Chief Executive’s Service 2026-2029 Service Improvement Plan
Renfrewshire Council · 11 June 2026
Back to Finance, Resources and Customer Services Policy Board — 11 June 2026 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
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PUBLIC ___________________________________________________________________ To: Finance, Resources and Customer Services Policy Board On: 11 June 2026 ___________________________________________________________________ Report by: Chief Executive ___________________________________________________________________ Heading: Chief Executive’s Service 2026-2029 Service Improvement Plan ___________________________________________________________________ 1. Summary 1.1 The Service Improvement Plan for the Chief Executive’s Service is a three-year plan covering the period 2026-2029. The purpose of the Plan is to identify priorities and key tasks to be implemented, the implementation timetable, and our measures of success. 1.2 The Service Improvement Plan is part of a suite of documents which describe the strategic direction for the Service and the Council, and also includes the Council Plan, Community Plan, and Risk Management Plan. The Council Plan and Service Improvement Plans align activity under six themes – Place, Economy, Fair, Green, Living our Values, and Improving Outcomes for Children and Young People. 1.3 The Service Improvement Plan is appended to this report and includes performance indicators and an action plan grouped under the Council Plan themes. A mid-year progress update on the Service Improvement Plan will be submitted to the Finance, Resources and Customer Services Policy Board in November 2026. ___________________________________________________________________ 2. Recommendations 2.1 It is recommended that the Finance, Resources and Customer Services Policy Board: (a) approves the attached Service Improvement Plan; and
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PUBLIC (b) notes that mid-year progress of this Service Improvement Plan will be reported to this Board in November 2026, with updates to the performance indicators and action plan. 3. Background 3.1 The Chief Executive’s Service is responsible for progressing the strategic direction of the organisation, and for delivering cross-cutting services. It also manages the public profile and reputation of the Council and leads on collaboration with national organisations and partnerships across the public, private, and third sectors. The service has three main divisions: Policy and Partnerships; Marketing and Communications; and Economy and Development. 3.2 The Economy and Development team prepares the Local Development Plan, Local Housing Strategy and Strategic Housing Investment Plan, and provides planning and building standards services, economic development and regeneration. The team delivers the economic strategy and provides support to the existing business community as well as new business start-ups and leads on employability services supporting people into work as well as upskilling people to progress into higher paid positions. It also works to attract inward investment and develops and implements regeneration and place plans for Renfrewshire’s towns and settlements. 3.3 The Marketing and Communications team manages the Council’s reputation and brand, and communicates with local people, partners, Council employees and the media. The team delivers marketing campaigns to raise awareness of Council services and delivers the annual programme of major events in Renfrewshire. The team are currently working on the Digital Experience Programme which will reshape our online presence internally and externally. 3.4 The Policy and Partnerships team supports corporate and service level policy, strategy and performance management, as well as corporate data analytics, GIS and research. The team coordinates the Council’s approach to tackling inequalities in Renfrewshire, and leads on the Fairer Renfrewshire programme, and the delivery of community learning services and community capacity building through the Connected Communities team. 4. Service Improvement Plan 2026-2029: What do we want to achieve? 4.1. Council services continue to operate in a challenging context. The Council and services remain ambitious for our people and our place, and the Service Improvement Plan ensures a clear focus on continuous improvement. The Service Improvement Plan allows us to describe where activity is targeted, and through the six-monthly updates described below, provide a balanced view on progress.
