over the forthcoming decade. Significant progress has been made in many areas, and these are recorded and reviewed in section 2 of this report. But much has changed in the subsequent 5 years – most significantly the unanticipated impact of an extended global pandemic which occurred very shortly after the original strategy was published. This has had very significant short and longer-term impact and inevitably changed some strategy aspirations. Alongside Covid 19, a range of other important changes are apparent in the local and wider context of Renfrewshire’s economy since 2020 which require an updated response. This report presents the outcomes of reflecting on all these changed aspects of context and experience, updates key supporting data sets, and details a revised and updated strategy and actions for 2025-2030. It is based on extensive research and analysis, augmented by a range of consultative discussions with officers of Renfrewshire Council and partner agencies. The partnership-based contribution to producing this report is greatly appreciated and provides a good foundation to advance from aspirations to achievements. The process in summary has been to: Review progress 2020-2030 Update and assess the changed and changing context Revise and consolidate Strategy themes Detail an Action Plan and key targets to 2030
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4 Renfrewshire Economic Strategy 2025-2030 Whilst there are now a number of necessary changes and updates to the Renfrewshire Economic Strategy 2020-2030, the original strategy published in 2020 remains a relevant document. In future, however, it should be read in conjunction with the changes signalled in this updated version.
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5 Renfrewshire Economic Strategy 2025-2030 2. REVIEW OF PROGRESS 2020-2025 Key challenges: progress summary The 2020-30 Renfrewshire Economic Strategy identified 8 key challenges, and for each of these a series of related interventions. 1. To achieve a continued growth in the working age population by retaining and attracting more people to live, learn and work here 2. To achieve a strong and inclusive economy, bringing more people into work with more secure earnings and greater earning power. 3. To foster an entrepreneurial culture and support the creation of new and growing businesses that are successful. 4. To raise Renfrewshire’s profile nationally and internationally as a natural location for inward and established business investment, for attracting talent and as a place to visit. 5. To boost the productivity and competitiveness of our businesses across all economic sectors through the promotion of investment in R&D and innovation. 6. To bring local education and skills provision closer to meeting the needs of the local economy and to the job requirements of the emerging sectors of growth. 7. To improve the economic infrastructure of Renfrewshire including better public transport provision, rail and road capacity, and the provision of new digital connectivity and networks. 8. To make available land for business expansion, new business formation and inward investment. The plan launched in 2020 contained a total of 44 ‘interventions’ across the 8 challenge areas. An internal Council review has assessed progress on all of these by 2025. A number of headline observations are suggested from this review: • Despite the disruption of the pandemic, progress on most interventions is overall strong. Many tasks are complete, whilst other are ongoing as
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6 Renfrewshire Economic Strategy 2025-2030 anticipated. Overall, the review indicates very significant economic development work in Renfrewshire in the period 2020-2025; • A number of delays are cited, but progress continues on most interventions; • Some interventions have not progressed due to a lack of available resources - a number of bids for external funding have been unsuccessful, whilst the outcomes of others are still unknown; • A small number of interventions initially planned have not been advanced due to changes in the context/priorities – sometimes linked to the implications of Covid-19 • Some interventions are now progressing in combination with others rather than on a stand-alone basis; • The future action plan from 2025-2030 will clearly indicate where intended interventions in 2020 will still be advanced on a delayed basis, and where they are no longer considered appropriate. Headline Strategy ambitions and targets 2020-2030 Allied to the interventions reviewed, the 2020 plan detailed 6 ‘key ambitions’ each with related high-level targets. Progress by 2025 on these in the table below, followed by some observations on this data1. Indicators Target set in 2020 Strategy Performance since 2020 Gap to original 2030 target Total jobs (latest data) Increase by 9,000 -1,000 +10,000 The gap has clearly grown, leaving a considerable gap of 10,000 to meet the target. Revise Target. GVA (£m) (Latest data 2023) Increase by £400m per annum +£683m (2023) +£3,317m Progress here is slower than anticipated with an increase of £683 million since 2019. Revise Target. Working age population (latest data 2022) Increase by 5,000 +2,763 +2,237 1 Much of this analysis is taken from a bespoke Renfrewshire report prepared by the Glasgow City Region Intelligence Hub.
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7 Renfrewshire Economic Strategy 2025-2030 Growth figures highlight positive movement toward the target of a 5,000- person increase over 10 years. The gap of 2,237 highlights the ongoing need for measures to attract and retain individuals of working age. Retain Target. Economic inactivity Reduce by 15% -3% 18% This data presents a complex picture. The ‘economic inactive’ indicator is perhaps too blunt a measurement. It includes student numbers (which is not a negative), and people retiring (which is largely not controllable). While the strategy aims to reduce this by 15%, inactivity has actually increased by 16.2%, resulting in a widening gap of 31.2% from the target. A more relevant indicator is people economically inactive because of health reasons. It is suggested for economic strategy purposes this is a better future indicator, and on this a target based on Renfrewshire’s comparative performance against Scottish averages would be of value. Revise Target. Skills gaps shortages Reduce by 60% No baseline n/a There is no immediately apparent baseline to measure the intended improvement on this indicator. Though it remains an important issue, without a baseline it should no longer be included as a strategy target. However, the issue is important and survey work to provide relevant data is included as a future action within the Business theme. Remove Target. Manufacturing GVA (latest data 2023) Increase by 30% +5% 25% Progress here has been steady, with a 5% increase achieved so far (2023 figure). However, the remaining 25% demonstrates that further support for manufacturing innovation and productivity will be crucial, especially around key sites such as AMIDS. Retain Target.
