Agenda Document Pack - Economy and Regeneration Policy Board - 26/08/2025
Renfrewshire Council · 26 August 2025
Back to Economy and Regeneration Policy Board — 26 August 2025 and its agenda
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20/08/2025 Notice of Meeting and Agenda Economy and Regeneration Policy Board Date Time Venue Tuesday, 26 August 2025 10:00 Council Chambers (Renfrewshire), Council Headquarters, Renfrewshire House, Cotton Street, Paisley, PA1 1AN Membership Councillor Andy Steel (Convener): Councillor Michelle Campbell (Depute Convener): Councillor Alison Ann-Dowling: Councillor Stephen Burns: Councillor Graeme Clark: Councillor Andy Doig: Councillor Neill Graham: Councillor Robert Innes: Councillor Janis McDonald: Councillor Marie McGurk: Councillor Iain McMillan: Councillor John McNaughtan: 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 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. MARK CONAGHAN Head of Corporate Governance
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20/08/2025 Webcasting of Meeting This meeting will be filmed for live or subsequent broadcast via the Council’s internet site – at the start of the meeting the Convener will confirm if all or part of the meeting is being filmed. To find the webcast please navigate to https://renfrewshire.public-i.tv/core/portal/home
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20/08/2025 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 Revenue and Capital Budget Monitoring 2025/26 as at 27 June 2025 Joint report by Chief Executive and Director of Finance & Resources. 1 - 8 2 Employability Services Update Report by Chief Executive. 9 - 26 3 DFN Project SEARCH Renfrewshire - Annual Update Report by Chief Executive. 27 - 30 4 Renfrewshire Council Community Benefits (Community Wealth Building) Report by Chief Executive. 31 - 38 5 Greater Renfrewshire and Inverclyde Community Led Local Development (CLLD) Update Report by Chief Executive. 39 - 48 6 Renfrewshire Economic Strategy - Mid Term Review Report by Chief Executive. 49 - 104 7 Making of Ferguslie - Update Report by Chief Executive. 105 - 120 8 Regeneration Funding Bids Update 2025 Report by Chief Executive. 121 - 130 9 AMIDS South Update Report by Chief Executive. 131 - 136
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20/08/2025 10 Paisley Museum – update on construction progress Report by Chief Executive. 137 - 144
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___________________________________________________________________ To: Economy and Regeneration Policy Board On: 26 August 2025 ___________________________________________________________________ Report by: Chief Executive and Director of Finance and Resources ___________________________________________________________________ Heading: Revenue and Capital Budget Monitoring 2025/26 as at 27 June 2025 ___________________________________________________________________ 1. Summary 1.1 At the close of reporting Period 3 on 27 June 2025, the projected revenue outturn at 31 March 2026 for those services reporting to the Economy and Regeneration Policy Board was an underspend position of £0.018m (0.6%) against the revised budget for the year. 1.2 The projected capital outturn at 31 March 2026 for projects reporting to the Economy and Regeneration Policy Board is a break even position. 1.3 This is summarised in the table below and further analysis is provided in the report and appendices. Revised Annual Budget £000 Projected Outturn £000 Budget Variance (Adv)/Fav £000 Budget Variance % Revenue Economy and Development 3,000 2,982 18 0.6% Capital Economy and Development 14,683 14,683 0 0.0% 2. Recommendations 2.1 Members are requested to: a) Note the projected Revenue outturn underspend position of £0.018m; b) Note the projected Capital outturn break-even position; and c) Note the budget adjustment detailed at section 6. Item 1 EAR260825 Page 1 of 144
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3. Revenue Budget Projection – underspend of £0.018m by 31 March 2026 3.1 The tables in Appendix 1 present the projected year-end position for all services reporting to this board, by both subjective analysis (what the budget is spent on) and objective analysis (which division is spending the budget). Significant variances affecting the projected position are analysed further below. 3.2 It should be noted that the projected outturn position reported here is based on the latest information available, which is subject to change during the financial year. The impact of any change on this projection will be updated at each board cycle until the close of reporting Period 10. 4. Objective Analysis – Significant Variances 4.1 There are no significant objective analysis variances to report at this stage in the financial year. 5. Subjective Analysis – Significant Variances 5.1 There are no significant subjective analysis variances to report at this stage in the financial year. 6. Revenue Budget Virements 6.1. Under the Council’s financial regulations, Directors and their nominated officers, in consultation with the Director of Finance and Resources, have certain delegated authority to transfer sums between subjective budget headings within a service division to enable budget management throughout the financial year. This is known as ‘budget virement’. 6.2. Transfers between divisions of the same service / department in excess of £100,000, and transfers between services / departments must be authorised by the respective service Director/Chief Executive and the Director of Finance and Resources for submission to the relevant policy board for approval. Future reports may therefore ask the board to approve budget adjustments that are deemed necessary for good budget management. 6.3. Funding awarded to the Council for financial year 2025/26 from the Scottish Government Employability Grant and the UK Shared Prosperity Fund was reported to the Economy and Regeneration Policy Boards on 20 May 2025 and 18 March 2025, respectively. The Board is asked to note the following virement reflecting the realignment of budgets required to deliver the programme. Page 2 of 144
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Revenue Budget Adjustments Objective Heading Subjective Heading Amount (£m) Reason Economy and Development Employees 2.751 Temporary realignment of costs funded by external income streams. Project Costs* 1.015 Income (3.766) * Project costs can include supplies and services contracts, or payments to external bodies 7. Capital Budget Projection – break even position by 31 March 2026 7.1 The approved Capital Investment Programme 2025/26 to 2029/30 for Economy and Regeneration was £14.934m. The revised capital spend for 2025/26 is £14.683m. 7.2 The in-year Capital budget is forecast to break even by 31 March 2026 after a number of budget adjustments between years have taken place, to reflect revised programming of some capital projects. Details of these adjustments, which amount to (£0.251m), are as follows: Project Amount (£m) Budget accelerated to 2024/25 - updated cashflows Paisley Museum (3.715) Town Centre Regeneration (0.009) Budget brought forward into 2025/26 - updated cashflows Place Based Investment Fund 0.012 Town Centre Capital Fund 0.026 Retail Improvement Scheme 0.057 Paisley Art Centre Redevelopment 0.020 Paisley Town Hall Redevelopment 0.231 Paisley Learning & Cultural Hub 0.284 Paisley Junctions and Charging Hub 0.209 Sports Development - St James Playing Fields Redevelopment 0.388 Sports Development - Ferguslie Pavillion Upgrade 0.273 Sports Development - Hockey Pitch at On-X 0.043 Townscape Heritage CARS 2 0.014 Budget Increases in 2025/26 Place Based Investment Fund (grant award) 0.723 Shared Prosperity Fund (grant award) 0.482 West Tandlemuir (grant award) 0.061 Ferguslie Belltrees (grant award) 0.650 Total (0.251) Page 3 of 144
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Implications of the Report 1. Financial The projected budget outturn position for Finance, Resources and Customer Services’ Revenue budget is an underspend of £0.018m (0.6%) at 31 March 2026. Income and expenditure will continue to be monitored closely for the rest of the financial year and as far as possible, steps will be taken to mitigate any overspend. The projected outturn position for the Economy and Regeneration Capital budget is break-even, after the adjustments outlined at section 7. 2. HR & Organisational Development While staffing budgets form a significant proportion of the Council’s revenue budgets, there are no direct implications arising from the recommendations in this report. 3. Community/Council Planning Community Plan Our Renfrewshire is thriving The Council’s revenue and capital spend ensures that its facilities are fit for purpose and safe for the community, to maximise accessibility. Our Renfrewshire is well Our Renfrewshire is fair Our Renfrewshire is safe Council Plan Reshaping our place, our economy and our future The Council’s revenue and capital spend ensures that its facilities are fit for purpose and safe for the community, to maximise accessibility. Building strong, safe and resilient communities Tackling inequality, ensuring opportunities for all Creating a sustainable Renfrewshire for all to enjoy Ongoing revenue and capital budget monitoring is a tool to enable good financial management so that the Council has resources now and in the future for continued service delivery. Working together to improve outcomes 4. Legal There are no direct implications arising from the recommendations in this report. Page 4 of 144
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5. Property/Assets The capital expenditure noted in this report will result in improvements to Culture and Heritage assets and delivery of strategic place-shaping and regeneration. 6. Information Technology There are no direct implications arising from the recommendations in this report. 7. Equality & Human Rights While new areas of spend may impact on particular groups, any such impact would be assessed prior to the spend being incurred, therefore there are no direct implications arising from the recommendations in this report. 8. Health & Safety There are no direct implications arising from the recommendations in this report. 9. Procurement While Procurement is an important consideration prior to the Council incurring any revenue or capital spend, there are no direct implications arising from the recommendations in this report. 10. Risk The potential financial risk that the Council will overspend its approved revenue budgets for the year is managed at a Council-wide level by the Chief Executive and Directors. 11. Privacy Impact There are no direct implications arising from the recommendations in this report. 12. Cosla Policy Position N/a 13. Climate Change The Council aims to reduce its carbon and other emissions to net zero by 2030, however there are no direct implications arising from the recommendations in this report. Page 5 of 144
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14. Children’s Rights There are no direct implications arising from the recommendations in this report. List of Background Papers • Revenue Budget and Council Tax 2025/26, Council 27 February 2025 • The Capital Investment Programme 2025/26 to 2029/30, Council 27 February 2025 Author: Valerie Howie, Finance Business Partner; and Linsey McGregor, Capital Accountant. Page 6 of 144
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Appendix 1 RENFREWSHIRE COUNCIL REVENUE BUDGET MONITORING STATEMENT 2025/26 1 April 2025 to 27 June 2025 POLICY BOARD: ECONOMY AND REGENERATION Objective Summary Approved Annual Budget Budget Adjustments Revised Annual Budget at Period 3 Projected Outturn Budget Variance (Adverse) or Favourable £000 £000 £000 £000 £000 % Economy and Regeneration Management 160 (60) 100 98 2 2.0% Economic Development 1,146 14 1,160 1,160 0 0.0% Regeneration 1,658 82 1,740 1,724 16 0.9% NET EXPENDITURE 2,964 36 3,000 2,982 18 0.6% Subjective Summary Approved Annual Budget Budget Adjustments Revised Annual Budget at Period 3 Projected Outturn Budget Variance (Adverse) or Favourable £000 £000 £000 £000 £000 % Employees 2,000 2,787 4,787 4,769 18 0.4% Premises Related 22 35 57 57 0 0.0% Transport Related 3 0 3 3 0 0.0% Supplies and Services 24 81 105 105 0 0.0% Third Party Payments 0 0 0 0 0 0.0% Transfer Payments 610 899 1,509 1,509 0 0.0% Support Services 26 0 26 26 0 0.0% Depreciation and Impairment Losses 630 0 630 630 0 0.0% GROSS EXPENDITURE 3,315 3,802 7,117 7,099 18 0.3% Income (351) (3,766) (4,117) (4,117) 0 0.0% NET EXPENDITURE 2,964 36 3,000 2,982 18 0.6% Page 7 of 144
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Appendix 2 Prior Years Approved Budget Revised Projected Expenditure Budget Adjustments Budget Outturn Total Approved Projected to 31/03/2025 2025-26 2025-26 2025-26 Budget Outurn Project Title to 31-Mar-30 to 31-Mar-30 £000 £000 £000 £000 £000 £000 £000 ECONOMY & DEVELOPMENT Paisley Museum 50,420 13,076 (3,715) 9,361 9,361 0 0% 64,141 64,141 0 0% Place Based Investment Fund 2,150 1,095 735 1,830 1,830 0 0% 3,980 3,980 0 0% Town Centre Capital Fund 771 79 26 105 105 0 0% 876 876 0 0% Town Centre Regeneration 105 654 (9) 645 645 0 0% 2,550 2,550 0 0% Retail Improvement Scheme 13 0 57 57 57 0 0% 70 70 0 0% Shared Prosperity Fund 0 0 482 482 482 0 0% 482 482 0 0% West Tandlemuir 179 0 61 61 61 0 0% 240 240 0 0% Oakshaw Public Realm Works 0 30 0 30 30 0 0% 30 30 0 0% Ferguslie Belltrees 0 0 650 650 650 0 0% 650 650 0 0% Paisley Art Centre Redevelopment 3,730 0 20 20 20 0 0% 3,750 3,750 0 0% Paisley Town Hall Redevelopment 25,034 0 231 231 231 0 0% 25,265 25,265 0 0% Paisley Learning & Cultural Hub 6,716 0 284 284 284 0 0% 7,000 7,000 0 0% Paisley Junctions and Charging Hub 763 0 209 209 209 0 0% 972 972 0 0% Sports Development - St James Playing Fields Redevelopment 3,111 0 388 388 388 0 0% 3,500 3,500 0 0% Sports Development - Ferguslie Pavillion Upgrade 719 0 273 273 273 0 0% 992 992 0 0% Sports Development - Hockey Pitch at On-X 557 0 43 43 43 0 0% 600 600 0 0% Townscape Heritage CARS 2 4,085 0 14 14 14 0 0% 4,099 4,099 0 0% Total Economy & Development 98,353 14,934 (251) 14,683 14,683 0 0% 119,197 119,197 0 0% TOTAL ECONOMY & DEVELOPMENT 98,353 14,934 (251) 14,683 14,683 0 0% 119,197 119,197 0 0% *Rolling programmes have a prior year year expenditure of £0 as the expenditure is not directly linked from one year to the next as a singular project. RENFREWSHIRE COUNCIL CAPITAL INVESTMENT STRATEGY - NON-HOUSING SERVICES 1st April to 27th June 2025 POLICY BOARD: ECONOMY & REGENERATION Current Year 2025-26 Full Programme - All years Budget Variance (Adverse) or Favourable Budget Variance (Adverse) or Favourable Page 8 of 144
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___________________________________________________________________ To: Economy and Regeneration Policy Board On: 26 August 2025 ___________________________________________________________________ Report by: Chief Executive ___________________________________________________________________ Heading: Employability Services Update ___________________________________________________________________ 1. Summary 1.1 Employability has been a key priority for Renfrewshire Council for many years. Securing employment changes lives, creates opportunity and can lift people from poverty. Many individuals face significant challenges and barriers to obtaining and sustaining work and there is a strong demand for employability support. 1.2 Employability is a key element of the Council’s economic development service, Invest in Renfrewshire, and the team work with other members of the Renfrewshire Local Employability Partnership (LEP) to support people in the area to prepare for, and secure, work. 1.3 This report provides the board with an end of year report and general update on the delivery of Renfrewshire Council employability services, including: • An overview of 2024-25 delivery, client breakdown and performance. • An overview of the Local Investment Plan for employability, 2025-26. • Plans for September 2025, Renfrewshire Employability Month. ___________________________________________________________________ 2. Recommendations 2.1 It is recommended that the Board: (i) Note the end of year report for the performance and delivery of employability services in 2024-25 including 100% grant claims across both UK and Scottish Government funding allocations. Item 2 EAR260825 Page 9 of 144
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(ii) Note the Local Employability Partnership Annual Investment Plan for Employability delivery in 2025-26; (iii) Note the plans for Employability Month in Renfrewshire for September 2025. ___________________________________________________________________ 3. Background 3.1 Employability plays an essential role in delivering both Scottish Government’s 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 child poverty. 3.2 “No One Left Behind” promotes a partnership approach to employability at a local level where national 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 Employability Partnerships (LEPs) have been established in every local authority to design and deliver services that meet the needs of people and labour markets in their area. 3.3 Renfrewshire’s LEP has been established for over 14 years and is recognised nationally as best practice in terms of local place based partnership approaches to meeting the needs of the local area. Strong and trusting relationships amongst partners, open and transparent decision making and a data led approach, has ensured that employability services are working well and supporting local people, especially many who are considered amongst the hardest to reach and with the longest journeys into work. 3.4 Scottish Government funding for employability comes to the local authority (as the accountable body for the funds) for decisions to be made at the LEP level about the needs of the area. Renfrewshire LEP meets regularly throughout the year as a strategic group, supported by 6 thematic specialist groups and a practitioners network incorporating over 30 delivery partners. ___________________________________________________________________ 4. End of Year Report: 2024-25 Delivery of Employability Services 4.1 An overview of the planned Employability Services activity for 2024-25 was brought to the Economy and Regeneration Policy Board 27th August 2024. This outlined funding sources and indicative client numbers for the year ahead through the Annual Investment Plan (AIP). 4.2 Funding: the AIP indicated that external funding had been secured from the UK SPF for that year as well as the Scottish Government under No One Left Behind. Total External Funding secured was: Page 10 of 144
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Scottish Government Grant Commitment: £2,182,000 • NOLB All-Age Employability Support £942,000 • NOLB Tackling Child Poverty £1,240,000 UK SPF £1,200,000 TOTAL EXTERNAL FUNDS £3,382,000 UPDATE: Renfrewshire Council used, and submitted claims for, 100% of this funding to deliver the programme in 2024-5. All available funding was utilised. In addition, Renfrewshire Council, through the Invest in Renfrewshire programme, contributed over £1M to the delivery of employability services in 2024-25. 4.3 Client Numbers: estimated client numbers for the year were 1,800 of which 1,300 would be new registrations in that year. UPDATE: final numbers for the year showed that 1,902 individual people had been supported, of which: • 473 continued to receive support from 23/24 and had been included as the carry forward into April 2024. • 1,429 started as new entrants in this year. 4.4 Outcomes: the AIP estimated around 500 people would move into work through employability support in 2024-25. UPDATE: 528 people secured new employment through the service during that year with a further 150 people moving into other positive destinations such as education and training. In addition, 680 people achieved qualifications through the service (an increase from 350 people in the previous year). 4.5 Appendix 1 of this report provides a full report on the individuals getting support through the service during 2024-25. NOLB aims to support those with additional barriers to employment and who require the most support. The breakdown of client information provided in the Appendix identifies the key characteristics of those supported. 4.6 Appendix 2 of this report provides some typical case studies of clients supported. ___________________________________________________________________ 5. Employability: Annual Investment Plan for 2025-26 5.1 Renfrewshire Council is required to submit an Annual Investment Plan (AIP) to the Scottish Government which outlines the planned activities (in full, not just with NOLB funding) for each financial year. The plan includes all activities funded via the LEP and Invest in Renfrewshire and also provides some information on wider initiatives in the area. 5.2 The plan for the current year is similar to that submitted previously but with increased focus on specialist employability support for those with disabilities. Numbers and outcomes are expected to be very similar to the previous year. Page 11 of 144