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PUBLIC 4.2. Our Service Improvement Plan sets out actions for the next three years, and in 2026/27 our particular areas of focus will be: • Maximise the benefits of the Investment Zone at AMIDS • Progress the actions outlined in our town centre strategies/visions by collaborating with partners to transform our key centres • Continue to progress our Connected Communities programme including the launch of our Every Conversation Matters programme • Lead on the development of new Community and Council Plans for Renfrewshire • Strengthen consultation and engagement practice in the Council, alongside a new Your Voice Matters engagement plan • Prepare the Local Development Plan, including an updated Development Plan Scheme and Participation Statement • Deliver the Fairer Renfrewshire Action Plan, progressing new initiatives such as the Local Child Poverty Insight Partnership • Continue to monitor and respond to population change with targeted programmes of work in relation to New Scots and community cohesion • Strengthen performance management and reporting arrangements which support continuous improvement in the Council • Deliver an improved online experience for the public and employees through our Digital Experience Programme • Deliver the Council’s Events programme • Deliver our visitor marketing and communications campaign • Deliver our Community Wealth Building Plan in line with new national guidance • Contribute to AI and digital transformation • Contribute to the Living Well, Leading Well programme as part of the Council’s plan to reduce absence 5. Monitoring progress 5.1 Progress on the implementation of the Service Improvement Plan is regularly monitored by the Senior Management Team and will be reported to the Finance, Resources and Customer Services Policy Board on a six-monthly basis. A mid-year review of progress will be brought to this Board in Autumn 2026, with an annual outturn report in Spring 2027. 5.2 Targets for performance indicators included in the Service Improvement Plan have been reviewed and set, where appropriate, in cognisance of the context in which services are operating, analysis of performance over time, and in line with the resources available to support service delivery. Targets relating to planning and building standards are set nationally.
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PUBLIC Implications of the Report 1. Financial – The Service Improvement Plan notes the financial challenges facing the local authority and the work that will be undertaken by the service to manage this. 2. HR & Organisational Development – The Service Improvement Plan notes work linked to ongoing service reviews. 3. Community/Council Planning – Service Improvement Plans reflect the contribution of each service to the Council and Community Plans. 4. Legal – None 5. Property/Assets – The Service Improvement Plan details activity which will lead to the creation or enhancement of Council assets. 6. Information Technology – Digital resources are now key to the delivery of services and strategies are in place to manage this. 7. Equality & Human Rights - The Recommendations contained within this report have been assessed in relation to their impact on equalities and human rights. No negative impacts on equality groups or potential for infringement of individuals’ human rights have been identified arising from the recommendations contained in the report because it is a summary of proposed actions. The delivery of actions included in the appendix will be impact assessed where appropriate. 8. Health & Safety – None 9. Procurement – None 10. Risk – Risks related to the delivery and management of services are regularly monitored and included in Renfrewshire Council’s Corporate and Strategic Risk Registers. 11. Privacy Impact – None 12. COSLA Policy Position – None 13. Children’s Rights – The Service Improvement Plan includes actions which may impact on children and young people in Renfrewshire. Delivery of these actions will pay due regard to UNCRC as appropriate. 14. Climate Change – The Service Improvement Plan includes actions and indicators under the theme “Green” demonstrating how it will contribute to Renfrewshire’s Plan for Net Zero. ___________________________________________________________________ List of Background Papers: None Author: Jacqui Jacobsen, Senior Policy Officer, jacqui.jacobsen@renfrewshire.gov.uk Appendix 1: Service Improvement Plan 2026-2029
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Chief Executive’s Service Service Improvement Plan 2026 -29
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Chief Executive’s Services –Our Service Events Attracting visitors & positive economic impact Supporting Business To start-up, grow, & increase jobs and enterprise Employment Support Helping unemployed & low waged people find & sustain work Marketing and Communication Managing the Council’s brand & communication with local people City Deal Major infrastructure projects bringing regeneration & economic opportunities Planning and placeshaping Delivering planning & building standards services, including policy Connected Communities Working with communities, partners and third sector Strategy and Policy Leading policy & strategy development, alongside performance, data and research Digital Experience Ensuring citizens can easily find and use information online about council services Estates Managing the Council’s estate Regeneration Supporting the regeneration of our towns and villages
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Our resources and risks Our Budget For 2026/27, our service revenue budget is £13.3m. This includes funding for Fairer Renfrewshire, and the Council’s events programme. As part of the capital budget, £2.1m has been allocated for City Deal projects, £2.3m for town centre regeneration, and £723,000 for place-based funding. Our Risks Risks Evaluations Our strategic risks Economy Very High Reducing Inequalities in Renfrewshire Very High Our corporate risks Misinformation/disinformation Moderate Our service risks Discontinuation of Shared Prosperity Fund Moderate AMIDS – Investment Zone status Moderate
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Transformation and Financial Sustainability The Council’s financial outlook is significantly challenging.For the three-year period from 2026/27, there is currently a forecast budget deficit of broadly £32m after the assumed delivery of known recurring savings. The Council continues to explore ways to transform how we deliver our services – to improve the experience of our customers and service-users but also to ensure the Council’s financial sustainability. The Chief Executive’s service supports this by: Ensuring corporate goals are linked through all Council policy, and service plans reflect improvement and efficiency Leading on the Connected Communities programme to transform how we work together with communities Leading the council's public, staff and stakeholder communications that drive awareness of future change Supporting the cross-service Financial Sustainability workstreams led by the Corporate Management Team Leading the transformation of our website and employee intranet to improve the user experience and maintain trust in the council
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Data Strategy The Council's Digital Strategy includes a Smart Data Workstream tasked with improving the management and exploitation of data in a consistent way across all our services, leading to the improvement of the Council's capabilities around data. As part of the Smart Data Workstream an organisation-wide data governance group has been created which includes data specialist representatives from all services. Service data strategies have been developed during 2024 across the Chief Executive’s Service to address gaps and improve the management and exploitation of business- critical data. In 2026/27, the service will continue to contribute to the work of the Data Advisory Group, and will progress actions from the Digital Strategy. Our own data review will be a particular area of focus this year.