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8 Renfrewshire Economic Strategy 2025-2030 3. THE CHANGED AND CHANGING CONTEXT – NEW OPPORTUNITIES AND CHALLENGES Understanding the aspirations within which Renfrewshire’s economy will grow to 2030 requires identifying the future context – locally, nationally and internationally. It demands combining and understanding a range of information and intelligence. Renfrewshire's ongoing economic strengths, opportunities, and location The Strategy published in 2020 reviewed the known opportunities and challenges facing the Renfrewshire economy at that point. It highlighted significant anticipated investment underway – projected as totalling over £1.4 billion across innovation, economic infrastructure, and skills. It also highlighted some key economic assets in Renfrewshire based on infrastructure, place and location factors. These included and remain: • The development of the Advanced Manufacturing Innovation District Scotland (AMIDS) • West College Scotland Renfrewshire's ongoing economic strengths, opportunities, and location Identifying and maximising known future developments and the opportunities these present to 2030 Ensuring Renfrewshire maximises the opportunities from wider developments and strategies at regional, national and international levels Understanding what the key economic indicators are telling us
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9 Renfrewshire Economic Strategy 2025-2030 • The main campus of the University of the West of Scotland • Glasgow International Airport • Exceptional road connections to the M8 • Plans to construct 5,000+ new homes by 2030 • Continued delivery of the Invest in Renfrewshire (IIR) programme Specific economic strengths in key sectors were identified in manufacturing; construction; transportation and storage; public sector (admin and health services). The emergence of new sectors was also highlighted, notably: creative industries, digital industries; tourism; and health and social care. The investment profile has moved on since 2020 – much of the work signalled is now complete or well advanced. But the key infrastructure strengths retain their significance and importance. The sectoral analysis remains valid, with some further trends now of added significance. By 2025 the following set of developments and opportunities are apparent. These include: • Securing investment at AMIDS by leveraging incentives such as Investment zone status to achieve the goal of becoming Scotland’s leading location for advanced manufacturing innovation. • Maximising significant investment in infrastructure and connectivity— particularly the new Renfrew to Yoker bridge—which will enhance access to employment, education, and leisure opportunities while unlocking key additional development sites. • Expanding commercial space within primary clusters, including Hillington, Inchinnan, and Westway. These areas offer opportunities for both new and existing businesses to establish and grow, supporting job creation and economic diversification. • Delivering the Glasgow Airport Masterplan, which includes links to the Investment Zone, the development of new aerospace and cargo hubs, as well as enhanced maintenance, repair, and overhaul (MRO) capabilities.
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10 Renfrewshire Economic Strategy 2025-2030 • Paisley Centre redevelopment with a proposed mixed use shopping centre for hotel, residential, leisure and commercial uses. • Maximising cultural infrastructure investment in Paisley town centre, positioning it as a regional destination and gateway to Renfrewshire. • Developing Renfrewshire’s tourism and visitor economy by capitalising on major recent investments, including the refurbishment of Mar Hall and the creation of the world’s longest indoor go-kart track at XSite. • Continuing the delivery of new housing across Renfrewshire to accommodate population growth and stimulate the construction sector. This includes the creation of 1,300 homes at the former Dykebar Hospital, Thornly Park, and Dargarvel. • The ongoing Council Schools investment plan including capital works at the new Paisley Grammar, Park Mains High School, and Thistle Primary. • Build on the significant investment in digital infrastructure to date - Renfrewshire has the third highest levels of Full Fibre coverage within Glasgow City Region. Continued investment is required to reduce disparities, improve educational opportunities and to support businesses in the emerging economy. Understanding what the key economic indicators are telling us The Council’s annual Renfrewshire Economic Profile provides a comprehensive set of data on trends and comparisons on Renfrewshire’s economic performance. This provides baseline data for measuring future challenges and subsequent progress. The table below summarises key indicators and what these means for future strategy development.
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11 Renfrewshire Economic Strategy 2025-2030 Indicators Key data updates Implications for future strategy Population • Renfrewshire’s population has increased 7% from 2010 – a higher rate than for Scotland as whole For the economic strategy this is positive, but the key economic indicator is the population of working age. Employment and skills • Economic inactivity rates rose by 1.3% in year to early 2025. Higher than the Scottish average. This is mainly due people retiring. 2,600 fewer people are now long-term sick • The employment rate has fluctuated over the past 5 years and is currently 76.1% (nomis Mar 25) which is 2.1% above the Scottish rate of 74%. • The claimant count is static at 2.9%, very slightly below the national average of 3.1% (nomis Jun 25) • The number of people with qualifications at NVQ level 4 and above is up 8.1% since 2022. This is notably above the Scottish average • The number of people with no qualifications is up 2.2% from 2020 to 7.3%. This is still lower than the Scottish average • The number of school leavers with positive destinations has varied over the last 3 years. However, the most Trends in economic inactivity and employment rates are an ongoing challenge – demanding continuing focus in the future strategy. Economic Inactivity can be for both positive (student) or negative (ill health) reasons. The most concerning factor is around ill- health but Renfrewshire’s performance is amongst the best in Scotland and now at pre-covid levels. Qualification trends are generally much more positive, but the rising number of people with no qualifications raises concerns on the equality and inclusive aspirations of the Economic Strategy. School leaver destinations are overall positive, the decline in Economic profile has now been reversed with 2023/24 figure now 97.1% - the highest ever recorded in Renfrewshire.
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12 Renfrewshire Economic Strategy 2025-2030 recent figures for 23/24, Renfrewshire has achieved its highest ever recorded performance in school leaver destinations with over 97.1% of young people progressing into positive post-school destinations Business • There are 4,665 businesses in Renfrewshire – 86% are micro; 12% are small; and under 1% are large businesses employing 250+ people. This is broadly in line with Scottish percentages • The business birth rate is down 7% from 2021 – a much more rapid drop than for Scotland as a whole • The business ‘death’ rate is unchanged from 2021 • GVA grew £683 million between 2019 and 2023 • Town centre vacancy rates remain static The focus of business development support should remain targeted on smaller and micro businesses given their numerical dominance. The decline in the business birth rate is of concern. GVA growth is positive but is the slowest growth in the City Region. Town centre vacancy rates remain a challenge across all of Renfrewshire’s main centres; however, this issue is not unique to Renfrewshire and is prevalent nationwide. Manufacturing • 9,000 people are employed in manufacturing – up 1,000 since 2019. This is a significantly higher than the Scottish average • This figure accounts for 9.3% of all jobs in Renfrewshire The growth in manufacturing employment is encouraging and aligns with the initial strategic aspirations. However, further increases are needed to meet the ten-year target, as manufacturing remains a critically important sector of the local economy.