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5.3 The Local Employability Partnership commission a range of required services at the start of each financial year and for the 25-26 period the following services are confirmed: No of PLACES THEMATIC GROUP DELIVERY PARTNER Grant awarded 20 CRIMINAL JUSTICE Apex (Labyrinth) (Criminal convictions) £44,435.52 12 VOCATIONAL Barnardos - Childcare Bootcamp £19,409.99 40 YOUNG PEOPLE Barnardos - Step 2 Work £85,707.22 30 YOUNG PEOPLE Barnardos - Works Digital £35,650.06 20 SELF EMPLOYMENT BDA - Self Employment (P) £44,400.00 5 VOCATIONAL Brick Lane Music Academy £5,196.00 12 DISABILITY Capability Scotland TBC £52,000.00 15 PARENTS/KINSHIP Challenges Grp £22,513.51 10 VOCATIONAL Generation - Green Skills Bootcamp £25,001.57 10 VOCATIONAL Glasgow Community Transport £54,319.52 10 VOCATIONAL GTG - Get into Mechanics £17,574.30 5 CARE EXPERIENCED Haus of Seisey £11,867.92 36 VOCATIONAL Hub International (Hospitality & Tourism) (Youth) £67,141.44 12 PARENTS/KINSHIP I Was Gonnae £13,375.00 36 REFUGEE/ASYLUM Kairos £8,380.94 10 YOUNG PEOPLE Kibble - Future Ready £15,768.35 10 VOCATIONAL Kings Trust £23,525.60 16 CRIMINAL JUSTICE Kustom Kruizers £9,216.00 10 PARENTS/KINSHIP RAMH Living Life to the Full £3,838.82 100 MENTAL HEALTH RAMH Wellbeing Skills for Work (Mental Health) £60,839.58 48 YOUNG PEOPLE Street League - Connected (Youth) £107,734.38 ? DISABILITY SUSE £44,237.26 50 PARENTS/KINSHIP The Lennox Partnership -Family £55,559.00 25 DISABILITY VIAS - Triple E (Disability & Long Term Health Conditions) tbc TBC VOCATIONAL Vocational ESOL TBC £10,000.00 16 VOCATIONAL WCS Care £14,040.00 20 REFUGEE/ASYLUM WCS ESOL £13,200.00 10 PARENTS/KINSHIP WCS YES Parents £6,300.00 24 VOCATIONAL WCS Construction TBC £34,000.00 48 MENTAL HEALTH Youth Inspired ASNND (Mental Health) £3,564.00 12 DISABILITY Youth Inspired Disability Wellbeing (Mental Health) £15,991.36 TBC CRIMINAL JUSTICE Youth Inspired Women in Justice £8,030.00 £1,045,580.54 5.4 The Invest in Renfrewshire staff team provide a range of core and specialist services to clients and each person has an individual client advisor to guide them through a range of programmes to support their individual needs. ___________________________________________________________________ Page 12 of 144
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6. Employability Month 6.1 Members may recall that in September 2024 the Local Employability Partnership piloted a Renfrewshire Employability Week which ran from 2-6th September. The key aim was to raise the profile of local employability services and to promote local awareness of current and future job opportunities and skill requirements across all sections of the community. 6.2 The week was an enormous success with over 1500 people participating in 25 events over the week and offering a range of key events, conferences, information sessions, employer visits, sectoral awareness sessions and open-door workshops to anyone interested in local employment. 6.3 As such it has been decided that in 2025 September will be “Employability month” in Renfrewshire. Council and partner agencies and local businesses will organise, or be involved, in activities throughout the month that will appeal to any employability group - school pupils, young people and their parents, particular target groups, or just people of any age and from any part of the community. Some events are aimed also at those looking to change career. Activities will provide an insight into local services and opportunities, or career paths within local organisations / employers, or raise awareness of a particular job sector and the range of jobs within. 6.4 While the month of activities is not yet finalised a draft event plan is attached as Appendix 3 to this report and a final copy can be shared with members by the end of August 2025 when all plans are confirmed. Implications of the Report 1. Financial -the report provides information on Scottish Government employability funding for the current financial year and reports a full 100% claim on the previous year grant award. 2. HR & Organisational Development – employability funding supports a range of council posts and these are secured again until end March 2026. HR have been consulted / informed. 3. Community/Council Planning – • Our Renfrewshire is thriving – 528 people were supported into work last year through participating in employability services. • Reshaping our place, our economy and our future – employability plays a major role in the local economy, supporting people to get into work. • Tackling inequality, ensuring opportunities for all – NOLB specifically ensures that those most disadvantaged are not left behind. • Working together to improve outcomes – the Renfrewshire Local Employability Partnership is an excellent example of joint working amongst local partners with the aim of improving outcomes and opportunities. 4. Legal – none Page 13 of 144
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5. Property/Assets – none 6. Information Technology – none 7. Equality & Human Rights - The Recommendations contained within this report have been assessed in relation to their impact on equalities and human rights. No negative impacts on equality groups or potential for infringement of individuals’ human rights have been identified arising from the recommendations contained in the report because it is for noting only. If required following implementation, the actual impact of the recommendations and the mitigating actions will be reviewed and monitored, and the results of the assessment will be published on the Council’s website. 8. Health & Safety - none 9. Procurement – none. 10. Risk – none. 11. Privacy Impact – none 12. Children’s Rights - none 13. Cosla Policy Position – not applicable. 14. Climate Risk – not applicable. _________________________________________________________ List of Background Papers Economy and Regeneration Board, 28th May 2024, Scottish Government Employability Grant Award 24-25 Economy and Regeneration Board, 27th August 2024, Employability Update Economy and Regen Board, 20th May 2025, Scottish Government Employability Grant Award 25-26 ___________________________________________________________________ Chief Executive’s RC 23 July 2025 Author: Ruth Cooper, Economic Development Manager, ruth.cooper@renfrewshire.gov.uk Page 14 of 144
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APPENDIX 1: Renfrewshire Employability Provision – Data Report 2024 – 2025 End of Year Report In Renfrewshire across all provision 1902 people have been supported. • 473 continued to receive support from 23/24 and have been included as the carry forward into April 2024. • 1429 started as new entrants this year. The following report looks at the data for this total group of 1902 participants. Client Status on Registration: Economic Status Final Year School pupil Economically Inactive Unemployed Employed (low wage) including self employed Unknown 207 346 1170 160 19 *Please note this is an indication of the client’s declaration if they are actively seeking/ready to work and does not represent their current benefit circumstances or requirement to find work. Client out of work benefits Not in receipt of benefits 738 Legacy benefits JSA/IS/ESA 89 UC - Intensive Work Search 907 UC - No work Related Requirements 59 UC- Work Focused Interview 10 UC - Work Preparation 24 UC - Working Enough/Light touch 25 Unknown 50 *Further improvements to this benefit data collection is being implemented in 25/26 to establish a better understanding of this data ( for example reason for no benefits being categorised) 110 83 86 239 122 32 52 6 174 194 188 283 148 58 107 7 0 50 100 150 200 250 300 350 400 450 500 550 15-17 18-19 20-24 25-40 41-50 51-54 55-64 Over 65 Gender and Age Female Male Other Prefer not to say Transgender Page 15 of 144
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Length of time out of work Length of time out of work Less than 6 months 471 Never worked 534 6 months up to 12 months 185 Age 15-17 237 12 months up to 2 years 162 18-19 175 2 years up to 5 years 153 20-24 69 5 years or more 146 25-40 35 Never worked 534 41-50 11 N/A - currently in employment 158 51-54 3 Unknown 93 55-64 4 *Please note for 25/26 recording length of time reporting has been improved to capture a more accurate length of time out of work for those who have never worked due the high numbers and impact on reporting. Client Home Address: Ethnicity The below table is a breakdown of ethnic origin and of within these groups who does not have recourse to public funds, are asylum seeker/refuges or have indicated English is their second language. *For 25/26 starts new data will be collected, for those who indicate English as a second language, to establish if they also require ESOL support. 0 50 100 150 200 250 300 350 400 Bishopton, Bridge of Weir and Langbank… Erskine and Inchinnan Ward Houston, Crosslee and Linwood Ward Johnstone North, Kilbarchan, Howwood… Johnstone South and Elderslie Ward Paisley East and Central Ward Paisley Northeast and Ralston Ward Paisley Northwest Ward Paisley Southeast Ward Paisley Southwest Ward Renfrew North and Braehead Ward Renfrew South and Gallowhill Ward Unknown Wards Client Ethnic Origin Total No Recourse to Public Funds English 2nd language Asylum Seeker/ Refugee African – Other 14 7 11 1 African, African Scottish, African British 13 9 9 Page 16 of 144
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Health and Disability Do you have any conditions lasting or expected to last 12 months or more? Yes No Prefer not to say Unknown 721 1136 12 33 Of the 721 : below is a breakdown of age and gender for these groups (do not total multiple conditions, there will be duplication). There are 1013 instances of different types of conditions indicating the number of people with multiple complex conditions. Females – 395 Male – 583 Trans Other Prefer not to say Condition 15- 19 20- 24 25 - 50 51 and over 15-19 20- 24 25-50 51 and over 18-19 20-24 20-24 51-54 Autism Spectrum Disorder / Condition - 116 21 5 6 0 30 27 23 1 1 1 1 0 Blindness or partial sight loss - 11 0 1 1 0 3 1 4 1 0 0 0 0 Deafness or partial hearing loss - 17 1 2 0 2 1 3 5 3 0 0 0 0 Full or partial loss of voice or difficulty speaking = 1 0 0 0 0 0 0 1 0 0 0 0 0 Learning difficulty = 76 13 8 3 2 22 8 16 2 1 0 1 0 Any Other Ethnic Group 22 2 17 5 Arab, Arab Scottish, Arab British 10 1 9 4 Asian/Asian British – Bangladeshi 5 2 4 1 Asian/Asian British – Chinese 4 0 1 Asian/Asian British – Indian 19 5 15 1 Asian/Asian British - Other Asian 26 3 14 9 Asian/Asian British – Pakistani 32 5 25 1 Black, Black Scottish, Black British 2 1 1 Black/African/Caribbean/Black British – African 45 23 29 2 Black/African/Caribbean/Black British – Caribbean 1 1 1 Black/African/Caribbean/Black British - Other Black 12 7 9 1 Caribbean or Black – Other 4 2 3 Caribbean, Caribbean Scottish, Caribbean British 1 0 Mixed/Multiple Ethnic Groups - Other Mixed 12 1 7 Other Ethnic Group – Arab 16 3 16 10 Prefer not to say 68 2 11 9 White – English 24 0 1 White - Gypsy / Traveller / Roma 1 0 White – Irish 6 0 White - Other 138 2 107 77 White - Other British 6 0 1 White – Polish 2 0 2 White – Scottish 1417 6 5 8 White – Welsh 2 0 Grand Total 1902 82 297 130 * of the 82 NRPF recorded only 3 of them are recorded as being asylum/refugee status Page 17 of 144
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Learning disability = 58 5 4 5 0 15 11 15 3 0 0 0 0 Long-term illness, disease or condition = 82 4 6 12 10 9 11 15 14 1 0 0 0 Mental health condition= 337 41 23 77 18 26 21 104 25 1 1 0 0 Other condition = 171 13 10 34 21 28 8 35 22 0 0 0 0 Other developmental disorder = 21 3 2 4 0 1 3 7 1 0 0 0 0 Physical disability = 89 5 3 18 10 2 3 22 25 0 0 0 1 Prefer not to say = 9 1 0 1 0 3 1 2 0 1 0 0 0 Disability Of the people above reporting a condition, 519 indicated this affected their lives a little or a lot. This response is used to indicate that the condition is a disability. Disability Yes, a lot Yes, a little Total Does your condition or illness/do any of your conditions or illnesses reduce your ability to carry-out day-to-day activities? 141 379 519 Of the 519: below is a breakdown of age and gender for these groups (numbers do not total as clients have multiple conditions). There are 750 instances of different types of conditions indicating the number of people with multiple complex conditions. Disability Female Male Other P Prefer not to say Trans- gender 15- 19 20- 24 25- 50 51 and over 15- 19 20- 24 25- 50 51 and over 20-24 51-54 18-19 Autism Spectrum Disorder / Condition = 83 15 4 6 0 22 18 15 1 1 0 1 Blindness or partial sight loss = 9 0 1 1 0 1 1 4 1 0 0 0 Deafness or partial hearing loss = 15 1 2 0 2 1 3 4 2 0 0 0 Full or partial loss of voice/ difficulty speaking = 1 0 0 0 0 0 0 1 0 0 0 0 Learning difficulty = 57 11 7 3 2 15 3 13 2 0 0 1 Learning disability = 42 3 4 5 0 12 6 9 3 0 0 0 Long-term illness, disease or condition = 47 1 3 9 5 3 5 12 8 0 0 1 Mental health condition = 273 33 18 65 16 19 16 83 22 1 0 0 Other condition = 119 9 6 28 16 17 7 21 15 0 0 0 Other developmental disorder = 18 3 2 4 0 1 1 6 1 0 0 0 Physical disability = 80 3 2 15 9 2 3 21 24 0 1 0 Prefer not to say = 6 1 0 1 0 2 0 2 0 0 0 0 For those who indicated either a health condition or disability the table below outlines the total number of people reporting under each condition. Please note there are significant differences across conditions where participants are less likely/ more likely to report the condition as a disability. *In 25/26 reporting we will continue to make improvements to the way we ask these questions, including staff awareness on how this data informs statistics and the need to support clearer disclosure. Page 18 of 144
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Condition Health Condition Disability Mental health condition 337 273 Other condition 171 119 Autism Spectrum Disorder / Condition 116 83 Physical disability 89 80 Long-term illness, disease or condition 82 47 Learning difficulty 76 57 Learning disability 58 42 Unknown 25 9 Other developmental disorder 21 18 Deafness or partial hearing loss 17 15 Blindness or partial sight loss 11 9 Prefer not to say 9 6 Full or partial loss of voice or difficulty speaking 1 1 In addition to this data 105 reported to be in receipt of non means tested disability benefits (PIP/DLA/ADP). Further information on out of work means tested benefits are included in previous tables above which will also include those who are out of work due to health conditions. *Further improvements to this benefit data is being implemented in 25/26 to establish a better understanding into the possible underreporting of this and encourage disclosure. Core and Commissioned Provision: The provision accessed by participants is as follows (clients can be on a number of programmes) : 2024/25 REP - Invest Programme 1730 2024/25 REP – Employer Recruitment Incentive 3 2024/25 REP - Funded Work Placement (External) 10 2024/25 REP - Traineeship ( Internal) 45 2024/25 REP - Apex Labyrinth Programme 19 2024/25 REP - Barnardo's Step2Work Programme 58 2024/25 REP - Barnardo's Works Best Programme 38 2024/25 REP - BDA Self Employment Programme 32 2024/25 REP - GCC Invent your Future Programme 27 2024/25 REP - GTG Warehouse & Storage Programme 12 2024/25 REP - Haus of Seisay Hairdressing Academy 11 2024/25 REP - HI Hospitality & Tourism Programme 40 2024/25 REP - Impact Arts - Express Yourself 8 2024/25 REP - IWG Charity Music Programme 8 2024/25 REP - Kibble Future Ready Programme 17 2024/25 REP – Lennox Partnership Strive 2nd Chance 11 2024/25 REP – Lennox Partnership Strive Youth 10 2024/25 REP - Project Search Programme 12 2024/25 REP - REEM Thriving Families Project 10 2024/25 REP - Saltire 'English for Work' Programme 8 2024/25 REP - Street League Connect Programme 36 Page 19 of 144
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2024/25 REP - The Princes Trust Get Into Programme 12 2024/25 REP - VIAS Triple E Programme 29 2024/25 REP - WCS - Construction Programme 7 2024/25 REP - WCS – YES Criminal Justice Programme 12 2024/25 REP - WCS - ESOL Employment Programme 14 2024/25 REP - WCS – YES Parents Programme 17 Qualifications Achieved From 1st April 2024 until 31st March 2025 , 680 people gained a qualification whilst participating in training and employability support. Level of Qualification Number of people Unknown 6 Non Accredited Qualification 51 SCQF Level 1-4 (Access 1,2,3,4/National 1,2,3,4/Skills for Work/Intermediate 1,/General Standard Grade - SVQ1 - ISCED Level 2) 584 SCQF Level 5 (National 5/Intermediate 2/Credit Standard Grade - SVQ2 - ISCED Level 3) 105 SCQF Level 6 (Higher - SVQ3 - ISCED Level 3) 16 SCQF Level 7 (Advanced Higher - ISCED Level 3) 1 SCQF Level 10 (Honors Degree - Professional Apprenticeship - ISCED Level 6) 1 Total Unique People 680 Positive Destination From 1st April 2024 until 31st March 2025, 1902 people were supported in their employability journey. 1474 people either completed or left the service with 678 people moved into a positive destination . 428 continued on their support programme into the following year. Of the 678 who moved into a positive destination 528 moved into new or improved employment, with the rest entering, education, training, volunteering or returning to school. (Please note that of the unique people some had more than 1 positive outcomes and so the total figures are larger than the number of unique people with positive outcomes). Positive Outcomes Returned to School Entered Volunteering Entered Employment Entered Education or Training Total Unique people Female 3 9 218 52 272 Male 6 11 306 84 398 Other 0 0 1 0 1 Prefer not to say 0 1 2 0 3 Transgender 0 1 1 2 4 Total 9 22 528 138 678 Of those supported in 24/25 around 428 were still active on caseloads and carried forward into the new financial year. Any outcomes for those clients will be reported in 2025-26 figures. Page 20 of 144
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APPENDIX 2: Examples of Client Case Studies Cynthia secures employment as a Medical Receptionist following Invest in Renfrewshire Medical Administration Programme. Cynthia worked part time in a Chinese take away answering calls and taking telephone orders for customers, but knew she wanted to do more than this whilst juggling family life and supporting her family. Cynthia registered with Invest in Renfrewshire and her advisor Agnes suggested she apply for a place on the forthcoming Medical Administration delivered in partnership by Glasgow Clyde College. Cynthia commenced the course in the Autum of 2024 and successfully completed it 12 weeks later. The Medical Administration course was classroom-based learning coupled with support from Invest in Renfrewshire Employer liaison Team to actively source and secure work experience placements. Throughout Cynthia’s work experience Therese, within the Invest in Renfrewshire Employer Liaison Team, continued to support Cynthia to ensure her CV was updated and that she was being marketed to local employers and GP surgeries. With the support from Therese, Cynthia was soon successful in securing a Medical Receptionist position in a local GP practise. Antonia start work with the Richmond Fellowship Antonia was referred to Invest though her job centre as she had been unemployed for the past 2 years. She needed support to improve her employability skills, confidence and search for employment. Antonia is a lone parent and stays with her 2 children (17yr old daughter and 19yr old son) in rented accommodation. Antonia’s daughter was diagnosed with autism and was going to start college. Her son is at university, he is also autistic, ADHD, dyslexic dysgraphia and has dyspraxia. This has all had a toll on Antonia’s health, she suffered from stress, anxiety, depression which stemmed through personal issues and had come out of an 8 year abusive relationship. Antonia was on medication and had also suffered from back pain. She had also been told she may be on the Autism spectrum and was waiting on a diagnosis. Antonia did not have much of a support network, felt isolated and her confidence had taken a major dip. Antonia was offered a wide range of support from the Invest in Renfrewshire team including a benefits check and better off in work calculation, wellbeing advisor support, access to RAMH services for wellbeing and mental health support, in-house employability skills sessions including CV writing, interview skills and job search and financial support for work. With help and guidance she successfully secured a full-time Support Practitioner role at the Richmond Fellowship. Her Advisor said “Sustaining employment has had a significant impact on Antonia and her family financially. It has also had a significant impact on her wellbeing, confidence, and sense of achievement. Antonia feels increasingly empowered and has the tools needed to deal with the challenges associated with starting employment. She is developing a growth mind set where she views new challenges as an opportunity for development. She is also more connected and equipped with network and knows where to ask for help and support where she needs it. Antonia feels more connected at work and has met good colleagues which is reducing her isolation.” Page 21 of 144