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Renfrewshire Council’s Service Improvement Context Reflecting our values Delivering financially sustainable services Promoting equality, diversity and inclusion Delivering Best Value Aligning to our Council Plan and the Community Plan
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level For Chief Executive’s Service, reports are presented to different Policy Boards depending on the topic, and others go to Leadership Board. Papers and access to video recordings of past meetings are available on the Council’s website Our key plans, strategies and reports Local Development Plan Strategic Housing Investment Plan Renfrewshire Economic Strategy Local Housing Strategy Renfrewshire Events Strategy and Programme Community Learning and Development Plan Fairer Renfrewshire Programme and Action Plan Marketing and Communications Strategy Health and Safety Plan Equalities Mainstreaming and Outcomes Report and Action Plan Renfrewshire Community Plan Community Wealth Plan Digital Experience Strategy
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Chief Executive’s Service Policy Context Fairer Renfrewshire Programme Town Centre Regeneration Connected Communities Local Development Plan Marketing and Communications Strategy Digital Experience Strategy Local Housing Strategy Economic Development Glasgow City Region City Deal Best Value, Audit and Inspection Consultation and Engagement Events Strategy Community Wealth Building Strategic Housing Investment Plan
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Priorities for 2026/27 Driving a place-based approach to regeneration Contributing to the growth of Renfrewshire’s economy through infrastructure investment, support for local businesses and employability services Contributing to the Council’s transformation agenda, including AI and digital transformation, to support financial sustainability Supporting staff health and wellbeing as part of the Council’s work to reduce absence Develop the evidence base for the new Council and Community Plans through needs assessment and engagement Communicating and engaging with communities and stakeholders on our vision for Renfrewshire Working with partners to reduce inequality and support low-income households through our Fairer Renfrewshire programme Deliver the Connected Communities workstreams, reshaping our relationship with our communities Continue to develop the new council website and develop a new intranet for employees, improving the user experience Launch Discover Renfrewshire visitor marketing campaign
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Looking ahead: focus for 2026/27 • Maximise the benefits of the Investment Zone at AMIDS • Progress the actions outlined in our town centre strategies/visions by collaborating with partners to transform our key centres • Continue to progress our Connected Communities programme including the launch of our Every Conversation Matters programme • Lead on the development of new Community and Council Plans for Renfrewshire • Strengthen consultation and engagement practice in the Council, alongside a new Your Voice Matters engagement plan • Preparation of the new Local Development Plan, including an updated Development Plan Scheme and Participation Statement • Deliver the Fairer Renfrewshire Action Plan, progressing new initiatives such as the Local Child Poverty Insight Partnership • Continue to monitor and respond to population change with targeted programmes of work in relation to New Scots and community cohesion • Strengthen performance management and reporting arrangements which support continuous improvement in the Council • Deliver an improved online experience for the public and employees through our Digital Experience Programme • Deliver the council’s Events programme • Deliver our visitor marketing and communications campaign • Deliver our Community Wealth Building Plan in line with new national guidance • Contribute to AI and digital transformation • Contribute to the Living Well, Leading Well programme as part of the Council’s plan to reduce absence
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Delivering the Council Plan - PLACE What will we do? What difference will we make? When will we do it by? Progress the actions outlined in our town centre strategies/visions by collaborating with partners to transform our key centres. Deliver changes within the identified key areas Outline a clear vision for the future of the town centres 31 March 2028 Proactively work with property owners to bring some of the area’s most valued assets back into use This work will link with the town centre strategies to protect, enhance and return to use key assets 31 March 2027 Refresh the Strategic Housing Investment Plan to identify a development programme to ensure Scottish Government funding is maximised to deliver affordable housing in Renfrewshire Increased supply of affordable homes in Renfrewshire and support the delivery of the Council’s Housing Regeneration Programme. 