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13 Renfrewshire Economic Strategy 2025-2030 • Renfrewshire has 8th highest manufacturing GVA of 32 local authority areas in Scotland Tourism • 7,000 people are sustainably employed in tourism and hospitality – an increase of 1,000 since 2022 • Visits to Renfrewshire attractions increased by 2.5% between 2022-23, significantly less than the Scottish average Employment growth in tourism and hospitality is encouraging. Flagship developments in Renfrewshire, including the refurbishment of Paisley Museum are expected to grow the visitor numbers in the coming years. Housing, fibre access, and vacant and derelict land • Housebuilding completions increased from 832 to 1,137 between 2022-23. Total Scottish completions fell slightly in this period • 80.6% of premises had access to fibre broadband in 2023. Very significantly above the national average, and the highest in Glasgow City Region • Renfrewshire has the 4th highest amount of vacant and derelict in the Glasgow City Region Housebuilding completions are positive. But further growth requires to be maintained to ensure available homes match wider economic growth aspirations, and meet aspirations for Renfrewshire to be to live, learn and work. Access to fibre broadband is a key strength. But further work is needed to meet inclusion aspirations. The amount of vacant and derelict land presents both a challenge and an opportunity for Renfrewshire. Addressing this will require the realisation of several planned strategic aspirations.
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14 Renfrewshire Economic Strategy 2025-2030 Advancing inclusion, addressing equality, and ensuring economic growth are key underpinning priorities of the Economic strategy. In area terms these are best measured through analysis of the Scottish Index of Multiple Deprivation (SIMD), and in the context of the economic strategy, the SIMD employment domain. This highlights that in 2020 Renfrewshire had: • 16 of Scotland’s 5% most employment deprived data zones - up from 14 in 2016. 5 of these are situated in Paisley Ferguslie, 3 in Paisley North-West, 2 in Paisley Foxbar, and one each in Paisley North-East, Paisley East, Johnstone South- West, Linwood South, Paisley Gallowhill and Hillington, and Johnstone North- East. • 7,790 (working age) residents living in the 5% most employment deprived areas • 58 of Scotland’s 20% most employment deprived data-zones – down from 60 in 2016
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15 Renfrewshire Economic Strategy 2025-2030 Linkages to wider strategies and plans Ensuring Renfrewshire maximises the opportunities from wider developments and strategies at regional, national and international levels. A number of strategies and plans have evolved of appeared since 2020 that influence the context of future economic development and strategy in Renfrewshire. These are interlinked and summarised in appendix 2. National and Regional Economic Strategies • Scottish Government ‘National Strategy for Economic Transformation’ (2022) • UK Government ‘Invest 2035 - the UK’s Modern Industrial Strategy’ – Green Paper (2024) • Glasgow City Region ‘Regional Economic Strategy’ (2021) • UK Government ‘Invest 2035 - the UK’s Modern Industrial Strategy’ – Green Paper (2024) • Scottish Government ‘A Trading Nation’ • Scottish Enterprise ‘Our focus on Economic Transformation’ Scottish Government ‘National Innovation Strategy 2023-2033’ Employability Skills and Inclusion • Scottish Government ‘No-one Left Behind’ • Scottish Government ‘Future Skills Action Plan’ (2021) • Scottish Government Community Wealth Building • Inclusive Growth • UK Government ‘Get Britain Working’ welfare reforms (2025) Sectoral and low carbon • Scottish Government ‘Climate Change Plan’ (2020) • Scotland Outlook 2023 Scottish Tourism Strategy • The Foundational Economy General • Scottish Government ‘National Performance framework’ • 'Place making' principles
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16 Renfrewshire Economic Strategy 2025-2030 Several recurring themes emerge from these strategies and plans—representing both a continuation of the context since 2020 and the introduction of new issues and shifting priorities. This updated review of the context suggests several important points, which are reflected in the revised themes, priorities, and actions in the refreshed Renfrewshire Economic Strategy to 2030. • The significant number of new strategies and plans apparent since 2020 is very noticeable. These indicate the dynamic nature of economic change, exacerbated by the need to reset in many areas after the Coronavirus pandemic; • Many common themes remain, including: encouraging and enabling entrepreneurship; investment and innovation, inclusion, the right skills offer; and focusing on key and emerging sectors. These must remain central to the Renfrewshire approach; • But many issues are – if not new – continuing to grow in significance. The importance and urgency on addressing and seizing opportunities linked to zero carbon, the green economy, sustainability, and digital opportunities and demands is notable across many policy documents is very apparent. Strengthening economic related actions across these agendas will be important in Renfrewshire to 2030 and beyond; • The increasing importance of advancing a ‘wellbeing economy’ is clear. Community Wealth Building has emerged as a significant driver – linking to longer term aspirations on inclusive growth, Fair Work, and how positive action can support anti-poverty aspirations; • The understanding and importance of the Foundational Economy has grown, and its significance to Renfrewshire’s economy is now more clearly recognised; • ‘Place making’ principles are now strongly promoted as important to local economic development; • Innovation clearly remains central to future strategy objectives. The highlighting of AMIDS as a strong example in the new Scottish Innovation strategy is significant and encouraging for Renfrewshire. This links to the area’s continuing competitive advantage in advanced manufacturing which we define as ‘the use of innovative technology, processes, and methods to improve products and production. It integrates cutting-edge tools and techniques such as automation, robotics, artificial intelligence (AI), 3D printing,
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17 Renfrewshire Economic Strategy 2025-2030 the Internet of Things (IoT), and advanced materials to make manufacturing more efficient, flexible, and precise.’ • ‘Joining up’ and ensuring strategy interventions align and complement each other is further emphasised. This remains a challenge and opportunity. Sustainable economic growth demands many things and has the potential to benefit everyone in Renfrewshire. A summary of each of these wider strategy documents is contained in appendix 1
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18 Renfrewshire Economic Strategy 2025-2030 4. FUTURE MISSION, AND REVISED STRATEGY THEMES Mission The Strategic Mission remains unchanged since 2020: ‘To strengthen and grow the Renfrewshire economy in ways which people, businesses and places can contribute to and benefit from that growth’. Revised strategy themes Based on this review and the assessment of future challenges and opportunities to 2030, the initial 8 strategic challenges have been consolidated into 4 new themes:
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19 Renfrewshire Economic Strategy 2025-2030 This aims to provide a streamlined way to communicate and advance strategic progress. But this does not mean the intent within the original 8 challenges has changed, and all the relevant issues identified in 2020 remain important and relevant. Earlier challenges and new themes are broadly aligned in the table below. Renfrewshire Economic Strategy 2025-2030 People Investment Infrastructure Businesses