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Kevin secures work with George Leslie Ltd Kevin initially registered with Invest in Renfrewshire as he was seeking to move from his current part time role in retail to a full-time role within the Construction Industry which aligned with his HNC in Construction Management qualification. Kevin did not have related work experience so the Invest in Renfrewshire Team arranged a short work experience placement on site with the Kier Group at the Paisley Museum Development and to attend an employer Information Session by George Leslie Ltd held at The Russell Institute. Kevin spoke to the employer about future work and it was then agreed an interview would be set up for Kevin to attend George Leslie Ltd. Kevin was delighted to learn he was successful at interview and started employment soon after with them. George Leslie’s Project Manager Michael said - Kevin has shown enthusiasm and professionalism from the start and has developed at a steady pace showing his ability to conduct good quality work consistently. He is continuing to pick up more skills and experience, whilst taking up more responsibility in tandem with this. Kevin is an asset to the team. Kevin told us – “I really enjoy working as an engineer with the George Leslie team across various projects. Every day is different & there’s always a new something new to learn. Since starting with George Leslie, I have been able to develop myself with the support of my team & through further training. I first approached invest in Renfrewshire, looking to gain work experience & support in gaining employment in construction. Through invests links with local employers. I was able to gain work experience in construction. leading on from my work experience & with further support & advice from invest. I was able to secure employment with George Leslie. I would not hesitate to recommend others to contact Invest in Renfrewshire if you are looking for help to secure employment”. Page 22 of 144
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APPENDIX 3: Renfrewshire Employability Month Calander (correct at 24/7/25 – other events still being added) MONDAY TUESDAY WEDNESDAY THURSDAY FRIDAY W EEK 1 1st Breakfast Event: Green & Digital Jobs- Tech & Data Careers. LA/WCS/Employers/DWP Russell Institute Networking breakfast for employers and jobseekers focusing on growth sectors such as green energy and digital technology. Primary Schools Poster Competition Launched- ‘when I grow up I want to be’ 2nd My Future Pathways - Enterprise/Industry awareness 1-3pm 30 pupils to Start up Street Paisley 3rd The benefits of Volunteering Adult & Youth Sessions Engage/One Ren /Invest Why volunteering should be for you. Russell Institute 10-12 tbc 4th Hold -Malcolms Logistics event open to all target groups with school pupils first and other sessions to follow tbc 5th Mini Recruitment Event – Invest/DWP Construction, Retail, Hospitality Russell Institute - 9:30-12 Include Morrisons Construction. W EEK 2 8th Poss CLD event - Foxbar community centre Invest Renfrewshire Schools Assembly Paisley Grammar 2pm 5th year students 9th Armed Forces Recruitment & Information Fair Armed Forces/DWP/Invest Explore careers in the military and civilian support roles for veterans and families. Russell Institute 10am – 11.30am Scottish Leather group Industry awareness site visit 2 schools: 10th Community Recruitment Event – Jobs Fair, Johnstone –Invest/DWP Station 7 time tbc Scottish Leather group Industry awareness site visit – 1 schools: 11th Hold -Malcolms Logistics event open to all target groups with school pupils first and other sessions to follow tbc 12th Fairer Renfrewshire Panel How are we doing? Measure our services using our lived experience panel- Continuous Improvement – Invest/DWP/SDS Russell Institute 10-1 Page 23 of 144
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APPENDIX 3: Renfrewshire Employability Month Calander (correct at 24/7/25 – other events still being added) School 1- 9:30am- 11:30am School 2 – 1pm- 3pm School 1- 9:30am- 11:30am W EEK 3 15th STEM fortnight week 1 STEM Employer visit Thermal Fisher Poss CLD event , Foxbar Community centre St Marys Primary School- MyWoW Live 16th LEP Conference 9:00-13:00 tbc Paisley Town Hall Breakfast Event: Family Friendly Workplaces & Tackling Child Poverty. Panel with employers from public, private and third sectors showcasing best practice in flexible and inclusive working. Invest in Renfrewshire STEM employer visit Thermal Fisher 4x ½ day sessions. 30 pupils per session. S1/S2 target groups 17th UWS/WCS SKILLS EVENT 10:00-13:30 UWS Paisley Campus Engineering/AI/Business mang pathways . All target groups and local employers Transport required for target schools. Scottish Leather group Industry awareness site visit – 2 schools : School 1- 9:30am- 11:30am School 2- 1pm- 3pm St Fergus PS – MyWoW Live 18th Get Started event for School Leavers SDS/Schools/ Explore Opportunities for School Leavers- Market Place tbc Scottish Leather group Industry awareness site visit – 2 Schools: School 1 – 9.30am – 11.30am School 2 – 1pm – 3pm Careers with Purpose (to be moved ) Workshop. Explore roles in third sector and community work. Invest/Engage Russell Institute Explore Self-Employment with Start-Up Street Renfrew Start Up Street. Renfrew Morning slots: 9am – 11am Afternoon slots: 3pm – 5pm Eventbrite booking 19th Possible employers event re apprenticeship/upskilling current staff UWS/WCS/RC Possibly online event Page 24 of 144
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APPENDIX 3: Renfrewshire Employability Month Calander (correct at 24/7/25 – other events still being added) Highlighted events either fully or partially target school pupils W EEK 4 22nd STEM fortnight week 2 Breakfast Event: Health & Social Care; Challenges & Opportunities- Care Providers/HSCP Session with employers from Health & Social Care exploring workforce needs. Venue tbc St Peter’s PS- MyWoW Live STEM employer visit Altrad Babcock 2 x 2 hour sessions (60-80 places) S1-S4 target group. Lab work/eng focus 23rd Public Sector Event 9:20-12:30 Paisley Town Hall First 1.5hrs school pupils 150+ pupils plus other target groups after 24th Introduction to AMIDS – Influencers event opportunity for teachers, college and university lecturers, careers advisors and public sector practitioners to learn all about AMIDS. 3:45-5:45pm @ AMIDS Pathways into Creative Industries in Renfrewshire – UWS, WCS, CI’s Opportunities in Creative Industries In Renfrewshire St Charles PS – MyWoW Live 25th Reverse Jobs Fair/ Employers/Clients/DWP/Invest Explore Vacancies/Reverse Jobs Fair Russell Full day room hold 26th Bank Holiday St James Primary School – MyWoW Live Page 25 of 144
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___________________________________________________________________ To: Economy and Regeneration Board On: 26 August 2025 ___________________________________________________________________ Report by: Chief Executive ___________________________________________________________________ Heading: DFN Project SEARCH Renfrewshire - Annual Update ___________________________________________________________________ 1. Summary 1.1 Invest in Renfrewshire, working in partnership with Glasgow Clyde College, has successfully delivered DFN Project SEARCH Renfrewshire since 2015. 1.2 DFN Project SEARCH Renfrewshire supports around 12 interns each year, each of whom has a learning disability, autism spectrum condition or both. Interns are provided with intensive work experience, as well as academic and employability support, to move towards a job outcome. 1.3 This report updates on progress for the 2024 / 25 programme and confirms continued delivery of the programme into 2025 / 26. 2. Recommendations 2.1 It is recommended that the Board: a) Note the content of this report and continuation of programme delivery into 2025/26. 3. Background: 3.1 DFN Project SEARCH has been delivered in partnership by Invest in Renfrewshire and Glasgow Clyde College since 2015 and has, to date, supported 100 Renfrewshire residents across ten cohorts. Item 3 EAR260825 Page 27 of 144
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3.2 DFN Project SEARCH Renfrewshire is a business-led, one-year transition to employment programme for young people aged 17 – 29, who have been diagnosed with a learning disability, an autism spectrum condition or both. 3.3 Up to 12 students, who are referred to as interns, are selected each year. Interns participate for 35 hours per week, Monday to Friday - 08:30 to 15:30. They split their time between a classroom-based environment, which has been created within Renfrewshire House, and on work placement within Renfrewshire Council and with local businesses. 3.4 Each intern completes 3 different work placements or ‘rotations’ during the academic year. These are generally for 20 hours per week and 10 weeks per rotation. Collectively the rotations provide each intern with up to 600 hours of work experience. These work rotations provide interns with opportunities to gain a wide range of new and transferable skills, different aspects of occupational experience and to showcase their attributes and abilities to prospective employers. 3.5 Interns also receive lecturer support and work towards achievement of SQA qualifications and job-related certifications such as Manual Handling and Elementary First Aid at Work, which assist them whilst in placement. Our supported employment job coaches provide guidance and assistance to undertake job task requirements and with employability support such as CV writing, interview techniques and job searching. 3.6 All aspects of programme delivery allow us to agree individual employment aspirations with the interns and to support them towards securing ongoing suitable employment the end of the programme. If suitable employment has not been secured on completion of the programme, participants will continue to receive up to one year of throughcare employability support to help them progress onto employment. 3.7 Employment rates in Scotland are estimated at 4% - 8% for people with learning disabilities and 29% for autistic people (Source: Scottish Government) and so DFN Project Search contributes significantly to the outcomes of young people participating in the programme. ___________________________________________________________________ 4. DFN Project SEARCH Renfrewshire Delivery 2024 / 25 4.1 Ten interns started our tenth cohort in August 2024 with 1 intern unfortunately leaving during the programme year, due to a road traffic accident. The intern has been offered the opportunity to return to the programme, should they wish, once their rehabilitation is complete. 4.2 The remaining interns completed work rotations across a variety of roles including catering, cleaning, clerical and administration, customer services, and leisure services. 4.3 Nine interns successfully graduated in June 2025 with each achieving all college academic requirements. The graduates also successfully gained certifications in: Food Hygiene, First Aid, Manual Handling, Health and Safety at Work and Customer Care. Page 28 of 144
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4.4 Seven graduates have successfully gained employment including six who have gained roles within Renfrewshire Council (1 within the Councils Modern Apprenticeship Programme and 5 within our Soft FM team). Job outcome rate for 2024 / 25 is 70%. 4.5 A further graduate has also secured a higher level college place. Overall positive destination rate is 80%. 4.6 In total, 62 graduates (62%), across ten Renfrewshire cohorts since 2015, have progressed to a positive job outcome. ___________________________________________________________________ 5. DFN Project SEARCH Renfrewshire Delivery 2025 / 26 5.1 Delivery for 2024 / 25 has been confirmed for the year ahead. 5.2 The recruitment process has been completed with offers having been made to, and accepted by, 12 young Renfrewshire residents to participate in this years cohort. 5.3 Discussions are ongoing with both internal service managers and external businesses with the aim to agree a wide and varied range of work rotation placements, which will meet the work aspirations of this year’s interns. ___________________________________________________________________ 6. 10th Year Anniversary 6.1 DFN Project SEARCH Renfrewshire achieved its’ 10th Year Anniversary during the 2024 / 25 session. 6.2 This significant milestone was marked across 2024 / 25 delivery including: • Production of a short celebration video, charting the 10 years of success in Renfrewshire; • Compiling and sharing a series of ‘Where are they Now’ Case Studies, which highlighted the progression of ex-Graduates; and • Hosting a 10 Year Celebration event which took place on 28 March 2025 at Paisley Town Hall to coincide with National Supported Internship Day. ___________________________________________________________________ 7. Future Reporting 7.1 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. Page 29 of 144
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2. HR & Organisational Development – 2 FTE posts within Economic Development are supported to deliver this programme. 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. 12. Climate Risk – Not Applicable. 13. Children’s Rights – None 12. COSLA Policy Position – Not Applicable. _________________________________________________________________ List of Background Papers • DFN Project SEARCH Renfrewshire Update; Economy and Regeneration Board; 27 August 2024 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 ___________________________________________________________________ Chief Executive’s MM 23 July 2025 Author: Michael Moran, Assistant Economic Development Manager Email: michael.moran@renfrewshire.gov.uk Page 30 of 144
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___________________________________________________________________ To: Economy and Regeneration Policy Board On: 26 August 2025 ___________________________________________________________________ Report by: Chief Executive ___________________________________________________________________ Heading: Renfrewshire Council Community Benefits (Community Wealth Building) 1. Summary 1.1 This report provides a background to the Council’s community benefits programme and summarises current economic development activity supporting the delivery of community added value from Council contracted spend. 1.2 This paper sets out how community benefits link to the Council’s Community Wealth Building [CWB] agenda for Renfrewshire and highlights some of the opportunities that community benefits can create for local organisations, people and places to thrive and prosper because of the added value created. ___________________________________________________________________ 2. Recommendations 2.1 Board members are asked to: • Note the current activity undertaken to maximise community added value for local people, communities and organisations from the Council’s community benefits programme. • Note that further updates on the Council’s community benefits programme will be reported to a future board. ___________________________________________________________________ Item 4 EAR260825 Page 31 of 144
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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 The obligation to include community benefits in our procurement process comes from legal requirements from the Sustainable Procurement Duty within the Procurement Reform (Scotland) Act 2014. 3.3 Renfrewshire Council fully supports this method of achieving sustainability in contracts and has identified one of its key objectives to be the exploring of ‘all opportunities to use its procurement activities to promote its wider policy objectives, including social, economic and environmental objectives’ in its Procurement Strategy. 3.4 Over the past few years, officers from the Economic Development and Procurement teams have worked closely together to strategically and intentionally promote progressive procurement of goods and services, as a means through which greater social, economic and environmental benefits can be achieved for our local people, businesses and communities as part of the Council’s wider Community Wealth Building agenda. 3.5 In response to the introduction of the Community Wealth Building (Scotland) Bill (March 2025) which sets out the ‘use of public procurement to facilitate or support such generation, circulation and retention of wealth to local communities’ as a key measure, it is vital the Council uses its purchasing power as a critical lever to deliver added economic, social, and environmental value through its community benefits programme. ___________________________________________________________________ 4. Current Economic Development Activity 4.1 The community benefits forum, is a key lever for the delivery of benefits from existing contracts. The forum comprises of core delivery partners from the Council’s Invest in Renfrewshire, Education and Business Gateway services as well as Engage Renfrewshire. 4.2 As chair of the forum, the CWB Coordinator has grown the forum membership to include representation from wider council services such as HSCP, Housing, ICT and Connected Communities ensuring that benefits are focused on supporting the right people in the right places across Renfrewshire and, most importantly, that benefits reach those most in need. 4.3 The forum’s remit has also been extended to build a range of social, economic, or environmental conditions into the delivery of Council contracts from pre- Page 32 of 144
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tender stage to address local priorities and to ensure that the Council focuses on maximising the benefits of large infrastructure projects on localities. Operational delivery sub-groups formed of suppliers, sub-contractors, delivery partners and coordinated by the CWB Coordinator have been formed to ensure delivery is managed across the life of the contract. 4.4 To help direct community benefits to where they make the most impact, relevant officers are seeking to input at pre-tender stage to examine where we think benefits are required and are achievable under the contract. This work is essential in ensuring benefits are relevant to the social and economic conditions of our localities and are deliverable for suppliers under the terms of the contract. 4.5 Improved supplier guidance and greater input from delivery partners at a much earlier stage has led to a more meaningful approach to understanding the needs of priority groups. This shifted focus from community benefits as a tick box for suppliers to a means of delivering good quality engagements that have a real impact for communities. 4.6 In the past there were many community benefits offered by suppliers, however these were tracked manually and, therefore, challenging to quantify. As a result, it was difficult to measure and report on what local benefit was delivered and how much impact this had on improving outcomes for local people. As such it presented a huge opportunity lost. 4.7 In order to strengthen tracking and monitoring of community benefits, Economic Development have purchased the Cenefits system for use across the Council. Cenefits enables the Council to measure whether and how well these benefits are being achieved, and report on value added to local people, organisations and communities. Cenefits is now fully embedded in the community benefits process allowing tighter management and monitoring of the suppliers’ community benefit obligations and providing fully reportable quantative and qualitative information on outcomes achieved. 4.8 To support the implementation of the system and to meet reporting requirements, Economic Development part funded a role within the Procurement team to strengthen ongoing work. As part of our joint approach to improving communication with suppliers and to add energy and momentum to the community benefits delivery process, Economic Development and Procurement have worked together to deliver community benefits webinar sessions in partnership with the Supplier Development Programme and Cenefits. These sessions have been very well attended and have received positive feedback from our supply chain. In addition, the CWB Coordinator attends several HSCP, communities and other strategic planning forums to raise awareness of the Council’s community benefits work. ___________________________________________________________________ 5. Key community benefits outcomes delivered in FY24/25 5.1 As a result of some of the significant changes brought in, this is the first year that we have been able to report on the impact of community benefits, with FY 2024/25 producing the first fully reportable activity. Page 33 of 144