31 October 2028 Prepare a new Local Housing Strategy for the period 2028-2033, in line with revised Scottish Government guidance The new strategy will identify strategic housing priorities within Renfrewshire and direct resources to help meet housing needs 31 March 2028 Prepare the Local Development Plan, the 10 year spatial strategy for Renfrewshire The LDP sets out policies and proposals that aim to facilitate sustainable economic growth and sustainable development by directing development to existing built up areas, creating sustainable mixed communities, high quality places and helping to tackle climate change. 31 December 2028 Develop plans for regeneration and investment proposals of scale to bid for external capital funding opportunities. Setting out our goals and the benefits of investing in Renfrewshire will provide opportunities for local communities in terms of economic potential and wealth creation. 31 March 2028
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Delivering the Council Plan - PLACE What will we do? What difference will we make? When will we do it by? Continue to lead on the Council’s migration and population change response – developing detailed understanding of the changes and shifts in population and the diversity of Renfrewshire’s communities Understanding the changing shape and needs of Renfrewshire’s population will help the Council ensure that services can adapt and that barriers to accessing services can be removed. 31 March 2028 Design a new Connected Communities service model for the Council – implementing a new service structure and developing the corporate approach for the whole organisation By working together, we will maximise the opportunities to support communities in ways that are empowering, sustainable and tailored to local needs. 31 December 2029 Deliver the 2026 events programme to include high quality programming developing meaningful participation and performance opportunities for local groups and artists. Our annual events programme will take place across Renfrewshire, supporting the local economy and providing cultural opportunities. 31 March 2027 Deliver a two-year visitor marketing and communications campaign that inspires local residents and regional visitors to explore Renfrewshire’s tourism and leisure experiences. Our visitor marketing will support residents and visitors to explore tourism and leisure experiences, and generate benefits for the local economy 31 March 2028
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Delivering the Council Plan - PLACE Performance Indicator Frequency 2025/26 Value Latest Update Latest Value 2026/27 Target Percentage of first reports (Building Standards) issued within 20 days Quarterly 82% 2025/26 82% 95%* Time to issue a building warrant or amendment to warrant from receipt of application (days) Quarterly 120 2025/26 120 60* Percentage of building warrants or amendments issued within 10 days of receipt of all satisfactory information Quarterly 88% 2025/26 88% 90%* Average Time for processing Planning Applications (Householder) (weeks) Quarterly 8.7 2025/26 8.7 8 Immediately available employment land as a % of total land allocated for employment purposes in the local development plan (LGBF) Annual Not yet available 2024/25 75% Data only Affordable housing completions Annual 98 2025/26 98 133** Private housing completions Annual 437 2025/26 430 300** *Targets set nationally ** Targets are based on an annualised figure for housing needs in Renfrewshire 2023-2042 as set out in the Local Housing Strategy
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Delivering the Council Plan - ECONOMY What will we do? What difference will we make? When will we do it by? Continue to support local employment through the delivery of targeted support through the Council’s employability programme Our programmes support people to develop new skills and find opportunities to enter the workforce and sustain employment. 31 March 2027 Continue to progress core actions to support local and regional economic growth. Council activity on regeneration, employability, support for local businesses and investment in infrastructure contributes to making the right conditions for economic growth. 31 March 2027 Develop a Community Wealth Building Plan for Renfrewshire A community wealth building approach aims to ensure that public spending can contribute to economic growth, fairness and shared prosperity. 31 March 2027 Maximise the benefits of the Investment Zone at AMIDS The new status will contribute to the attractiveness of the area for investors and employers, generating benefits for the Renfrewshire economy. 31 March 2035 Develop an Investment Proposition for Renfrewshire that is clear on our economic ambitions for place Setting out our goals and the benefits of investing in Renfrewshire will provide opportunities for local communities in terms of economic potential and wealth creation. 31 March 2027 Complete the Tech Terrace development (Phases 1 and 2) and attract the first large occupier The Tech Terrace facility will provide high-quality bespoke accommodation for start-ups and small tech businesses, supporting local employment and regeneration. 31 March 2028