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20 Renfrewshire Economic Strategy 2025-2030 2020 Challenges 2025 Themes Challenge 1: To achieve a continued growth in the working age population by retaining and attracting more people to live, learn and work here. People, Infrastructure Challenge 2: To achieve a strong and inclusive economy, bringing more people into work with more secure earnings and greater earning power. People Challenge 3: To foster an entrepreneurial culture and support the creation of new and growing businesses that are successful. Productive, Sustainable and Successful Businesses Challenge 4: To raise Renfrewshire’s profile nationally and internationally as a natural location for inward and established business investment, for attracting talent and as a place to visit. Investment/Infrastructure Challenge 5: To boost the productivity and competitiveness of our businesses across all economic sectors through the promotion of investment in R&D and innovation. Investment/ Productive, Sustainable and Successful Businesses Challenge 6: To bring local education and skills provision closer to meeting the needs of the local economy and to the job requirements of the emerging sectors of growth. People Challenge 7: To improve the economic infrastructure of Renfrewshire including better public transport provision, rail and road capacity, and the provision of new digital connectivity and networks Infrastructure Challenge 8: To make available land for business expansion, new business formation and inward investment. Infrastructure Actions and ambitions for the period 2025-2023 are now based on advancing the 4 revised strategic themes
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21 Renfrewshire Economic Strategy 2025-2030 5. ACTION PLAN AND PERFORMANCE INDICATORS 2025-2023 Theme 1 – People Strategic intent: A strong and Inclusive Renfrewshire Economy works for everyone and provides social, economic and environmental benefits to all. To achieve this we will: • Tackle poverty, bring more people into work with more secure earnings and greater earning power. • Support local education and skills provision to meet the needs of the local economy and the specific growth sectors and encourage lifelong learning. • Promote Fair Work, support those in low paid/low skilled work to progress to better paid employment. • Develop community wealth building approaches, ensuring that local spend, local jobs and greater local opportunity is at the heart of our economic development. • Support good health and wellbeing, ensuring that Renfrewshire residents can access resources and support to lead a healthy, full and purposeful life. Action area Interventions Lead partners Tacking poverty through employability priorities • Continuing to improve the employability system. • Increasing awareness and uptake of employability support. • Tackling child poverty by increasing parental income from employment. Renfrewshire Council and Economic/Local Employability Partnership
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22 Renfrewshire Economic Strategy 2025-2030 • Supporting disabled people and those with a long-term health condition. • Delivering jointly with wider public services. • Working with employers to improve employment outcomes. Skills Development and Learning • Continue to improve and expand school engagement in career development/industry, training and skills for future work. • Expand the promotion of, and access to, STEM training, particularly for under-represented groups. • Continue to support, develop and promote the use of foundation, graduate and modern apprenticeships. • Promote lifelong learning and skills development and offer access to qualifications through employability programmes. • Support and encourage local employers to invest in staff training and development. Renfrewshire Council, Renfrewshire LEP, SDS, DYW and Jobcentre Plus Promoting Fair Work • Supporting employers in Renfrewshire to adopt Fair Work principles, for example paying the living wage, offering secure employment contracts and jobs that are fulfilling and offer progression. • Leading from the front and working with other public sector Anchor Institutions to employ/recruit progressively and with inclusion at the heart of the approach, setting a benchmark for other Renfrewshire businesses to follow. Renfrewshire Council and all public sector partners
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23 Renfrewshire Economic Strategy 2025-2030 Community Wealth Building • Develop a community wealth building framework and local action plan to add value locally to economic activities • Develop a local anchor network to encourage joint approaches • Work effectively with the Supplier Development Programme to maximise local opportunities from public sector procurement. Renfrewshire Council, all public sector partners, Engage Renfrewshire and Supplier Development Programme Health and Wellbeing • Deliver a wellbeing economy, addressing high incidences of deprivation and child poverty by connecting communities to opportunities • Help to ensure a holistic and person-centred approach to support people to fully contribute to the local economy • Develop a more inclusive approach to recruitment by key employers. • Support those experiencing health related barriers to employment to enter or re-enter the labour market. • Track opportunities and implications of new Welfare Reform programme, and adapt employability offer as required. Renfrewshire Council, Health and Social Care Partnership services, Renfrewshire LEP and NHSGG&C, Jobcentre Plus
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24 Renfrewshire Economic Strategy 2025-2030 Theme 2 – Productive, Successful and Sustainable Businesses Strategic intent: To ensure diverse new business start and growth opportunities based on Renfrewshire’s strengths and an awareness of sectors with maximum growth potential. To achieve this we will: • Foster an entrepreneurial culture and support the creation of new and growing businesses that are successful, productive and competitive. • Ensure a business support offer that is joined up, progressive, easy to navigate and useful to local business growth and development. • Boost the productivity and competitiveness of our businesses across all economic sectors through the promotion of investment in R&D and innovation. Action area Interventions Lead partners Enterprise and Start Up Facilities • Enterprise and Start-Up Facilities. This includes: - Tech Terrace - National Manufacturing Institute Scotland (NMIS) incubator space - Start Up Street - Start Up Advice and Support/Business Gateway Renfrewshire Council, Business Support Partnership, Scottish Enterprise, NMIS and Renfrewshire COC
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25 Renfrewshire Economic Strategy 2025-2030 - Identifying the need and support the development of additional 'move on' incubation space for new or expanding small businesses. Business Sustainability and Growth - • Engage with businesses to establish their resource needs, skills demand. This includes: - Raising awareness of available programmes, support and events, and increase up take and participation to improve business competitiveness. - Continuing to support the development of the Business Support - Partnership to facilitate business support - Develop bespoke support programmes to help local businesses and social enterprise understand the challenges and opportunities of (a) low carbon/net zero/green economy, and (b) digital technologies/AI - Further strengthen links between local businesses and Universities and WCS to promote innovation and labour supply match. - Consider development of a bespoke Foundational Economy initiative to ensure these businesses maximise use of all relevant supports - Ensure appropriate support to social enterprises and that specialist interventions for these organisations is appropriately aligned with the wider business support offer Renfrewshire Council, Business Support Partnership, Renfrewshire COC, WCS, UWS, University of Strathclyde, NMIS, Engage Renfrewshire and Visit Scotland