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5.2 The figures in this report represent financial year 2024/25, taken from the period of 1st April 2024 to 31st March 2025. As community benefits are delivered on a rolling programme these figures reflect a single point in time and may change subject to reporting period and reporting criteria. 5.3 In FY24/25, 179 benefits were realised across 64 Council contracts delivering added value and improving outcomes in real terms for Renfrewshire communities: 5.4 Figures shown represent benefits fully delivered during 2024-25. Some community benefit outcomes can take a period of years to complete and/ or may have been committed on projects which span across several years, therefore, may not be included in this period. 5.5 Appendix A to this report provides a range of case studies which illustrate some of the positive outcomes that can be realised for local people, communities and businesses from each type of community benefit noted in the figures above. 5.6 Appendix B offers a case study for the Paisley Grammar Community Campus and illustrates the scope, range and scalability of the community benefits offer Page 34 of 144
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on a large capital project delivered over a period of several years. In this case, the contractors in the supply chain are involved in leaving a positive legacy through their community benefit commitments across the life on the contract and beyond. ___________________________________________________________________ 6. Next Steps 6.1 Further work is being undertaken by the community benefits forum to identify opportunities to bring in to scope some contracts and frameworks such as ICT and Early Years & Childcare where community benefits have not previously been sought. 6.2 The close relationship between Economic Development and Procurement teams in the Council has fostered joint responsibility for the delivery of community added value. This work will be strengthened by implementing a robust end to end process for the management of the community benefits programme going forward. 6.3 The Community Wealth Building (Scotland) Bill compels the Council to take on more responsibility for the strategic planning of the economic and social impact of contracted spend and other Council activity which generates community added value. In addition, recent changes to the National Planning Framework 4 (NPF4) seeks to encourage, promote and facilitate the maximisation of added social value in local government decision making. The key policies influencing this agenda are Policies 11C (Energy) and policy 25 (CWB), both have a direct reference to added value in development proposals with reference to the community wealth building agenda. 6.4 To ensure that we maximise economic, social and community added value across all areas of Council activity and spend, the Economic Development team are exploring a range of opportunities and approaches to harness significant additional benefits for the local area. These include benefits to be sought from renewable energy projects, planning applications, benefits accrued through Scotland Excel frameworks and regionally funded projects, along with the potential opportunity to pilot delivery of Scottish Government (procurement) benefits. 6.5 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 identify at present other than the community benefits highlighted in this report 2. HR & Organisational Development – There are no implications Page 35 of 144
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3. Community/Council Planning – CWB is a key feature of the current Council Plan, Procurement Strategy and Community Learning and Development Plan. 4. Legal- There are no immediate implications however, going forward new community wealth building legislation is likely to be published in Scotland. 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 4 (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 9. Procurement - There are no new implications however, procurement and the tracking of the public pound and 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. Climate Risk -There are no implications 13. Children’s Rights - There are no implications 14. 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. _________________________________________________________ List of Background Papers - None ___________________________________________________________________ Chief Executive’s MD 25 July 2025 Author: Morag Doig, Community Wealth Building Coordinator, Renfrewshire Council Email: morag.doig@renfrewshire.gov.uk Page 36 of 144
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Appendix A: Community Benefit Case Studies New Entrant Job Created Luke was taken on as a Window Cleaning Technician by Caledonian Maintenance Services Limited as part of their Community Benefit requirement. He was taken on full time at a minimum of 30 hours per week. Prior to this, Luke had been unemployed for 4 years, though he was a caring for elderly relatives as a full-time carer. Since joining the team, he has completed a number of training courses including CSCS, IPAF, First Aid etc and in just the first 2 months of his employment he also progressed to Team Leader. Community Engagement: Funding Opportunity For their Community Benefit Robertson-Acom Limited, donated £5000 to a local charity called 'Lisa's Gift'. This charity is run on a completely voluntary basis with every penny raised going to those who need it most. The charity offers financial assistance to students attending Renfrewshire schools, who may require support, to allow them to take part in the full range of school based and extra-curricular activities. For example, the money donated was used to fund breakfast clubs, warm winter clothing, pe kits, trips home and abroad, emergency food parcels and fuel for families. Graduate Job As part of the new Paisley Grammar Community Campus build, local Gallowhill resident Sophie was taken on in a permanent position as a ‘Communities and Social Impact Trainee’. This was to fulfil supplier, Morrison Construction Ltd Community Benefit to deliver a ‘New Graduate Job’. Sophie has been supported to complete a 4-year graduate apprenticeship in business management using the paisley grammar project as a learning tool to support her through university. Now over a year on Sophie continue to thrive and is enjoying her role. Local Supply Chain Development Opportunities As part of their Community Benefits requirements John McGeady Ltd provided 4 subcontracting opportunities for 4 Renfrewshire based SME’s. ➢ SME - MTEC Construction ➢ Social Enterprise - Scotland's Bravest ➢ SME – WRC Recycling 1. SME - CMC Electrical (Scotland) Ltd. Page 37 of 144
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Appendix B: New Paisley Grammar School Community Benefits Paisley Grammar School Build Community Benefits (across all 6 contracts) Total Number of Benefits to be delivered 2022-2027 180 Benefit Type Total benefits committed 2022-27 (180) New Entrant Jobs Created 14 Graduate Jobs Created 8 Modern Apprenticeships 4 Work Experience Placements 51 Workplace Visits and Career Events 39 Upskilling of the Workforce 16 Local Supply Chain Development Opportunities 19 Community Engagement: Funding Opportunities 18 Community Engagements (donation of time, expertise, materials and equipment) 11 Page 38 of 144
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___________________________________________________________________ To: Economy and Regeneration Board On: 26 August 2025 ___________________________________________________________________ Report by: Chief Executive ___________________________________________________________________ Heading: Greater Renfrewshire and Inverclyde 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 2024/25. 1.2 The report also outlines an increased allocation of funding from the Scottish Government and the proposed approach for delivery for 2025/26, 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 range and depth of rural based projects which were funded and successfully delivered during 2024/25. b) Note the updated offer from Scottish Government to award £233,225.25 to the Greater Renfrewshire and Inverclyde area for the delivery of the Community Led Local Development programme for 2025/26. This is an increase of £58,139 from the previous Board report in May 2025. 3. Background 3.1 The Scottish Government introduced the Community Led Local Development (CLLD) Programme in 2023/24. Item 5 EAR260825 Page 39 of 144
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The Greater Renfrewshire and Inverclyde (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 2024/25 4.1 Scottish Government provided initial funding of £150,347.89 to GRI LAG to deliver CLLD programme requirements to 31 March 2025. This was allocated as £81,797.29 (revenue) and £68,550.61 (capital). 4.2 Scottish Government then advised of an increased award in November 2024 which raised the allocation to £243,595.76. This was allocated as £175,045.15 (revenue) and £68,550.61 (capital). 4.3 GRI LAG initially decided to utilise the allocated funding through delivery of a Revenue Grants Scheme with funding of between £5,000 to £10,000 available for successful applicants. A Capital Grants Scheme was also available with funding of between £10,000 - £25,000 available for successful applicants. 4.4 When the second tranche of funding was advised, GRI LAG further decided to extend the opportunity for local organisations to access the Revenue Grants Scheme with funding of between £1,000 - £5,000 available for successful applicants. 4.5 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) 4.6 Forty (40) expressions of interest were received for GRI LAG support (22 from Tranche 1 and 18 from Tranche 2) and all were invited to submit a full application. Page 40 of 144
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• 26 applied for the small grants revenue scheme with 21 receiving funding. • 7 applied for the capital grants scheme with 4 receiving funding. • A list of all successful projects is noted at Appendix 1. 4.7 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. 4.8 The late receipt of part of the funding and the requirement for all projects to be completed, invoiced and paid prior to 31 March 2025 did present a number of challenges. So not all funding could be allocated. 4.9 A total of £191,205.32 (78.5%) of the potential grant allocation of £243,595.76 was spent in 2024/25 - an end of year underspend of £52,390.44 (21.5%). ___________________________________________________________________ 5. CLLD Delivery 2025 / 26 5.1 Scottish Government confirmed an initial tranche of funding of up to £175,086.63 has been allocated to GRI LAG to deliver CLLD programme to 31 March 2026. This included an allocation of £100,000.00 (revenue) and £75,086.63 (capital). 5.2 Board were advised of this at their meeting of 20 May 2025 and agreed that Renfrewshire Council would continue to act as Lead Partner and Accountable Body 5.3 Scottish Government have since advised of an increased offer of funding up up to £233,225.25, an increase of £58,139. This new allocation provides £100,000 (revenue) and £133,225.25 (capital). 5.4 GRI LAG has decided to utilise the allocated funding through delivery of a Revenue Grants Scheme with funding of between £5,000 to £10,000 available for successful applicants. A Capital Grants Scheme is also available with funding of a minimum of £15,000 available for successful applicants. 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. Page 41 of 144
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5.6 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) ___________________________________________________________________ 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 £233,225.25 has been allocated by Scottish Government for the 2025/26 period. 2. HR & Organisational Development – Elements of 3 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. 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 Page 42 of 144
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14. COSLA Policy Position – Not Applicable. ___________________________________________________________________ List of Background Papers • Community Led Local Development (CLLD) Grant Award 2025/26; Economy and Regeneration Board:, 20 May 2025. • Greater Renfrewshire and Inverclyde (GRI) Community Led Local Development (CLLD) Update; 21 January 2025. • Greater Renfrewshire and Inverclyde (GRI) Community Led Local Development (CLLD) Update; 27 August 2024. • Community Led Local Development (CLLD) Update 2023/24; Economy and Regeneration Board; 23 August 2023 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 _________________________________________________________________ Chief Executive’s MM 23 July 2025 Author: Michael Moran, Assistant Economic Development Manager Email: michael.moran@renfrewshire.gov.uk Page 43 of 144
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Appendix 1 – Projects supported and grant allocations 2024/25 Small Grant Revenue Projects – Tranche 1 These were available for projects requiring LAG funding between £5,000 - £10,000. Project Description LAG funding Folks Music Project CIC – Winter Warmers Music Sessions 18 x weekly 2 hr folk music sessions held in The Bank, Neilston. This provided a space for those at risk of social isolation with access to a warm space, hot food and entertainment during the winter months.- 53 people participated. £4,075.00 Financial Fitness – Eradicating Child Poverty Financial Fitness are Inverclyde’s welfare, benefit and money advice organisation. Grant was for 6 months funding towards an Advisor post. This project targeted financial advice for families living in the rural areas, aimed at reducing child poverty. 243 families were targeted over a 6 month period and so far has generated £138,619 of financial outcomes however over £250,000 worth of benefit claims submitted are awaiting processing by DWP and other benefit agencies. £7,564.00 Inverkip Community Hub – Community Lunches 11 Kip Community Lunches were funded between October 2024 and February 2025. These were themed e.g. health and wellbeing, showing films for elderly residents. Average attendance of 45 people at each lunch. The Christmas Lights switch on was attended by over 300 people. £7,000.00 Johnstone Community Transport – Kilbarchan Bus To allow employment of a new part time bus driver to increase the bus service in the village of Kilbarchan to/from Johnstone Train Station. Well supported by local residents with1050 passenger journeys each week. £10,000.00 Friends of Howwood Park- Share Shed - Equipment Library A Share Shed (equipment library) Project was set up from the Park Pavilion. Funding allowed purchase of various items which are then hired out to the local community e.g. hedge trimmer, power washer. This project benefits the residents of Howwood (1636 population) – a mix of capital and revenue items were purchased. £2,254.00 (also received Capital Funding) Ardgowan Thistle FC- New strips/equipment 270 local school children take part in teams ran by ATFC. New strips, balls, cones etc £2,295.00 (also received Page 44 of 144
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were purchased and are kept in the secure container that the LAG also funded. capital funding) TOTAL £33,188.00 Capital Projects These were available for capital projects requiring LAG funding between £10,000 and £25,000. Project Description LAG funding West Region Scouts Council - Lapwing Lodge – new insulation New insulation for the East and West corridor ceilings and installation of new fire doors to reduce heating costs and provide users with a warmer environment to participate in their group activities (over 4000 users each year). £15,000.00 32nd Greenock Scout Group – A Centre for All Conversion of premises to provide a second hall for groups to meet and take part in activities to complement the indoor climbing wall and outdoor archery area. There is easy access to the Greenock Cut area. The premises are gas free with installation of heat pumps. This space will be used mainly for outdoor groups e.g. Inverclyde Ramblers, Cycling Club and Duke of Edinburgh. This project was welcomed by the local and rural communities and was made possible by the support from the LAG and the fact that the first large amount of £25,000 was granted which allowed successful approaches to other funders. £25,000.00 Ardgowan Thistle F.C – purchase of container and equipment Purchase of a Titan Container to allow secure storage of equipment. Also purchase of pop up goals and gazebos. This will benefit 270 local school age children who are members of the football club. £11,661.00 (also received revenue funding) Friends of Howwood Park – Share Shed A Share Shed (equipment library) Project is ran from the Park Pavilion. Funding allowed purchase of various items which are then hired out to the local community e.g. hedge trimmer, power washer. This project benefits the residents of Howwood (1636 population). A mix of capital and revenue items were purchased. £3,691.00 (also received revenue funding) TOTAL £50,352.00 Page 45 of 144
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Small Grant Revenue Projects – Tranche 2 These were available for projects requiring LAG funding between £1,000 and £5,000 Project Description LAG funding Bee Happy – gardening equipment Purchase of a commercial grade lawnmower and a backpack leaf blower to allow local volunteers to maintain the grass in various locations adopted by Bee Happy in Houston and Crosslee. £2,023.00 Creative Regeneration – pop up STEM classroom Purchase of equipment and materials to launch the pop- up classroom in the Library at Gourock (interactive whiteboard, 3D printer and laser cutter) Over 100 children attend first event and equipment will be used at future STEM events. £5,000.00 15th Glasgow - Eaglesham Scout Group – new equipment A range of equipment was purchased for use at the Eaglesham Scouts Community Hall e.g. tables, chairs, badminton nets and video projector to meet the needs of the users in the local rural community groups who use the Hall. £4,862.00 Friends of Howwood Park – Helping Hands Funding was provided to purchase a laptop to allow groups to host talks at Howwood Pavilion e,g RSPB. Funding also used to complete the raised planter which has now been filled with compost and plants by local volunteers. Food bags were given to older residents over an 8 week period who attend the Tuesday Club – 120 bags of food provided. £3,950.00 Friends of Clyde Muirshiel Regional Park – Purchase of IT Equipment Purchase of IT equipment, including a new laptop, allowed wider audience engagement with an improved quality of communication e.g production of a more professional newsletter to our distribution list of 300, also now targeting more schools in West Scotland area. £1,523.18 32nd Greenock Scout Group – purchase of cooker Purchase of an energy saving Turbofan own to replace obsolete 35 year old gas oven. This to allow hot meals to be £4,055.00 Page 46 of 144
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prepared for the various groups that use the Community Hall. Bowman Rebecchi – Upgrade to Harbour Lets Property Upgraded 2 unused rooms within Harbour Lets (former Albert Hotel), Gourock to allow more visitor options in the area, therefore increasing local tourism, with pricing remaining competitive at £50-£70 per night. All works were done by local contractors. £5,000.00 Inverkip Community Hub – purchase of resources for use by local community Replaced laptop and speakers for the Training room used by Camera Group, Guitar Group, Art Group and Skywatchers. Replaced crash mats for use by Kip toddlers, Dance Groups and Karate Groups and also upgraded toys for toddlers group. £4,990.00 Johnstone Community Transport – replacement bus engine Upgrade existing Optare Solo Bus with a replacement engine to upgrade the current fleet to allow a new service to run from Quariers/Bridge of Weir to Johnstone Train Station. £5,000.00 Kilmacolm Local Assoc of Guides – purchase of new equipment Purchase of new foldable chairs and benches for use within the Guide Hut thereby maximising usable floor space for all group activities. As well as the guide groups, line dancers, keep fit classes, ladies’ group and the Church group all use the hall. £2,044.26 West Region Scout Council - Lapwing Lodge further insulation upgrades Further to Tranche 1 funding to insulate ceiling and provide new fire doors, this funding was used to insulate the external walls in the corridors and reinstate the décor. This was to compliment the measures already taken to reduce energy bills and make the building more comfortable for users. The corridors are used allowing user groups to break into smaller sections for activities (over 4000 users per annum). £4,332.94 Local Energy Action Plan (LEAP) – feasibility study Consultants were engaged to carry out a feasibility study into rental of 1 High St, Lochwinnoch (old bank) with opportunities for income generation to support LEAP’s existing charitable activities in the Renfrewshire area (Community Larder and The Feel Good Festival). Local businesses, community members and potential clients were all engaged and a robust Business Plan produced. £9,180.00 Page 47 of 144