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Delivering the Council Plan - ECONOMY Performance Indicator Frequency 2025/26 Value Latest Update Latest Value 2026/27 Target Measure of Civic Pride related to events (% of people agreeing that local events make them proud of their hometown)* Annual 91% 2025/26 91% 92% Number of people participating in the events programme Annual 6,077 2025/26 6,077 7,000 Number of volunteering hours supporting the development and delivery of the events programme Annual 445.5 2025/26 445.5 455 Number of people attending the events programme Annual 118,509 2025/26 118,509 122,500 Economic impact and local spend of attendees to the events programme Annual £4,576,460 2025/26 £4,576,460 £4.65m Number of new business start-ups in Renfrewshire with Business Gateway support Quarterly 327 2025/26 327 320 Number of local businesses securing growth support, training or grants from Renfrewshire Council Business Team Quarterly 407 2025/26 407 300 Number of Social Enterprises supported to grow / develop / income generate with Council support Quarterly 61 2025/26 61 60 * All events targets are reflective of the 2025-2028 Events Strategy
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Delivering the Council Plan - ECONOMY Performance Indicator Frequency 2025/26 Value Latest Update Latest Value 2026/27 Target Number of trainee type posts created for unemployed people at Renfrewshire Council Quarterly 78 2025/26 78 60 Number of unemployed/ low waged people being supported through Renfrewshire Council Employability Programme Quarterly 1,489 2025/26 1,489 1,100 Number of unemployed / low waged people securing qualifications through Renfrewshire Council Employability Programme Quarterly 638 2025/26 638 600 Number of unemployed people moving into paid employment through Renfrewshire Council Employability Programme Quarterly 532 2025/26 532 500 Number of people supported, sustained in work at 6 Months through Renfrewshire Council Employability Programme Annual 269 2025/26 269 180
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Delivering the Council Plan - FAIR What will we do? What difference will we make? When will we do it by? Implement the Fairer Renfrewshire Action Plan, working with partners to support Renfrewshire residents through the cost-of-living crisis A co-ordinated programme of activities is in place which targets action where it is needed most to reduce inequalities. 31 March 2027 Implement the Equalities Outcomes Action Plan Embedding equality of opportunity into our decision-making, policies and practices to improve outcomes for those who live, work and study in Renfrewshire. 31 March 2028 Develop the Local Child Poverty Insight Partnership Project The partnership will use existing data to identify families showing early signs of child poverty risk, and connect them quickly to the right support, including income maximisation, employability help, cost of living advice and family wellbeing services. 31 March 2027
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Delivering the Council Plan - FAIR Performance Indicator Frequency 2025/26 Value Latest Update Latest Value 2026/27 Target Community Asset Transfer - number of months from receipt of an application to a determination being issued from the Council Annual 5 2025/26 5 6 Number of unique adults participating in CLD activity Quarterly 424 2024/25 1,564 Data only Number of unique children and young people participating in CLD activity Quarterly 6,259 2024/25 6054 Data only Number of children in receipt of school clothing grants Annual 5,860 2024/25 5,316 Data only Percentage of children aged under 16 living in relative low-income families After Housing Costs Annual Not yet available 2024/25 12.7% Data only
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Delivering the Council Plan - GREEN Performance Indicator Frequency 2025/26 Value Latest Update Latest Value 2026/27 Target Number of local businesses working with the Council to progress the Net Zero agenda Quarterly 76 2025/26 76 40 Number of local businesses securing Net Zero growth grants from Renfrewshire Council Business Grants Quarterly 5 2025/26 5 8 Number of Team Up to Clean Up litter picking and clean up events Quarterly 4,051 2025/26 4,051 3,000 Number of Team Up to Clean Up volunteer participation instances Quarterly 5,857 2025/26 5,857 3,700