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26 Renfrewshire Economic Strategy 2025-2030 - Maximise opportunities to increase visitor income from recent Renfrewshire investments in cultural and tourist facilities - Review the evidence on the number of Renfrewshire businesses reporting skills gap/shortages impacting on their performance. Supply Chain Development Facilitate the opportunity for supply chain development by: • Working with and supporting businesses to better understand local supply chains • Organise supply chain workshops/training/events for Renfrewshire SMEs on the opportunities for local companies to learn about supply chain potential of Renfrewshire (including AMIDS based companies). • Maximise use and procurement and supply chain development opportunities for Renfrewshire businesses through working with the Supplier Development Programme Renfrewshire Council, Business Support Group and NMIS International Trade and Connectivity • Support exporting at a local level to optimise Renfrewshire’s contribution to Scotland as a ‘Trading Nation’ e.g. establishment of an SME training programme. • Promote the benefits of Renfrewshire based companies to invest in R&D and innovation. • To provide training and build capacity in digital and meta-skills for Renfrewshire SMEs Scottish Enterprise, Renfrewshire Council, Scottish Enterprise, Business Support Group and Renfrewshire COC
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27 Renfrewshire Economic Strategy 2025-2030 Theme 3 – Investment Strategic intent: To position Renfrewshire as an attractive and competitive investment location. To achieve this we will: • Develop a partnership-based investment proposition for Renfrewshire. • Grow and enhance the visibility of Renfrewshire’s inward investment proposition to drive future economic growth and development. • Ensure consistent messaging across multiple channels to promote Renfrewshire's key economic, tourism and cultural assets. Action area Interventions Lead partner Growth of AMIDS (Advanced Manufacturing Innovation District Scotland) • Position AMIDS as Scotland's home for advanced manufacturing and innovation by attracting investment and creating a dynamic ecosystem that fosters collaboration and synergy between industry and academia—such as partnerships with Scottish universities. This includes leveraging Glasgow City Region Investment Zone benefits, improving infrastructure, promoting sustainability, and building the AMIDS Scotland brand as a global innovation cluster. • Develop a targeted business attraction strategy for AMIDS highlighting its unique assets, infrastructure, and access to skilled talent. Renfrewshire Council, Glasgow City Region, Scottish Enterprise, UWS, University of Strathclyde, Scottish Government and UK Government
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28 Renfrewshire Economic Strategy 2025-2030 Town Centres • Promote and develop visions and strategies to identify investment opportunities in each town centre and maximise investment in cultural infrastructure. This will be supported by grants or loans provided to owners and businesses for renovations in centres - such as through the Retail Improvement Scheme and Town Centre Vacancy Grants and relevant external funding sources. Renfrewshire Council, Paisley First, Johnstone Business Consortium and Scotland’s Towns Partnership Clyde Corridor • Leverage the Scottish Government's Clyde Mission initiative to unlock Renfrewshire’s economic potential through sustainable waterfront development, green infrastructure and job creation. This includes promoting investment in heat decarbonisation projects, supporting businesses to innovate and grow and enhancing connectivity along the Clyde to attract new industries and boost tourism. Renfrewshire Council, Glasgow City Region and Scottish Government Renfrewshire’s Investment Proposition • Grow and enhance the visibility of Renfrewshire’s inward investment proposition to drive future economic growth and development. This will be achieved through consistent messaging across multiple channels, promoting Renfrewshire's key economic, tourism and cultural assets. Renfrewshire Council and AMIDS JV partner
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29 Renfrewshire Economic Strategy 2025-2030 Theme 4 – Infrastructure Strategic intent: To enhance Renfrewshire's economic infrastructure by improving public transport provision, increasing rail and road capacity, expanding active travel options and supporting the development of cultural infrastructure and housing and employment land. To achieve this we will: • Improve public transport provision through investment in new services, routes, and integration with other modes of transport. • Increase rail and road capacity by upgrading existing infrastructure and expanding key transport links. • Expand active travel options by developing cycling lanes, walking routes, and other sustainable transport solutions. • Develop cultural infrastructure to attract tourism and support local communities, including new venues, events spaces, and cultural initiatives. • Support housing and employment land development by unlocking land for new residential and commercial projects to meet growing demand. Interventions Actions Lead partner Regional Transport Hub • Seek to develop Paisley Gilmour Street (PGS) as a multimodal regional transport hub. This includes development of better connections from PGS to Glasgow Airport and AMIDS. Renfrewshire Council, Network Rail, Scotrail, Glasgow City Region and Scottish Government
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30 Renfrewshire Economic Strategy 2025-2030 • Support regional partners in the development of a future Clyde Metro transit system which connects key strategic nodes across Renfrewshire and the wider GCR. Active Travel and Public Transport Connect schools, colleges, transport hubs, town centres, and important business locations through implementation of the Renfrewshire Council Local Transport Strategy 2025 - 2035. This includes: - Improving the cycling and walking paths throughout Renfrewshire. - Collaborating with partners to enhance public transport provision, ensuring greater access from residential areas to new employment sites, such as AMIDS . Renfrewshire Council, Scotrail, SPT and Scottish Government Cultural Infrastructure and Visitor Attractions Implementation of Renfrewshire Tourism Plan to boost the local economy through increasing the value of tourism in Renfrewshire. This includes building Renfrewshire's reputation and visibility to attract visitors and spend at key assets such as Paisley Museum, Paisley Town Hall and Castle Semple. Renfrewshire Council and Visit Scotland Housing In preparing the Renfrewshire Local Development Plan 3 facilitate and monitor the provision and development of land for housing, ensuring sufficient land is identified to meet the housing land requirement for all tenures. Renfrewshire Council Place Strategy