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Local Energy Action Plan (LEAP) – Lochwinnoch food larder upgrades Upgraded the existing food storage shed by insulating the walls and ceiling and fitted floor linoleum. Built then painted additional shelving. This was to prevent stock loss e.g. rusting tins and damp cardboard packaging. Used by 1650 members from a wide rural area. £1,597.00 Propagate (Scotland) CIC– Living Soil Project Purchase of 6 hot composters to transform food waste into living soil for Neilston, Uplawmoor, Lochwinnoch and Houston (partner organisations LEAP Larder in Lochwinnoch and Creating a Sustainable Gryffe, Houston). This soil is then used by households, allotments, community gardens and any other local groups registered in the Compost Club. £5,355.00 RIG Arts – RIG Creative Café Project This project benefitted Gourock residents with a focus on bridging intergenerational gaps. There were 4 weekly workshops held with 28 locals, aged between 18 and 63, attending in a local cafe creating a piece of artwork through guided learning whilst receiving a hot drink and sweet treat thereby benefitting local business. £1,792.00 TOTAL £60,703.38 Page 48 of 144
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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 Item 6 EAR260825 Page 49 of 144
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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. Page 50 of 144
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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; Page 51 of 144
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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 Page 52 of 144
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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 Page 53 of 144
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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. Page 54 of 144
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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. Page 55 of 144
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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 Page 56 of 144
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1 Renfrewshire Economic Strategy 2025-2030 RENFREWSHIRE ECONOMIC STRATEGY PROGRESS REVIEW AND REFRESHED ACTION PLAN 2025-2030 July 2025 Page 57 of 144
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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 Page 58 of 144
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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 Page 59 of 144
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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. Page 60 of 144
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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 Page 61 of 144
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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. Page 62 of 144
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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. Page 63 of 144
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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 Page 64 of 144
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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. Page 65 of 144
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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. Page 66 of 144
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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. Page 67 of 144
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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. Page 68 of 144
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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. Page 69 of 144
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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 Page 70 of 144
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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 Page 71 of 144
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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, Page 72 of 144
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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 Page 73 of 144
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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: Page 74 of 144
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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 Page 75 of 144
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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 Page 76 of 144
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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 Page 77 of 144
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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 Page 78 of 144
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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 Page 79 of 144
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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 Page 80 of 144
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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 Page 81 of 144
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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 Page 82 of 144
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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 Page 83 of 144
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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 Page 84 of 144
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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 Page 85 of 144
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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 Page 86 of 144
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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 Page 87 of 144
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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…. Page 88 of 144
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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 Page 89 of 144
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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 Page 90 of 144
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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 Page 91 of 144
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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. Page 92 of 144
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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 Page 93 of 144
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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. Page 94 of 144
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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 Page 95 of 144
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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. Page 96 of 144
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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 Page 97 of 144
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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. Page 98 of 144
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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. Page 99 of 144
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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. Page 100 of 144
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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. Page 101 of 144
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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 Page 102 of 144
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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. Page 103 of 144
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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. Page 104 of 144
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___________________________________________________________________ To: Economy and Regeneration Board On: 26 August 2025 ___________________________________________________________________ Report by: Chief Executive ___________________________________________________________________ Heading: Making of Ferguslie – Update ___________________________________________________________________ 1. Summary 1.1 The purpose of this report is to inform the Economy and Regeneration Board of progress in delivery of the ‘Making of Ferguslie’ framework and Place Plan, including early phases of the Ferguslie ‘Green Line’. ___________________________________________________________________ 2. Recommendations 2.1 It is recommended that the Board:- (i) Notes strong progress in actions supporting delivery of the Making of Ferguslie and the Ferguslie Green Line, as set out in sections 4 and 5; (ii) 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 plan; (iii) Notes that further progress on delivery of the plan will be reported to the Board as appropriate. _________________________________________________________ 3. Background 3.1 The Making of Ferguslie framework and Place Plan sets out a long term vision for the future of Ferguslie Park. Developed in partnership with the local community, the plan sets out a range of actions to reimagine underused land, improve greenspaces and support community initiatives. The plan was approved by the Leadership Board in December 2021. Item 7 EAR260825 Page 105 of 144
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3.2 The Economy and Regeneration Board of 23 May 2023 approved the Ferguslie ‘Green Line’ study as the basis for further development and delivery of the plan, including the preparation of capital bids for funding. ___________________________________________________________________ 4. Making of Ferguslie – Progress 4.1 Strong progress has been made on the delivery of initial phases of the plan and in particular actions which support ‘early wins’ to demonstrate progress. These include:- Darkwood Community Growing Space 4.2 A new growing space providing 20 raised beds on underused land adjacent to the ‘Village Green’ at Darkwood Crescent. The £50,000 project was completed in late 2023, funded by the Scottish Government Place Based Investment Fund. A local community organisation have secured a lease for the site and are managing the space, which will complement community meals and market initiatives run by the group. Candren Burn Feasibility Study 4.3 Candren Burn is identified by SEPA as a water body which could offer potential for restoration and improvement. The majority of the burn is culverted and lies within an area of vacant and underused land. Opportunities for restoration align strongly with the place making aspirations of the Making of Ferguslie and outcomes could provide multiple benefits, including improvements to the physical and ecological condition of the water body and enhanced climate resilience. 4.4 The Board of 23 May 2023 noted that an initial feasibility study was being developed by officers, supported by SEPA’s Water Environment Fund. The study was undertaken over late 2024 and a non technical summary is attached to this report. Outcomes from the study indicate that opportunities may exist to restore sections of the Candren Burn, although these require to be investigated in further detail. 4.5 In view of study outcomes, officers have secured a further £100,000 from SEPA’s Water Environment Fund to develop proposals to concept design stage. This will enable more detailed analysis of options, technical investigations and community engagement, supporting an outline design. It is anticipated that the study will commence in late 2025 and will be subject to consultation with local members, residents and community groups. Community Assets 4.6 Work continues to be progressed to consider opportunities for community use of Council owned buildings within the neighbourhood. The former Craigielea House is now established as Sculpture House, offering a community venue for cultural activities. St Ninian’s Church Hall, which benefitted from £100,000 investment in repairs in 2024, has recently been the subject of a Community Page 106 of 144
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Asset Transfer application from a local community group. A CAT application has also recently been submitted by a local group for the Falcon Centre, a further property within the heart of the neighbourhood. This application was approved at the Community Asset Transfer Sub-committee on 19th March 2025 and is now at the conveyancing stage. ___________________________________________________________________ 5 Ferguslie Green Line – Progress 5.1 The Green Line is the key placemaking intervention within the Making Of Ferguslie and the central spine for the neighbourhood. A multi-functional space and green corridor, a key role of the Green Line is to support the reuse of vacant and derelict land within the neighbourhood, providing for high quality public realm and a focal point for activities. 5.2 The Green Line study identifies initial designs for a series of key character areas within the neighbourhood and a phased approach to delivery with a focus on the ‘Neighbourhood Centre’ and ‘Belltrees’ character areas as initial priorities. The Board of 23 May 2023 noted that these areas would be the subject of further design and bids to major capital funding programmes. 5.3 Work progressed in this context and included:- • Engagement with local residents and stakeholders in early spring 2024 through a newsletter distributed to each household in the neighbourhood, supported by a staffed exhibition. This provided an update on progress as well as seeking views on emerging proposals within the Belltrees and Neighbourhood Centre areas; • Additional survey works, including intrusive ground investigations at both sites, to inform further detailed designs and support funding bids • Submission of a funding bid totalling £650,000 to the Scottish Government Vacant and Derelict Land Fund to support delivery of proposals within the ‘Belltrees’ character area; • Submission of a Stage 1 bid, totalling £500,000 to the Scottish Government Regeneration Capital Grant Fund to support delivery of proposals within the ‘Neighbourhood Centre’ character area; 5.4 The Board of 19 March 2024 noted that the Regeneration Capital Grant Fund application was unsuccessful and that as a result of budget pressures, the Scottish Government paused the Vacant and Derelict Land Fund for 2024/25. Neighbourhood Centre 5.5 Following a project review, officers concluded that available budgets would enable delivery of the proposals for the ‘neighbourhood centre’ character area. This includes a new games area and community space, enhancements to paths, new lighting and street furniture with an area of long term vacant and derelict land at Bankfoot Road. Page 107 of 144
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5.6 The Board of 5 November 2024 approved use of Scottish Government Place Based Investment Programme funding to assist in delivery of the project and following a procurement process, works commenced in January 2025, with completion anticipated in late summer 2025. Ferguslie Belltrees 5.7 Detailed designs for Belltrees continued to be developed and in late 2024 the Scottish Government advised that the Vacant and Derelict Land Fund would again be available for projects delivered over 2025/26. Further information was submitted to the Scottish Government in January 2025, providing an update in support of the ‘paused’ application. 5.8 The Scottish Government advised in early summer 2025 that the application had been successful, securing £650,000 towards delivery of the project. Subject to approval of the grant offer from the Scottish Government, which is considered in a separate paper to Board, a tender process is anticipated in the second half of 2025, with works commencing in January 2026. 5.9 When complete, the project will transform 2.69ha of long term vacant and derelict land to provide a multi-functional greenspace for natural play and activity space, with active travel connections, drainage and planting for biodiversity. Wider Framework 5.10 In addition to key character areas, the Green Line study identifies a number of vacant sites which may provide future opportunity for development. This includes the site of former properties at Tannahill Crescent, which have been subject of a recent demolition programme, as well as Council owned sites at Drums Crescent and Ferguslie Park Avenue. 5.11 The above listed areas will all now be subject to a new draft masterplan which will include the land around the SMISA Stadium. This masterplan will be subject to community and other stakeholder input and consultation and will be brought back to Board for approval in due course. 5.12 With the key character areas being delivered or well advanced in progression, officers will review the framework to consider development opportunities for these remaining sites and approaches to support their reuse. ___________________________________________________________________ 6 Progress and Reporting 6.1 Progress on delivery of the framework will be reported to the Board on a rolling basis and future projects brought forward for the Board’s consideration. ________________________________________________________________ Implications of the Report 1. Financial – None. Page 108 of 144
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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 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) The Making of Ferguslie Park – Development Framework. Leadership Board,1 December 2021. (b) Making of Ferguslie – Update. Economy and Regeneration Board, 23 May 2023. (c) Regeneration Funding Bids Update 2024. Economy and Regeneration Board, 19 March 2024. (d) Place Based Investment Programme 2024/25. Economy and Regeneration Board, 5 November 2024. __________________________________________________________________ Chief Executive’s ES Author: Euan Shearer, Regeneration and Place Manager Email: euan.shearer@renfrewshire.gov.uk Page 109 of 144
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1 The candren burn restoration feasibility study report NOVEMBER 2024 a non-technical summary Page 110 of 144
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2 3 Contents Introduction Project objectives Policy context summary of baseline research opportunities and constraints data mapping requirements OPPORTUNITIES FOR COLLABORATION SUMMARY 0 5 0 6 0 7 0 8 1 0 1 7 1 8 19 Page 111 of 144
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4 5 INTRODUCTION Outlet of the Candren Burn Culvert to the north of Ferguslie Park This document is a non-technical summary of the Candren Burn Restoration Feasibility Study (2024), commissioned by Renfrewshire Council, in partnership with SEPA, and undertaken by EnviroCentre and erz Ltd, to explore the potential to transform up to 1.5 km of the culverted Candren Burn in Ferguslie Park, Paisley. The Candren Burn is currently classified as having ‘Bad Ecological Potential’ within the Water Framework Directive, largely due to poor water quality and historic physical alteration. The burn’s restoration aims to address these issues by daylighting sections of the burn, reintroducing fluvial processes, and improving water quality. The project will also seek opportunities to enhance biodiversity, and contribute to climate resilience, while addressing community needs for improved green spaces and flood risk management. This report summarises the findings and outcomes of a detailed baseline assessment of the Candren Burn, as well as stakeholder engagement, policy research, and opportunities and constraints analysis. Baseline assessments confirm the modified nature of the catchment and the hydraulic complexity of the existing Candren Burn system. There are known water quality issues and evidence of contamination from sewage inflows and road drainage. A review of available data related to extreme weather events show the study area to be prone to both fluvial and surface water flooding. The feasibility study demonstrates that daylighting the Candren Burn presents a complex but feasible opportunity to re-establish natural processes and improve the waterbody’s ecological status, while at the same time creating valuable greenspace opportunities for the local community. Page 112 of 144