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31 Renfrewshire Economic Strategy 2025-2030 Employment Land In preparing the Renfrewshire Local Development Plan 3 facilitate and monitor the provision of land for business and industrial development, ensuring sufficient land is identified in the right locations to meet the demand for the growth of existing businesses, the creation of new businesses and inward investment. Renfrewshire Council Wider policy opportunities to enhance the local economy Regeneration and productive re-use of vacant and derelict land (VDL) sites to support sustainable economic growth, enhance environmental quality, and strengthen communities. Focusing on those with the greatest potential for economic, social, and environmental impact. Continue to analyse and monitor the industrial property market in Renfrewshire, with a particular focus on AMIDS. Renfrewshire Council
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32 Renfrewshire Economic Strategy 2025-2030 Indicators and targets 2025-2030 The following indicators and targets to 2025 will guide and measure our progress to 2030 across all action themes. These combine specific targets for Renfrewshire, and comparative local performance against (a) our identified local authority family ‘grouping’2 and (b) the performance of Scotland as a whole. Indicator Renfrewshire baseline Scottish baseline Renfrewshire targets to 2030 Primary/secondary data sources General Indicators Gross Added Value £5.1bn (2023) £183.4bn (2023) Increase by £150m per annum ONS – Subregional GVA People indicators Employment rate 76.1% (Mar 25) 74.0% Increase positive differential rates with Scottish average NOMIS Reduce economic inactivity rates for people on health/disability benefits 31.8% of all economically inactive, 8,300 people (Mar 25) 34.6% Increase positive differential rates with Scottish average NOMIS People progressing to jobs from Council and LEP programmes 886 (2024) 14,352 (average 448 across 32 LAs in Scotland) Increase by 2% per annum but recognise figures rely on funding levels. Renfrewshire LEP/ Improvement Service/SLAED economic indicators 2 This is….
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33 Renfrewshire Economic Strategy 2025-2030 People aged 16-19 in education, employment and training 92.4% (2024) 92.7% Achieve or exceed parity with Scottish average Improvement Service/SLAED economic indicators New parental registrations to access or re-engage with Council and LEP partner employability services 300 (2023/24) Not known 5% year on year increases Renfrewshire LEP Parents progressing to employment through Council and LEP partner employability services 132 (2023/24) Not known 5% year on year increases Renfrewshire LEP Business indicators Business birth rate per 10,000 population 16-64 48.1% 54.6% Decrease differential rates with Scottish average Renfrewshire Council Annual Economic profile Business survival rate (3 years) 58.7% (2020-30) 56% Increase positive differential rates with Scottish average Renfrewshire Council Annual Economic profile Investment Deliver the Advanced Manufacturing Innovation District Scotland (AMIDS) 18,000 sqm (NMIS and MMIC) At least 50,000sqm of development secured at Netherton Campus Site. making AMIDS an internationally-recognised centre for innovation, AMIDS JV Partner
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34 Renfrewshire Economic Strategy 2025-2030 research and advanced manufacturing. Manufacturing GVA £817m (2023) £18.3 bn (2023) Grow the Renfrewshire manufacturing sector by 30% (£GVA) ONS – Subregional GVA Manufacturing as a percentage of total Renfrewshire GVA 17.1% 10.2% Maintain and improve differential with Scottish average Renfrewshire Council Annual Economic profile Town Centre Vacancy rates 17.7% (2023/24) 12.2% Decrease differential rates with Scottish average Renfrewshire Council Annual Economic profile Infrastructure Housing - Continue to identify long-term housing opportunities to retain and encourage new working-age people and families to live in Renfrewshire. X new homes developed by 2030 Renfrewshire Housing Land Audit Employment Land available for Development (ha) Allocate Xha of employment land in the next LDP Renfrewshire LDP New and enhanced active travel and public Delivery of the Renfrewshire Local Transport Strategy and Renfrewshire Local Transport Strategy
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35 Renfrewshire Economic Strategy 2025-2030 transport infrastructure to improve accessibility and connectivity to key employment location its actions around active travel and public transport
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36 Renfrewshire Economic Strategy 2025-2030 SECTION 6 – STRATEGY GOVERNANCE AND REVIEW Ongoing progress and review on strategy implementation will be managed by Renfrewshire Council’s Economy and Development Service with regular updates provide to the Council’s Economy and Regeneration Board. The ‘People’ and ‘Business’ themes will also be monitored through existing partnership mechanisms – respectively, the Local Employability Partnership and Business Support Forum. An annual conference of wider partners will also be used to provide a forum for discussion on ongoing developments and progress across all Strategy themes.
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37 Renfrewshire Economic Strategy 2025-2030 APPENDIX 1 – KEY RELATED STRATEGIES AND DEVELOPMENTS Strategy Summary Scottish Government ‘National Strategy for Economic Transformation’ (2022) Lays out a vision for Scotland in 2032 as a ‘wellbeing economy’- thriving across economic, social and environmental dimensions, and a country that delivers economic prosperity for all Scotland's people and places. It seeks for Scotland to be recognised at home and throughout the world as: • An international benchmark for how an economy can de-carbonise • The best place to start and grow a business or social enterprise • A magnet for inward investment • A great place to live and work with high living standards • A nation where people and businesses can continually upgrade their skills • A leader in research and development • A country where economic power and opportunity is distributed fairly • An outward looking nation exerting a meaningful influence This will be created through the pillars of: • An entrepreneurial people and culture • New market opportunities – domestic and international • Productive businesses and regions • Skilled workforce • A fairer and more equal society • A culture of delivery
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38 Renfrewshire Economic Strategy 2025-2030 UK Government ‘Invest 2035 - the UK’s Modern Industrial Strategy’ – Green Paper (2024) The industrial strategy will focus on the sectors which offer the highest growth opportunity for the economy and business. Eight growth-driving sectors have been identified: • Advanced manufacturing • Clean energy industries • Creative industries • Defence • Digital and technologies • Financial services • Life sciences • Professional and business services The Industrial Strategy will bring forward coordinated sector-specific and cross-cutting policies that support businesses to overcome barriers and invest. By considering and listening to businesses and experts, the government can identify the most effective levers for our sectors and geographical clusters across the country. These policy areas include: • People and skills • Innovation • Energy and infrastructure • The regulatory environment • Crowding in investment • International partnerships and trade Place – a further core objective of the industrial strategy is unleashing the full potential of our cities and regions. The industrial strategy will concentrate efforts on places with the greatest potential for our growth sectors: city regions, high-potential clusters, and strategic industrial sites.