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6 7 The objectives of the Candren Burn Restoration are clearly set out in the strategic brief: policy contextPROJECT OBJECTIVES A review of relevant national and local authority plans has been undertaken to help inform this assessment, a summary of which is provided below: Source: SEPA Classification Hub, https://informatics.sepa.org.uk/WaterClassificationHub/ River Basin Management Plan (2021- 2027) The Scotland RBMP has been produced by SEPA, Scottish Government and other regulators and sets out a framework for protecting and enhancing water environment across Scotland. The current RMBP assessed the Candren Burn in 2020 as having bad ecological potential, driven by bad water quality and impacts to the burns physical condition. Candren Burn classification assessment: key parameters summary By 2027 it is targeted that the overall classification of the Candren Burn will improve to moderate ecological potential through improvements to the physical condition and to water quality, with the long term objective to achieve good ecological potential. The Renfrewshire Council Local Development Plan (2021) The LDP identifies open space assets and sections of the Core Path Network that could be expanded and enhanced with the restoration project. There are also areas allocated for potential future development within and nearby the study area that will need to be considered. Flood Risk Management Plan: Clyde and Loch Lomond Local Plan District (2022-2028) This plan identifies Potential Vulnerable Areas (PVAs) that are pertinent to the study area, and outlines actions to address flood risks, including engagement with community resilience groups implementing natural flood risk management. 24 Table 3-6 Summary table of key parameters of the Candren Burn classification assessment Parameter 2022 Classification Water Quality Bad Overall Status Bad ecological Overall Ecology Bad Physiochemical Moderate Biological Bad Specific Pollutants Fail Geomorphology Bad Hydrology High Source: SEPA Classification Hub9 3.3.2 Observed Water Quality Consultation with the project steering group at the outset of the project confirmed there were not detailed water quality monitoring records available to support the baseline assessment. Observed conditions within the Candren Burn indicates potentially high levels of pollution impacting the study reach. The catchment which is heavily urbanised and utilises the burn for surface water drainage driving pollutants from the local road network. Another factor increasing pollution is Combined Sewer Overflows (CSOs) which discharge diluted foul flows directly to the burn when the local sewer network is at capacity. Further information on CSOs is presented in the utilities review Evidence of unscreened spills can be seen at the end of the culverted section of the burn in Figure 3-10 with visible rags within the safety grating. Figure 3-11 illustrates the high rates of algae growth downstream of the study area, suggesting elevated nutrient levels, which are indicative of upstream pollution. The current negative classification of the water quality within the Candren Burn presents opportunities for the daylighting project to enhance the overall water quality. Opportunities to reduce the volume of pollutants that drain into the burn should be explored in collaboration with Renfrewshire Council and Scottish Water. This can be achieved through natural and engineered systems to manage water, provide attenuation and offer a further barrier to pollutants. Additionally, upgrading the CSOs will further mitigate pollution and enhance the overall ecosystem health of the burn. 9 SEPA Classifications Hub available at: https://informatics.sepa.org.uk/WaterClassificationHub/ • Improve the ecological status of the waterbody from BAD Ecological Potential to GOOD Ecological Potential for physical condition. • Align the river restoration with The Making of Ferguslie LPP and create an urban river corridor with community access and improved connections with the river and wider environment. • Align with partners objectives to improve the green network by creating and enhancing community green space, path networks and visual amenity. • Improving mental and physical health and wellbeing benefits for the local community by providing improved access to blue and green spaces. • Deliver biodiversity enhancements and increase the quantity and quality of habitat along the river in the blue/ green corridor to deliver significant ecological improvements. • Making space for nature in an urban environment. • Seek to achieve Net Zero gains with the creation and enhancement of wetted woodland, wetland and enhanced carbon capture. • Adapting to and improving resilience to climate change, including reducing flood risk through natural flood management. • Improve the physical condition of the river by removing geomorphic pressures. Page 113 of 144
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8 9 summary of baseline research The overall aim of the feasibility study is to determine whether there is scope to progress with restoration of the Candren Burn and to define the opportunities and constraints associated with the project. To support the feasibility study, an assessment of baseline conditions has been undertaken. The scope of the Candren Burn baseline assessment is set out below: 1. Hydrological assessment and flood risk data review; • Assessing the Candren Burn catchment • Examining catchment topography • Analysing hydrological regime and extreme flows data • Assessment of tidal influence 2. River morphology assessment; • SEPA morphology data review • Historic mapping review • Walkover survey (river morphology) • Development of conceptual model (river processes) • Identifying opportunities and constraints 3. Measured flow data review; • Reviewing measured flow data from local and relevant watercourses • Identifying opportunities to improve existing datasets 4. Water Quality review; • Reviewing SEPA condition assessment for the Candren Burn • Observation of water quality • Review of available water quality testing records 5. Topographic data review; • LiDAR analysis • Geomorphic grade line analysis • Analysis of Candren Burn culvert topography 6. Extreme events review; • Drought indices data review • Review of flood history and SEPA flood maps • Flood Protection Asset Review 7. Phase 1 Geological Risk Assessment • Review of historic land uses • Identification of potential contamination sources and pathways • Assessment of contamination risk and potential receptors 8. Baseline ecological assessment and National Vegetation Classification (NVC) survey • Site based assessment of existing vegetation classes • Identification of Protected Species and Invasive Species 9. Wider constraints review including utilities and landownership; • Mapping of Scottish Water assets including Combined Sewer Outfalls (CSOs) • Consultation with Scottish Water regarding existing CSO spills and network flooding issues • Review of gas mains, electricity lines and telecoms lines • Mapping of land ownership, including council owned land. *For full technical data and analysis please refer to the main body report. Page 114 of 144
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10 11 Opportunities: • Removal of physical barriers to natural river function • Water quality improvements through collaboration with Scottish Water • Placemaking • Habitat and biodiversity improvements • Greenspace in Renfrewshire Council ownership • Increased storage capacity and natural flood risk management • Wetland creation for water treatment/ bioremediation Overview Opportunities: • Daylighting the burn • Improved physical condition of the burn • Wetland creation • Improve habitats for biodiversity • Restoration of natural processes • Flow attenuation and natural flood risk management • Collaboration with Scottish Water • Placemaking • Collaboration with local community and other stakeholders Key Indicative route of de-culverted burn Extra high voltage lines Low ground High ground Constraints: • Flood risk (low-lying properties) • Narrow corridor • Utilities (EHV line, medium pressure gas, combined sewer network) • Contamination (evidence of low level tar) • Existing sewer / road drainage discharges and poor water quality • Urban environment, residential land use limiting space available • Barskiven Road Overview Constraints: • Urban environment • Modified nature of river valley • Lack of natural sediment supply • Flood risk • Major utilities • Former land use Existing culverted Candren burn Zone 1 Wetland creation opportunities opportunities and constraints zone 1 1 2 3 4 Four zones were identified as opportunity areas across Ferguslie Park: Emerging from the baseline research, a number of overall restoration opportunities and constraints for the Candren Burn were identified: Page 115 of 144
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12 13 Indicative route of de-culverted burn Low ground High ground Wetland creation opportunities Key Opportunities: • Removal of physical barriers to natural river function • Water quality improvements through collaboration with Scottish Water • Placemaking • Habitat and biodiversity improvements • Greenspace in Renfrewhsire Council ownership • Increased storage capacity and natural flood risk management • Wetland creation for water treatment/ bioremediation Constraints: • Flood risk ( low-lying properties ) • Utilities ( HV lines) • Shallow channel gradient • Barskiven Road and Blackstoun Road • Railway Paths Ltd land ownership (along disused railway line) • Private land ownership (R. & R.Kyle) to the north of zone • Potential contamination (water treatment works) • Existing sewer / road drainage discharges and poor water quality Existing culverted Candren burn Zone 2 Opportunities: • Removal of physical barriers to natural river function • Water quality improvements through collaboration with Scottish Water • Placemaking • Habitat and biodiversity improvements • Greenspace in Renfrewhsire Council ownership • Increased storage capacity and natural flood risk management • Wetland creation for water treatment/ bioremediation • Mitigates against reduced capacity of existing culverted burn Constraints: • Commercial and amenity land use • Blackstoun road and associated utilities • Unknowns in terms of channel & culvert inverts • Railway Paths Ltd land ownership (along disused railway line) • Potential for contamination (demolished school) • Existing sewer / road drainage discharges and poor water quality Key Indicative route of de-culverted burn High ground Low ground Existing culverted Candren burn Zone 3 Wetland creation opportunities zone 2 zone 3 Page 116 of 144
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14 15 High ground Low ground Opportunities: • Removal of physical barriers to natural river function • Water quality improvements through collaboration with Scottish Water • Remove flood risk from key receptor (Blackstoun road and neighbouring low lying properties) • Placemaking • Habitat and biodiversity improvements • Partial area of zone greenspace in Renfrewhsire Council ownership • Wetland creation for water treatment/bioremediation and enhanced biodiversity • Mitigates against reduced capacity of existing culverted burn route • Flow attenuation to improve resilience in climate extremes • Target existing low ground and valley fall Constraints: • Crossing existing disused railway embankment • Crossing Blackstoun road north of Ferguslie Park • Railway Paths Ltd land ownership (along disused railway line) • Potential for contamination • Existing sewer / road drainage discharges and poor water quality Key Existing culverted Candren burn Zone 4 Wetland creation opportunities Indicative route of de-culverted options 1. Rerouting the burn entirely to follow the natural valley contour to the north west (with a minor flow path along existing route maintained to allow drainage continuity) 2. Rerouting the burn to the north west, then diverting to the current course of the burn to the north (with a minor flow path along existing route maintained to allow drainage continuity) 3. Keep existing route of the burn while creating a link between the existing route of the burn and low ground to the west, to allow for flood storage and wetland crea- tion. zone 4 Existing open Candren burn channel Page 117 of 144
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16 17 RAG assessment of opportunity zones DATA mapping requirements 1 2 3 4 Maximum length of burn that could be daylighted in each section: • Zone 1 approximately 400m • Zone 2 approximately 490m • Zone 3 approximately 370m • Zone 4 - None. The Candren Burn is not culverted in this reach Red, Amber, Green - Assessment of Delivery Confidence The following data and information are currently outstanding and would be recommended to form part of the assessment during or in advance of RIBA 2: Topographic Data – Invert levels and some dimensions of the culverted section of the Candren Burn are unconfirmed. There is also no topographic data available for the open channel sections upstream and downstream of the study area. Urban Drainage Model – The Scottish Water ICM model of the drainage network in and around Ferguslie Park has been made available however it is still to be reviewed in detail. Flow Monitoring – To progress into modelling options additional measured flow records are recommended to improve the accuracy of flow predictions for the Candren Burn. Water Quality Monitoring – Establishing baseline water quality is essential for assessing the potential impact of the daylighting project on the burn and confirming any improvements. A time varied series of monitoring is recommended, with targeting monitoring during significant or extreme events, to understand existing pollution pressures. Ground Contamination Survey – Conducting a thorough ground contamination survey is essential for planning any viable options for daylighting a burn. Key Greater constraints Greater opportunities Feasible but more complex Page 118 of 144
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18 19 SUMMARYopportunities for collaboration The feasibility study has established that daylighting the Candren Burn presents an opportunity for environmental enhancement and community benefits. The project aligns with the strategic objectives of improving ecological status, enhancing community spaces, and increasing resilience to climate change and flooding. By restoring the river corridor, there is potential for the project to re-establish natural fluvial processes and expand available habitats, fostering a diverse ecosystem. The project would also have substantial benefits for the local community, including improved access to green and blue spaces that will provide recreational, educational, and health and wellbeing opportunities. The restored river will increase resilience to flooding by expanding the channel’s capacity and offering additional flood storage. There are a number of constraints that must be addressed or appropriately managed to ensure the project’s feasibility and success: • The Candren Burn flows through a constrained and urban environment, and existing housing and infrastructure restrict the available space for restoration in certain locations. • Utilities such as gas, electricity, and telecoms lines intersect the burn’s route, requiring careful management to avoid disruption. • Flood risk is a significant concern, necessitating solutions that do not increase the risk to nearby properties. • The combined sewer network and Combined Sewer Overflows present a constraint, as their discharges into the burn need to be managed to mitigate water quality issues. • Contamination risks from historical land use and pollutants pose potential challenges. • The presence of both protected and invasive species require careful planning to mitigate negative impacts on local wildlife. In summary, the restoration of the Candren Burn is a complex but feasible undertaking. Consultation has identified the opportunity to align the mutual aims and objectives of Scottish Water, SEPA, Sustrans, and local community in Ferguslie Park, to transform the Candren Burn into an environmentally and socially valuable waterway. TANNAHILL ROAD 23 35 21 22 32 44 56 66 102 92 84 86 19 55 51 41 87 77 80 78 68 65 126 124 110 116 150 162 172 16O 182 113 138 117 131 133 139 11 15 17 21 11 15 8 2 2 4 30 17 18 117 119 125127 129131 266 268 262 264 11 13 15 16 12 14 8 10 37 55 65 30 38 48 259 104 96 94 86 112 261 to 271 245 233 209 211 207 62 to 72 50 to 60 81 91 84 74 114 to 124 221 79 35 69 105 107 90 88 12 Hall 8 6 4 2 4 2 118 120 109 220 218 119 117 116114 31 39 45 51 33 1 5 9 1 3 6 76 145 1418 Nursery PO 19 97b 21 1 3 11 2b 16 4 2a 2c 15 14 97a 89 91 3 11 15 17 2 4 8 Tannahill Centre 75 1 81 83 2 4 6 18 20 30 32 38 29 15 11 3 5 17 27 2d 2 156154 158 160 86 88 9092 94 9698 106 104 108110119117 107105 91 216 14 1820 2224 3028 32 34 12 10 Nursery Clinic Tannahill Centre Nursery Sports Centre 193 201 185 191 93 109 173 183 169 171 St Fergus' RC Church 111 127 135 137 139 121 Centre Community Council Offices 1 to 21 147 Partnerships have been formed with Scottish Water through this study, and collaboration opportunities have been identified. An existing flooding issue is recognised by Scottish Water and they are looking at ways to invest and improve in this area. Opportunities for collaboration exist with Sustrans, in respect of the disused railway embankment. This is owned by Railway Paths Ltd. who work with Sustrans to develop active travel corridors. Initial contact has been made with Sustrans who are keen to develop projects in the area, which could align with the wider aspirations of the Making of Ferguslie LPP - particularly in relation to enhancements to the green network, active travel connections and resulting benefits for physical and mental wellbeing. As such, the Candren Burn restoration project could bring mutual benefit, and allign the aims and objectives of Scottish Water, SEPA, and Sustrans in this area. Key Railway Paths Ltd. Renfrewshire Council owned land Other land ownership Scottish Water owned Combined Sewer Outfall Page 119 of 144
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___________________________________________________________________ To: Economy and Regeneration Policy Board On: 26 August 2025 ___________________________________________________________________ Report by: Chief Executive ___________________________________________________________________ Heading: Regeneration Funding Bids Update 2025 ___________________________________________________________________ 1. Summary 1.1 This report provides the Board with an update on progress regarding external funding bids and the delivery of key regeneration projects, and outlines the programmes currently being developed for 2025/26. 2. Recommendations 2.1 It is recommended that the Board: (i) Approves the list of proposed projects for the 25/26 allocation of the Place Based Investment Programme (PBIP) and Shared Prosperity Fund (SPF); (ii) Accepts the grant funding of £650,000 from the Scottish Government’s Vacant and Derelict Land Investment Programme (VDLIP) to develop the Belltrees regeneration project; (iii) Approves the submission of a Stage 2 Regeneration Capital Grant Fund application for the Houston Court regeneration project in Johnstone if invited by the Scottish Government; (iv) Accepts the grant funding of £240,000 from Visit Scotland’s Rural Tourism Infrastructure Fund (RTIF) to develop the Castle Semple Visitor Facility project; (v) Notes the progress and continuing actions to deliver projects from the range of regeneration funds identified in the report. Item 8 EAR260825 Page 121 of 144