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39 Renfrewshire Economic Strategy 2025-2030 Glasgow City Region ‘Regional Economic Strategy’ (2021) Three ‘Grand Challenges’ are identified to be addressed at City Region level: • Creating an Inclusive Economy • Enhancing Productivity • Addressing the Climate Emergency From these, seven transformational opportunities tha can help reshape the economy for all: • Foundational Economy • High Growth Sectors • Accelerating Climate Action • Health • Skills • Technology • Place Related missions by 2030 are identified: • Glasgow City Region will have the most Innovative, Inclusive and Resilient Economy in the UK • The Region will have the most productive major city-region economy in the UK • The Region will have the most advanced city-region economy in the UK in the race to net zero and climate resilience Scottish Government ‘National Performance framework’ 6 of 19 measures in the NPF most directly related to Renfrewshire’s Economic Strategy: • We live in a Scotland that is the most attractive place for doing business in Europe
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40 Renfrewshire Economic Strategy 2025-2030 • We realise our full economic potential with more and better employment opportunities for our people • We are better educated, more skilled and more successful, renowned for our research and innovation • Our young people are successful learners, confident individuals, effective contributors and responsible citizens • We have tackled the significant inequalities in Scottish society • We reduce the local and global environmental impact of our consumption and production Community Wealth Building Community Wealth Building seeks to transform local and regional economic systems to enable local communities and people to own, have a greater stake in, access and benefit from the wealth our economy generates. In harnessing the economic leverage of local ‘anchor’ organisations (such as local councils, health boards and colleges), Community Wealth Building has the potential to create jobs, reduce supply chains and strengthen local and regional economies. Community Wealth Building acts as a framework for activity across five interlinked pillars: Spending - through procurement. commissioning and wider investment, develop local businesses, support the creation of employment opportunities, develop shorter supply chains and maximising community benefit. Workforce - increasing fair work and developing local labour markets that support the strength, cohesiveness and resilience of communities. Land and property - growing social, ecological, financial and economic value that local communities gain from land and property assets. Inclusive ownership – developing more local enterprises which generate community wealth, including social enterprises, employee owned firms and cooperatives.
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41 Renfrewshire Economic Strategy 2025-2030 Finance - ensuring that flows of investment and financial institutions work for local people, communities and businesses. Legislation to further embed and give CWB a statutory basis is currently progressing through the Scottish Parliament. This will place new duties on public bodies to evidence and deliver on key policy aspirations. Scottish Government ‘Climate Change Plan’ (2020) This plan details a coordinated series of actions to meet the zero emissions of all greenhouse gasses by 20245 • Reducing greenhouse gas emissions through a Just Transition to a net zero economy and society, ensuring the journey is fair and creates a better future for everyone – regardless of where they live, what they do, and who they are • Driving Scotland's adaptation to climate change • Supporting decarbonisation in the public sector • Engaging with business and industry on decarbonisation • Engaging the public and encouraging people to move towards low carbon living • Supporting communities to tackle climate change • Leading international action on climate change • Supporting developing countries to tackle climate change through the Climate Justice Fund • Jointly administering the UK Emissions Trading Scheme (UK ETS) alongside the UK Government, Welsh Government and Northern Ireland Executive. Read more information • Keeping track of how efficiently nitrogen is being used through a national-scale Scottish Nitrogen Balance Sheet • Delivering a just transition, by working with communities, business, industry and the people of Scotland to plan for our net zero future
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42 Renfrewshire Economic Strategy 2025-2030 Scottish Government ‘Future Skills Action Plan’ (2021) This plan recognises that a highly skilled workforce ensures Scotland is a an ambitious, productive and competitive nation. Across four themes the Plan highlights the vital role the skills system will play in helping Scotland to respond to future socio-economic challenges, such as demographic changes and the climate emergency: • Increasing system agility and employer responsiveness; • Enhancing access to upskilling and retraining opportunities; • Ensuring sustainability across the skill system; and • Accelerating the implementation of the learner journey review. Key actions include: • Increasing our investment in workforce development to £20m per annum from 20/21, building on the current £10m Flexible Workforce Development Fund. • Addressing skills gaps and shortages as a central part of the Scottish Government's response to the UK's departure from the European Union. • The National Manufacturing Institute Scotland (NMIS) Manufacturing Skills Academy's development of a catalogue of advanced manufacturing modules, which cater to and recognise a range of industry needs across the sector. • Skills Development Scotland, the Scottish Qualifications Authority and the Scottish Funding Council will develop and promote a clear definition of meta-skills, the timeless, higher- order skills that create adaptive learners, and fully implement the joint 5 stage skills alignment planning model. • Continuing to support industry-led Developing the Young Workforce Employer Groups.
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43 Renfrewshire Economic Strategy 2025-2030 • Identifying opportunities to enhance access to upskilling and reskilling opportunities through the Scottish National Retraining Partnership in conjunction with the CBI and STUC. • As part of the £1.3 billion funding made available to City and Growth Deals, building on work to develop and deliver skills investment plans in each region. Scottish Government ‘No-one Left Behind’ No One Left Behind is our approach to transforming employment support in Scotland. It has a crucial role in achieving our vision for economic transformation and tackling child poverty; and aims to deliver a system that is more tailored and responsive to the needs of people of all ages who want help and support on their journey towards, into and in work - particularly people with health conditions, disabled people and others who are disadvantaged in the labour market. The No One Left Behind principles which underpin the approach are: • Dignity and respect, fairness and equality, and continuous improvement • Provides flexible and person-centred support • Is straightforward for people to navigate • Integrated and aligned with other services • Provides pathways into sustainable and fair work • Driven by evidence including data and experience of others • Support more people to move into the right job at the right time Scottish Government ‘Scotland: A Trading Nation’ This national export growth plan and sets a direction on how we can grow Scotland’s exports using data driven analysis and market intelligence to identify priority sectors, markets and types of businesses and how we can focus our resources and policies to successfully deliver that growth. The target of this Plan is to grow Scotland's international exports from 20-25% of GDP by 2029. If achieved it is estimated that this would contribute £3.5bn to GDP, create around 17,500 jobs and add around £500m in tax to the economy every year.