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3. Background 3.1. In recent years, the funding of regeneration projects has relied heavily on support from national government and other external sources, often with ‘match-funding’ provided by the Council. A report to the Economy and Regeneration Board on 19 March 2024 outlined the range of external capital funds available and the programmes under development. 3.2. In this context, and over the past year, officers have continued to progress various regeneration projects, programmes, and strategies with the support of external funding from the UK and Scottish Governments, as well as government agencies such as NatureScot and SEPA. 3.3. This report outlines the various funding streams that the Council intends to access during the 2025/26 financial year to continue regenerating and revitalising our town centres, supporting communities, and promoting sustainable economic growth across Renfrewshire. ___________________________________________________________________ 4 Place Based Investment Programme (PBIP; Scottish Government) 4.1. Since 2019 the Council have used funding from the PBIP (and its previous iteration, the Town Centre Regeneration Fund) to accelerate capital investment, supporting delivery of actions within our town centre strategies, community led regeneration proposals and community led place plans such as the Making of Ferguslie, to accelerate the Council’s overall placeshaping agenda. 4.2. Through this fund the Council have supported and delivered a wide range of projects across Renfrewshire including community led projects such as the creation of a community well-being hub and bike shop, restoration of various listed buildings and vacant commercial units as well as enhancements to public realm. 4.3. In early summer 2024 the Scottish Government announced that in view of wider public finance constraints, national funding streams such as the Regeneration Capital Grant Fund and Vacant and Derelict Land Fund were to be paused. In respect of PBIP, the Scottish Government indicated that allocations would be restricted to support projects already underway. As stated in the 5 November 2024 paper to Board, the Council was able to secure £300,000 in funding for 24/25. 4.4. The Scottish Government have confirmed that guaranteed funding from the programme has resumed for 25/26, with the Council receiving £723,000. The following table sets out the projects to delivered from this budget, which continue to closely align with progressing the Council’s placeshaping strategy. Table 1 Place Based Investment Programme Projects 2025/26 proposed awards, summary update at August 2025 Page 122 of 144
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Project summary Estimated Cost Estimated Completion 1. Former supermarket demolition; Houston Court Demolition of a former supermarket at Houston Court, in the heart of Johnstone town centre, which has been vacant for several years. The cleared site will cover approximately 0.3 hectares. £200,000 2026 2. Johnstone Unit refurbishment Refurbishment of commercial unit at Houston Court. £100,000 2026 3. Ferguslie Green Line – Belltrees Complementary funding for Belltrees regeneration project funded by SG Vacant and Derelict Land Investment Programme. £150,000 2026 4. Erskine TC enhancements Public realm improvements supporting the delivery of the Erskine Town Centre Strategy. Includes the creation of new public realm, outdoor space and an amphitheatre. £150,000 2026 5. Refractive Support for Refractive community group (tenant) occupation of refurbished Liberal Club building in Paisley. £20,000 2025 6. Regeneration Grant Funding Additional funding to support regeneration projects and existing schemes such as the Retail Improvement Scheme (to supplement the Council motion), and Historic Buildings in Villages Grants scheme £103,000 2025/26 ___________________________________________________________________ 5 Shared Prosperity Fund (UK Government) 5.1. The UK Government has committed to a one year extension of the current UKSPF programme in their Budget Statement, 30 October 2024. Further details can be found in the UK Shared Prosperity Fund 2025-26 report which was presented to this Board on 18 March 2025. Page 123 of 144
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5.2. The Council’s Regeneration and Place Team are leading on the delivery of the capital element of the fund (£481,599). The following table outlines how this allocation will be spent in 25/26, meeting the SPF’s aims of supporting thriving places and supporting health and wellbeing. Table 2 SPF Capital Projects 2025/26 allocation at August 2025 Project summary Estimated Cost Estimated Completion 1. Erskine Civic Square Public realm improvements supporting the delivery of the Erskine Town Centre Strategy. Includes the creation of new public realm, outdoor space and an amphitheatre. £200,000 2026 2. Castle Semple Visitor Hub Creation of new public toilets, bike hire space and visitor kiosk at Castle Semple Visitor Centre. £100,000 2026 3. Ferguslie Belltrees Complementary funding for Belltrees regeneration project funded by SG Vacant and Derelict Land Investment Programme.. £100,000 2026 4. Houston Court Unit refurbishment Refurbishment of prominent vacant unit in Johnstone town centre to make it more marketable for future re-use. £21,593 2026 5. Regeneration Grant Funding Additional funding to support regeneration projects and existing schemes such as the Retail Improvement Scheme (to supplement the Council motion), and Historic Buildings in Villages Grants scheme £60,000 2026 ___________________________________________________________________ 6 Regeneration Capital Grant Fund (Scottish Government) 6.1. The Regeneration Capital Grant Fund (RCGF) is one of the longest-running funding streams available to local authorities, having been offered annually since 2014. Renfrewshire Council has previously secured support from this fund for projects such as the Russell Institute, Paisley Learning and Cultural Hub, and Paisley Museum. 6.2. The RCGF has also supported projects led by community organisations (with the grant administered by the Council), including initiatives promoted by Linwood Community Development Trust, Active Communities in Johnstone, as well as the recent PACE Youth Theatre project in Paisley. Page 124 of 144
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6.3. The RCGF is a competitive annual fund open to all 32 Scottish local authorities. It is consistently oversubscribed, meaning that many submitted projects do not receive funding. 6.4. Following a review of the RCGF and its associated programmes, the Scottish Government issued a call for expressions of interest (Stage 1) for the 2026/27 fund in May 2025. This year the RCGF will also streamline funds previously available through the Vacant and Derelict Land Investment Programme (VDLIP) and as such has a stronger focus on reuse of vacant land or property. Projects submitted also require to demonstrate the ability to deliver during financial year 2026/27. 6.5. After a meeting of the Council’s Corporate Management Team (CMT), it was agreed that the Council would submit a Stage 1 Expression of Interest to support delivery of the regeneration of Houston Court, as outlined in the Johnstone Vison, which was approved as a framework for the reimagining of Johnstone Town Centre at the Economy and Regeneration Board of 28 May 2024. 6.6. A key move central to delivery of the Vision is to enhance Johnstone’s Civic Squares, including the Houston Court precinct, making them more inviting for people to visit, gather and spend time. Initial designs have been progressed with an engagement event held over May and June 2025 to give the local community an opportunity to comment. 6.7. As stated above, the Council aims to facilitate the demolition of a former supermarket at Houston Court Johnstone, using funds from the PBIP. The RCGF bid will support the transformation of the site following demolition. It will deliver new commercial units and a reimagined pedestrian precinct, creating a green connection between the two civic squares in the town centre. The project will include new landscaping, sustainable drainage, parking, and enhanced public spaces, including new play and exercise areas. 6.8. The project aims to make the area around the pedestrian precinct and Johnstone Town Hall more attractive and welcoming, encouraging greater footfall and dwell time. The new units, located adjacent to established and recently refurbished premises on a key pedestrian route, will offer flexible space suitable for office or commercial use. These units will be ideal for small businesses looking to expand, particularly graduates of Renfrewshire Council’s successful Start-Up Street initiative, which already operates nearby in Johnstone. 6.9. If the Stage 1 application is successful, the Council will be invited to submit a more detailed Stage 2 application. Any progress on the application will be reported to a future Board. ________________________________________________________________ 7 Vacant and Derelict Land Investment Programme (Scottish Government) 7.1. The Vacant and Derelict Land Investment Programme (VDLIP) is a multi-year Scottish Government fund that supports the transformation and reuse of long- term vacant and derelict sites. Page 125 of 144
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7.2. The Economy and Regeneration Board, at its meeting on 23 May 2023, approved the submission of a VDLIP application to support the delivery of The Making of Ferguslie, the community-led Local Place Plan for the neighbourhood. An application was submitted in June 2023 for the transformation of 2.69 hectares of land within the Belltrees area of Ferguslie Park into a multi-functional greenspace, providing natural play areas, activity space, and improved active travel connections within the neighbourhood and beyond. Officers were subsequently invited to progress a more detailed Stage 2 bid, which was submitted in November 2023. 7.3. A decision on the Stage 2 application was put on hold while the Scottish Government conducted a review of its capital regeneration funds. However, in April 2025, the Scottish Government confirmed that the Ferguslie Green Line – Belltrees project had been approved for funding support from the VDLIP, for up to £650,000. This funding, along with additional support from the SPF and PBIP, will enable the delivery of this transformational project in Ferguslie. 7.4. Consultants are currently preparing a tender package to go to market for a contractor to deliver the project. The tender process is anticipated in the second half of 2025, with works commencing in January 2026. 7.5. It should be borne in mind by members that whilst this funding from the Scottish Government will cover the first year’s maintenance of the new space after it is delivered, there will be an ongoing cost for Renfrewshire Council in terms of cutting grass, street light monitoring and general operational maintenance for the area. This will be more expensive than the current regime following this capital investment. The financial implications are referred to later in this report. _____________________________________________________________ 8 Council Motion (27 February 2025) 8.1. At the Council budget meeting held on the 27th of February 2025, additional monies were allocated to support existing regeneration grant funds. £50k was allocated to supplement the existing Retail Improvement Scheme (RIS) and £50k to the historic buildings in villages grant (HBV). 8.2. As outlined in the paper to Board on the 20th of May 2025, at the Council meeting, £0.5m has been allocated for the creation of a new Town Centre Regeneration Fund, specifically targeting projects where the redevelopment of significant local buildings or sites has stalled. Progress on the grant will be reported back to the Board on a rolling basis, with an update on the projects which have been funded. _____________________________________________________________ 9 Rural Tourism Infrastructure Fund (Visit Scotland) 9.1. In March 2022, the Council successfully applied to VisitScotland for funding from the Rural Tourism Infrastructure Fund (RTIF) to produce an infrastructure plan for Clyde Muirshiel Regional Park. The plan focuses primarily on Castle Semple but also includes Muirshiel Country Park and strategic linkages to Renfrewshire’s towns and villages. Page 126 of 144
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9.2. This plan formed the basis of a further successful RTIF application in September 2023, seeking a design grant for a new toilet block/cycling hub (titled Castle Semple Visitor Facility) at Castle Semple. 9.3. Following a period of review, the Scottish Government committed to supporting another round of RTIF funding. Subsequently, officers submitted a further bid to RTIF in February 2025 for capital funding to help deliver the Visitor Facility project. The bid also included a request for funding to support enhancements to the Castle Semple entrance and lochside path. This element of the project will be delivered in partnership with Sustrans, who have produced the detailed designs for the entrance and lochside path improvements and will also provide additional funding. It was confirmed in July 2025 that the funding bid for £240k was successful. Work on the new Visitor Facility is scheduled to begin towards the end of September 2025, with completion expected by January 2026. 9.4. A funding bid was also submitted for Phase 2 of the Lochwinnoch Circular Trail Project. Phase 1, previously funded by RTIF, involved the creation of a new boardwalk partway around Aird Meadow Loch, establishing a formal path through a previously inaccessible area. The Phase 2 bid aimed to extend the boardwalk to complete the circular trail. VisitScotland advised that funding bid for this project was not successful this round. _____________________________________________________________ 10 Water Environment Fund (SEPA) 10.1. The Board of 23 May 2023 noted that SEPA identified an opportunity for the restoration and improvement of the Candren Burn within Ferguslie Park, Paisley, contributing to delivery of the Making of Ferguslie local place plan. 10.2. An initial feasibility study was developed by officers, supported by SEPA’s Water Environment Fund. The study was undertaken over late 2024, with progress outlined in a separate paper being considered by the Board. 10.3. In view of study outcomes, officers have secured a further £100,000 from SEPA’s Water Environment Fund to develop proposals to concept design stage. This will enable more detailed analysis of options, technical investigations and community engagement, supporting an outline design. It is anticipated that the study will commence in late 2025 and will be subject to consultation with local members, residents and community groups. _____________________________________________________________ 11 Heritage funding (Historic Environment Scotland, National Lottery Heritage Fund) 11.1. As noted in the 23 May 2023 paper to this Board officers had previously submitted unsuccessful place-based applications to the National Lottery Heritage Fund (NLHF) and Historic Environment Scotland (HES) to fund the development phase of the ‘Renfrewshire Villages Loop: Kilbarchan to Johnstone. Reviving Dynamic Heritage’ project. Page 127 of 144
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11.2. As outlined in the 20 May 2025 paper to Board, officers are now looking to apply again to Historic Environment Scotland’s Heritage and Place Programme and National Lottery Heritage Fund’s Heritage Grants £250,000 to £10million fund. Funding applications are now being developed for “Cornerstones: Revitalising Lochwinnoch’s Historical Axes” an area-based scheme which seeks to help regenerate the centre of Lochwinnoch by investing in its built heritage and promoting the history of the village. The funding bids will ask for £45k each from HES and NLHF to help support the development phase of the scheme. The application to HES was submitted in August 2025 and the application to NLHF will be submitted later this year. ____________________________________________________________ 12 Next Steps 12.1. Officers will continue to seek out external funding opportunities to fulfil our main priority of regenerating and revitalising Renfrewshire’s towns, villages and rural locations, helping to develop places where people want to live, work, visit and spend time. 12.2. Progress on funding applications and delivery of associated actions will be reported to Board at regular intervals as appropriate. _____________________________________________________________ Implications of the Report 1. Financial – No additional funding is sought. All funding is accounted for within existing Council budgets and external funding. For the Belltrees project there will be an additional £25,000 required annually for maintenance costs. 2. HR & Organisational Development – None. 3. Community/Council Planning – Creating a Sustainable Renfrewshire for all to enjoy – delivery of projects and submission of funding applications supports the Council’s wider placeshaping agenda, improving quality of place, our neighbourhoods and town centres. 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 Page 128 of 144
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9. Procurement – None 10. Risk – None 11. Privacy Impact – None 12. Climate Risk – The regeneration projects proposed include the creation of sustainable links and enhancements to green space. 13. Children’s Rights – None 14. Cosla Policy Position – None ___________________________________________________________________ List of Background Papers (a) Regeneration Funding Bids Update 2022. Economy and Regeneration Policy Board, 14 June 2022. (b) Regeneration Funding Bids Update 2023. Economy and Regeneration Policy Board, 23 May 2023. (c) Making of Ferguslie – Update. Economy and Regeneration Policy Board, 23 May 2023. (d) Regeneration Funding Bids Update 2024. Economy and Regeneration Policy Board, 19 March 2024. (e) UK Shared Prosperity Fund 2025/26. Economy and Regeneration Policy Board, 18 March 2025. (f) Cornerstones Project, Lochwinnoch. Economy and Regeneration Policy Board, 20 May 2025. ___________________________________________________________________ Author: Euan Shearer; Regeneration and Place Manager; Tel 0141 6184664. Email: euan.shearer@renfrewshire.gov.uk Page 129 of 144
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___________________________________________________________________ To: Economy and Regeneration Policy Board On: 26 August 2025 ___________________________________________________________________ Report by: Chief Executive ___________________________________________________________________ Heading: AMIDS South Update ___________________________________________________________________ 1. Summary 1.1. To provide an update on the progress being made with the AMIDS South Project which will link AMIDS and Paisley Town Centre. ___________________________________________________________________ 2. Recommendations Board members are asked to: 2.1 Note the contents of the progress update. 2.2 Note the Chief Executive approved the award of the construction contract and final business case under delegated authority authorised at the Renfrewshire Council meeting on 26 June and that the construction contract will be presented and noted to FRCS on 11 September. _________________________________________________________ 3. AMIDS South Project 3.1 The AMIDS South project was awarded £38.7million from the UK Government’s Levelling Up Fund, with the Council committing £18.8million, to create a new road bridge across Paisley Harbour, a 1.7km gateway route along the White Cart river and a network of roads, Item 9 EAR260825 Page 131 of 144
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cycling, wheeling and walking links from the town centre train station and bus interchange to AMIDS, Glasgow Airport and Inchinnan. 3.2 In addition, a new east-west link road from Renfrew Road to the new bridge crossing will be created which will connect into the new Paisley Grammar School Community Campus, as will dedicated walking and cycling routes. Additionally, a safe access route from Gallowhill using the underpass on the former railway line will be constructed using an additional £1.5million provided by Transport Scotland. 3.3 This project provides infrastructure to better connect communities to education and employment opportunities at AMIDS, but it will also significantly improve the offer to organisations looking to locate here with enhanced access to the airport and the fourth-busiest train station in Scotland. 3.4 Specifically, the project includes: A road bridge crossing at Paisley Harbour for pedestrians, cyclists and road traffic. A gateway route from Paisley town centre along Abercorn Street, Harbour Road and Inchinnan Road to the manufacturing district AMIDS and Glasgow Airport – includes new cycle routes and landscaping An east-west road link from Renfrew Road joining onto the new route, increasing connectivity to the manufacturing district and improving access to the proposed new Paisley Grammar School Community Campus. - It will also connect into the Gallowhill Link which will use the former railway underpass to provide a safe crossing of Renfrew Road. Traffic calming works on Love Street will improve the environment for local residents and pedestrians, the area benefiting from a reduction in traffic flow due to the new routes. Improved walking and cycling on Greenock Road between Inchinnan Business Park and AMIDS. 4. Procurement Process 4.1 The Council used the competitive procedure with negotiation in accordance with the Public Contract Scotland Regulations 2015 and the Council’s Standing Orders relating to Contracts to procure a suitable Contractor to undertake the Construction works for the AMIDS South project. 4.2 The procurement commenced with publication of a Contract Notice on 27 March 2024. Final tenders were invited in July 2025. Page 132 of 144
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4.3 The AMIDS South project team includes Amey OW Limited the appointed Lead Consultant. The evaluation of Final Tenders identified that the submission by Farrans Construction trading as Northstone (NI) Limited was the most economically advantageous tender and therefore a Contract for the Construction Works for the Advanced Manufacturing and Innovation District Scotland South (AMIDS S) Project (RC-CPU-22- 352) was awarded by the Chief Executive to Farrans Construction trading as a division of Northstone (NI) Limited as authorised by Council at its meeting on 26 June 2025. 4.4 A report notifying award of this contract will be presented to the Finance Resources and Customer Services Policy Board at its meeting on 11 September 2025. 5. Business Case 5.1 Economic projections have estimated the project could boost the local economy by an additional £136million and cut carbon emissions by 21,700 tonnes, while creating new job opportunities and helping existing and new companies to grow and expand. 5.2 A compulsory purchase process was followed to acquire the land for the scheme and notices have now been issued confirming the Vesting Date. 5.3 The AMIDS South investment including the previously delivered Inchinnan Cycleway Link and contingency allowances totals £59M. This is funded from the following sources: Levelling Up Fund (LUF) £38.7M Council Funding of up to £18.8M, including reallocation of existing resources as approved by Council on 26 June 2025. Transport Scotland, Active Travel Infrastructure funding of £1.5M 6. Construction phase 6.1 Construction related activities are due to commence in September 2025, with overall opening programmed for Spring 2028 with earlier phases tying in with the adjacent Paisley Grammar Community Campus project. 6.2 Aspects such as public utilities diversions and overall bridge construction are crucial to realising this milestone completion date. Page 133 of 144
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6.3 Lead Consultant, Amey Consulting Limited, are commissioned to provide contract management and site supervision services relating to delivery of the project. A full-time site presence of 5/6 individuals will be provided to undertake the required duties, with Amey Consulting ultimately responsible for management of overall delivery of the project within the terms of the contract, having been involved in this capacity from early conception. 7. Governance 7.1 The project will be report to the City Deal and Infrastructure Programme Board, chaired by the Chief Executive. This officer board will provide oversight, monitoring and governance to the project. Update reports will be brought to the Economy and Regeneration Policy Board as required. 8. Next Steps 8.1 A further update report will be brought to a future Economy and Regeneration Policy Board to update the board on site progress. The award of the construction contract under Chief Exec delegation will be reported to the next FRCS Board. ___________________________________________________________________ Implications of the Report 1. Financial – The AMIDS South project is funded through Levelling Up Funding of £38.7M, approved Council Contribution of up to £18.8M and £1.5M from Transport Scotland via the Active Travel Infrastructure Fund – therefore allocating a total project budget of £59milllion. 2. Financial – none 3. HR & Organisational Development – none 4. Community/Council Planning – Our Renfrewshire is thriving – The AMIDS South project will link our communities and deliver an economic boost. The project aligns with the outcomes of the Renfrewshire Economic Strategy 2020 -2030 and the Renfrewshire Economic Recovery Plan. Page 134 of 144
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Our Renfrewshire is well – The new safer walking and cycling infrastructure will help encourage active travel by children and young people, as well as adults. Reshaping our place, our economy and our future AMIDS South will link to AMIDS and other investment in cycling infrastructure and education and will provide connectivity and access to new and existing jobs for people in our communities. During the project construction period new jobs will be created. Tackling inequality, ensuring opportunities for all – AMIDS South links our less advantaged communities with education and job opportunities at AMIDS and provides healthy transport options Creating a sustainable Renfrewshire for all to enjoy – The completed infrastructure will include segregated provision for walking and cycling and will also enable improved public transport links. Working together to improve outcomes – Officers and contractors will work closely with local businesses and a business engagement programme will be established 5. Legal – a compulsory purchase process was undertaken to progress the land requirements for this project. 6. Property/Assets – once completed the new road and bridge will be adopted by the Council’s statutory roads team. 7. Information Technology – none 8. Equality & Human Rights - (a) The Recommendations contained within this report have been assessed in relation to their impact on equalities and human rights. No negative impacts on equality groups or potential for infringement of individuals’ human rights have been identified arising from the recommendations contained in the report 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. 9. Health & Safety – all health and safety legislation and standards will be followed during construction. 10. Procurement – all contracts are tendered in accordance with Council procurement procedures and will be awarded under Chief Exec delegation (see Council delegation from 26 June 2025) and reported to the next FRCS Board. Page 135 of 144
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11. Risk – Project specific and Programme level risk registers have been established. These are kept under regular review and reported to the Council’s officer City Deal and Infrastructure Programme Board, chaired by the Chief Executive. 12. Privacy Impact – None. 13. Children’s Rights – None 14. COSLA Policy Position – Not applicable. 15. Climate Risk –Active travel is a key component of the project and links with wider active travel routes and investment in Renfrewshire. A new active travel “safe route to school” will be constructed as part of this project. ___________________________________________________________________ Author: Barbara Walker, City Deal and Infrastructure Programme Director Page 136 of 144
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___________________________________________________________________ To: Economy and Regeneration Policy Board On: 26 August 2025 ___________________________________________________________________ Report by: Chief Executive ___________________________________________________________________ Heading: Paisley Museum – update on construction progress ___________________________________________________________________ 1. Summary 1.1 Paisley Museum will be a world-class destination telling the inspirational stories of Paisley’s people and pattern and showcasing its internationally significant collections. 1.2 This report gives an update on the construction progress as Kier Construction Ltd enter the final stages of the first major refurbishment in the building’s 150-year history nears completion. 1.3 Whilst the pandemic significantly affected the original timeline, post pandemic availability of resource in a number of trades, including specialist conservation resource and supplies has continued to impact the project throughout. 1.4 In addition, more recent delays have been due to a combination of factors, for example; unforeseen structural and conservation issues uncovered during renovation of the historic buildings (many areas were inaccessible and could not be fully identified until later in the construction programme); complex utility infrastructure problems, where services were installed incorrectly and unrecorded by utility companies and required significant rectification and latent defects which were worse than anticipated from pre-construction surveys. There have also been significant works required to previously Item 10 EAR260825 Page 137 of 144
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inaccessible areas that could not have been identified earlier in the programme. 1.5 This is an extremely complex project and whilst it was always expected that unforeseeable issues would be encountered during construction the scale of these has been much more than anticipated. These issues reflect the challenges in managing a historic building undergoing its first major modernisation. 1.6 The work undertaken will significantly expand, renew, remodel and transform the building from its previous footprint whilst simultaneously bringing the historic aspects of the building up to modern standards, protect its long-term future, and attract thousands of visitors to Paisley town centre each year. 1.7 This project has included the repair and renovation of all historic buildings on the museum campus and will deliver a net 20% increase in the overall usable area reflecting the scale of demolition, renewal and remodelling incorporated into the project. The construction incorporates a significant new extension which will provide an iconic visitor entrance and reception as well as an on-site café, the installation of new mechanical, electrical and plant systems, and the introduction of a public courtyard. 1.8 The newly extended galleries will allow more of the museum’s remarkable items to be displayed than ever before and we look forward to continuing to work closely with the community and our partners to create an outstanding visitor experience. 1.9 Having already won awards for its design, the construction period is now progressing towards completion which is expected by the end of this year followed by a complex fit-out period to ready the Museum for its official reopening in the second half of 2026. 1.10 Once completed, the project will deliver a truly transformed cultural asset not just in terms the condition of the historic buildings but a transformation in the scale of the overall facility and the quality and depth of the cultural experience that visitors will enjoy, placing Paisley Museum within the very top cohort of museum facilities across Europe. ___________________________________________________________________ 2. Recommendations Page 138 of 144
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2.1 Board members are asked to: i) Note the contents of the progress update. ii) Note that a further update report will be brought to a future Economy and Regeneration Policy Board to provide further detail on the fit-out process. _________________________________________________________ 3. Construction progression 3.1 Kier Construction Ltd continue to deliver the construction contract for the museum, and are progressing into the final stages of work, after which the fit-out period to install the collections will commence. 3.2 New oak flooring has been completed on Level 1 of the Factory Hall, East Extension, West Extension, and Gallery 1. OneRen and a vehicle specialist will be completing the final parts of the fire tender restoration once Kier have completed the decoration of the wall and ceiling in the area where the fire tender was previously boxed in. 3.3 Oak flooring has been completed in the Introductory Gallery and a crash deck scaffold has been erected to enable completion of all high- level decoration. High Level decoration is also complete in the Pillar Gallery and decoration of the main Rotunda 1, Sculpture Court and Factory Hall 1 and 2 is progressing well. 3.4 Kier are planning the final redecoration of galleries 2-5 ahead of final commissioning of the underfloor trench heating this month. 3.5 The acoustic ceilings have been completed above the main entrance and lift lobby on Level 1 and the HeartFelt modular felt ceiling system and lighting in the West Extension has commenced. The Page 139 of 144
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brass handrails leading up the stairs from the main entrance have been installed together with the handrails along the Factory Hall balcony. 3.6 The crash deck scaffold in the shop will be dismantled shortly following completion of all ceiling void, high-level plaster cornice and decoration works. 3.7 The library lift installation is planned to get underway in August. This lift and the ‘night entrance’ introduces contained access from the High Street to the Factory Hall gallery and Learning Space 1 on Level 2 and will allow possibility of evening event or activities without opening the rest of the museum. 3.8 Works in all Oakshaw properties, including Transit House and the Observatory, are almost complete and snagging benchmark inspections will take place in mid-August. 3.9 Soft landscaping is complete in all areas around the museum, with the exception of the garden area adjacent the former Territorial Army Centre site boundary. This will be completed in September 2025. 3.10 The public realm hard landscaping works just outside the Museum were delayed due to existing utility services installed over many previous years by various utility providers not being installed correctly and requiring rectification before landscaping could be completed. This was outside the control of Kier, the Council or OneRen. Works are now progressing well, and all services have now been lowered successfully, allowing the installation of new kerbing and Caithness slabs. A new bus- shelter and street lighting will be installed during August which will allow the removal of temporary traffic and pedestrian management. 4. Exhibition fit out and object installation 4.1 Following the completion of the construction contract, the exhibition fitout and object installation will follow as we prepare the Museum for reopening. Page 140 of 144
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4.2 This will be carried out by “The Hub”, a contractor renowned for their work with heritage and cultural landmarks, including some of the UK’s most iconic museums including, The V&A, The Natural History Museum, Royal Shakespeare Company, and Tate Modern. With more than 20 years’ experience, they will curate the fit out the museum enabling us to showcase our internationally significant collections. 4.3 The exhibition fit-out contract will only commence when Kier Construction Ltd have completed the main works to the standard specified and quality expected. The sensitive and specialist nature of museum exhibition installations can only progress when the gallery spaces are fully complete, dust free and include fully commissioned services that meet the specific environmental parameters required to house our collections. 4.4 The Hub and their sub-contractors will be on site in September 2025 to begin familiarisation of the building systems and operation in advance of the handover at the end of the construction contract. The Hub have commenced their mobilisation process preparation and are looking to firm up their site management and wider fit-out resources. They expect to have their site manager on site in September 2025. Page 141 of 144
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4.5 The Hub have already completed production of the majority of the display components, including flexible display systems, display cases and interactives, and these are in storage until they are required. All prototyping and samples have been approved and the finished displays are of high quality. The final specialist joinery items and in-built display cases are now planned for manufacture as we reach the conclusion of construction. 4.6 We are now in the final stages of delivering all digital interpretations, including AV shows, films and digital game interactives, with our specialist contractors. We have already won the Smiley Charity Bronze award for one of our co-produced films with local organisation Kairos. 4.7 More than 1,000 objects have been conserved by more than 20 experts and are now ready for installation. The final pieces – including an Indian chainmail shirt and archival glass slides – will be complete in the coming months. 4.8 The object installation programme and resource review are complete and has been shared with The Hub and their mount-maker Orbis ready for implantation following exhibition fitout. 5. Next steps 5.1 A further update report will be brought to a future Economy and Regeneration Policy Board which will provide further detail on the fit-out process for the Museum. ___________________________________________________________________ Implications of the Report 1. Financial – the financial implications of the updated constructions and fit out programme will be reported in detail in the financial overview report to be presented to the September Council board cycle. 2. HR & Organisational Development - None Our Renfrewshire is thriving – The Museum is the flagship of our Cultural Infrastructure investment in our heritage assets. Together these will facilitate a significant increase in footfall to Paisley and surrounding area and enable Renfrewshire to host world class performances and attract new footfall from far beyond the local area. Our Renfrewshire is well - The outputs of these projects will enable safe and inspiring locations for all. Page 142 of 144
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From arts and performances to learning and educational space, Renfrewshire will offer anyone the ability to engage and take interest in either a new subject matter or an existing passion that is now much more accessible. Driving world class performances to the area and having 21st century work and education spaces will support people from Renfrewshire to engage in beneficial activities that will in turn support education and interest. Reshaping our place, our economy and our future – Significant increase in footfall will benefit local businesses who can grow as a result and in turn support their ongoing viability in the area. An increase in arts and performances will allow a platform for Paisley becoming a cultural hub in Scotland which can be used to drive new educational agendas with greater access to this subject matter. Tackling inequality, ensuring opportunities for all – A specific focus has been applied to the redevelopment and construction to ensure accessibility is a key feature. A significant amount of thought has gone into making historic, and predominantly inaccessible buildings, available for anyone to enjoy and utilise. There are no barriers to utilising the Museum, and One Ren will continue to deliver an events programme that caters for everyone including those in more deprived areas. Creating a sustainable Renfrewshire for all to enjoy – With the Museum being in the heart of Paisley Town centre, it is accessible sustainably due to the well-connected nature of the town centre. Limited town centre parking will encourage the use of public transport which will work towards the net zero ambitions of the Council. Recently completed infrastructure through AMIDS, including shared cycle and walkways, also enhances the connectivity, and with the opening of the Renfrew Bridge, Paisley has become a more accessible route by sustainable travel. Working together to improve outcomes - Officers and contractors continue to work closely with local businesses and a business engagement programme is ongoing to bring this to focus. 3. Legal - none 4. Information Technology – None. 5. Equality & Human Rights - (a) The Recommendations contained within this report have been assessed in relation to their impact on equalities and human rights. No negative impacts on equality groups or potential for infringement of individuals’ human rights have been identified arising from the Page 143 of 144
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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. 6. Health & Safety – None 7. Procurement – None 8. Risk – Project specific risk registers are in place. These are kept under regular review and reported to the Council’s internal City Deal and Infrastructure Programme Board. 9. Privacy Impact – None. 10. COSLA Policy Position – Not applicable. 11. Climate Risk – these projects will significantly improve all mechanical, electrical and plant systems. This, coupled with improved efficiency in windows and doors will drive down the requirement for heating, in turn lowering the carbon footprint from the building. Author: Barbara Walker, City Deal and Infrastructure Programme Director Page 144 of 144