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44 Renfrewshire Economic Strategy 2025-2030 Scottish Enterprise ‘Our focus on Economic Transformation’ This is Based on three pillars of: • Increased levels of capital investment • Growing international exports to 25% of GDP • More investment in business innovation and R&D The plan is then focused on 3 ‘missions’: • Creating an internationally competitive energy transition industry in Scotland • Scaling the impact of Scotland’s innovation strengths into high-growth industries of the future • Driving capital investment to deliver a step-change in Scotland’s productivity Scottish Government ‘National Innovation Strategy 2023-2033’ The vision is for Scotland to be recognised as one of the most innovative small countries in the world. Innovation and the ecosystem of businesses, organisations universities and talent that promote and deliver it. Through the following actions, it will drive future national and regional economic success. • Building successful Innovation Clusters - Energy Transition; Health & Life Sciences; Data & Digital Technologies; Advanced Manufacturing. • Innovation Investment Programme • Innovation-led Entrepreneurship and Commercialisation Programme • National Productivity Programme • An Innovation Scorecard AMIDS is cited as key case study within the strategy.
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45 Renfrewshire Economic Strategy 2025-2030 Scottish Tourism Strategy ‘Scotland Outlook 2030’ Vision: ‘Scotland - we will be the world leader in 21st century tourism’. Mission: together we will grow the value and positively enhance the benefits of tourism across Scotland by delivering the very best for our visitors, our businesses, our people, our communities and our environment. 4 key priorities: passionate people (workforce); thriving places; memorable experiences; diverse businesses. Delivery requires: Digital - harnessing the power of technology and data Policy - having the right policy and regulatory landscape in place Investment - ensuring we have access to investment Connectivity - proactively investing in the right transport and digital connectivity Business network - providing a strong support network for our businesses. Positioning - successful positioning of Scotland and its tourism industry. Scottish Government - Place Making Principles The Scottish Government and COSLA have agreed to promote a shared understanding of place, and the need to take a more collaborative approach to a place’s services and assets to achieve better outcomes for people and communities. The principle encourages and enables local flexibility to respond to issues and circumstances in different places. This is very relevant to local economic development. The Place Principle recognises that: • Place is where people, location and resources combine to create a sense of identity and purpose, and is at the heart of addressing the needs and realising the full potential of communities. Places are shaped by the way resources, services and assets are directed and used by the people who live in and invest in them • A more joined-up, collaborative, and participative approach to services, land and buildings, across all sectors within a place, enables better outcomes for everyone and increased opportunities for people and communities to shape their own lives.
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46 Renfrewshire Economic Strategy 2025-2030 The Place Principle commits to strengthening the co-ordination and integration of all place based activity, and means all partners and investments: • Consider the benefits of planning, investment and implementation activity at the regional level of place - where that focus could drive faster rates of sustainable and inclusive economic growth • Ensure that place-based work at the local or regional level being led by Scottish Government and its agencies is taken forward in a way that is integrated between both levels of place and cognisant of all complementary work being taken forward in associated policy areas • Exemplify the behaviours reflecting the core of the principle, working and planning together with our partners and local communities to improve the lives of people, support inclusive growth and create more successful places The Foundational Economy The Scottish Government is exploring the concept of the "Foundational Economy," which focuses on the essential goods and services that support everyday life. This includes sectors like health, care, education, housing, utilities, and food supply. The government sees the Foundational Economy as a way to improve quality of life, create jobs, and build strong public institutions. The Glasgow City Region Intelligence Hub analysis nots the significance of this. ‘The Foundational Economy (FE) consists of the majority of jobs in Renfrewshire (57%). These jobs are typically characterised as being of low quality and low pay - this means that FE workers themselves may struggle to afford foundational goods and services, such as housing and food. A focus on improving employment and working conditions in the FE can maximize the impact on the quality of life of people who live in this area. FE businesses account for 47% of the business base in Renfrewshire - the majority of those are in the ‘Providential Economy’ which includes healthcare and education. Evidence from the Business Support Review, conducted by the Glasgow City
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47 Renfrewshire Economic Strategy 2025-2030 Region Intelligence Hub, found that FE doesn’t receive much attention from local business support services in the Region. Tailoring business support to the needs of foundational economy businesses and other enabling infrastructure (e.g. outdoor sitting licenses, affordable commercial space etc) will be fundamental to improving the profitability and resilience of these businesses.’ UK Government ‘Get Britain Working’ ‘Generational change’ welfare reform programme to encourage and support people on health and disability benefits into work. £1 billion programme of support intended to create longer term savings in benefits expenditure. Includes: Reintroducing reassessments for people on incapacity benefits who have the capability to work to ensure they have the right support and aren’t indefinitely written off. • Targeting Personal Independence Payments for those with higher needs by changing the eligibility requirement to a minimum score of four on at least one of the daily living activities to receive the daily living element of the benefit, in addition to the existing eligibility criteria. • Rebalancing payment levels in Universal Credit to improve the Standard Allowance. Raising it above inflation by 2029/30, adding £775 annually in cash terms. • Consulting on delaying access to the health element of Universal Credit until someone is aged 22 and reinvesting savings into work support and training opportunities through the Youth Guarantee. Inclusive Growth ‘Inclusive Growth’ is ‘growth that combines increased prosperity with greater equity: that creates opportunities for all and distributes the dividend of increased prosperity fairly. It demands we the connection and integration of actions to develop the economy much more with a range of traditional ‘social’ policies – including childcare, school attainment, tackling poverty, welfare reform, and community participation – and in maximising positive environmental action.
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48 Renfrewshire Economic Strategy 2025-2030 Inclusive Growth links closely to other key policy developments, notably the Fairer Scotland Duty, which came into force in April 2018.