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Delivering the Council Plan – LIVING OUR VALUES What will we do? What difference will we make? When will we do it by? Deliver the digital experience strategy to make it very easy for our local communities and employees to find and use the information they are looking for on Renfrewshire.gov.uk and the intranet and to help them successfully access online services. We will build trust with local people and improve our responsiveness. Services will be easier to access, people will feel more connected to the council and will have a greater understanding of our functions, priorities and the services we deliver. 31 March 2027 Continue to lead Best Value activity, including the delivery of the Corporate Improvement Plan. We are committed to continuous improvement and base our improvement work on a clear understanding of our strengths and our areas for development. 31 March 2027 Developing a corporate data and analytics team model which supports the aspirations of the Council to be a data driven organisation Robust data and intelligence will support decision-making. Specialist resources will be targeted appropriately. 31 August 2026 Deliver the Every Conversation Matters Campaign Working to deliver a consistent, fair and helpful ‘no wrong door’ experience for our citizens, building trust through valued, human connections that solve problems effectively 31 December 2027
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Delivering the Council Plan – LIVING OUR VALUES What will we do? What difference will we make? When will we do it by? Continuing to develop our service models which deliver the Council’s priorities and support its financial sustainability and transformation The ongoing financial challenges facing all councils are addressed through the commitment of all services to deliver savings. 31 March 2027 Implement the new Consultation and Engagement Strategy A co-ordinated approach ensures that the opportunities to learn from customer engagement are maximised, and duplication is avoided. 31 March 2027 Implement the Your Voice Matters engagement plan We will engage with residents, communities, partners, and stakeholders ensuring the future direction of the Council family is informed by listening to what matters most to the people in our communities. 31 March 2027 Develop the new Council and Community Plans We will align the development of key strategic plan, engaging with residents and partners, to inform the future direction of the Council family 30 September 2027 Deliver the Internal Communications and Engagement Strategy 2023-27 to support enhanced employee communication to deliver our organisational priorities We will support the delivery of the principles outlined in the council’s People Strategy and workforce planning, building on successful staff communication and engagement methods, fostering a culture that supports and empowers staff resulting in a well-informed and motivated workforce. 31 March 2027 Deliver the Marketing and Communications Strategy (2024-27) to inform all council stakeholders of our services and our work to make Renfrewshire a better place to live, work, learn We will support the delivery of the strategic outcomes in our Council Plan and supports our long-term organisational financial sustainability. 31 March 2027
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Delivering the Council Plan – LIVING OUR VALUES What will we do? What difference will we make? When will we do it by? Align service data activities with the Digital Strategy objective “Data is a critical asset” and ensure visibility of data activities at Directorate SMT. Senior Management visibility ensures data activities will be prioritised. 31 August 2026 Identify data skills gaps , e.g. data input, data analysis and address in alignment with the People Strategy and aligned to the CE service’s data review. Ensure the workforce has appropriate capabilities to improve the effectiveness of our data. 31 August 2026 Review data quality in key line of business systems and develop improvement plan in alignment with organisational priorities. Reduction in data remediation activities, enabling real- time data driven decisions. 31 August 2026 Further define data analysis requirements to improve decision-making and support capabilities locally within services where required, aligned with the service’s data review. Improve how data is presented to decision makers. 31 August 2026 Support Year 1 of the AI Transformation Programme The Council maximises the benefits of AI solutions in relation to service efficiencies. 31 March 2027 Actively support the Council’s ‘Living Well, Leading Well’ programme, including driving service level improvements to manage absence Staff and managers are aware of the supports available to support good health and wellbeing and benefit from a fair and consistent approach to absence management. Improving absence levels is a shared goal across the Council. 31 March 2027 Lead on the Trauma Informed and Responsive Renfrewshire programme and the development of a new roadmap Services consistently recognise and respond to the impact of trauma. Staff feel supported and confident in their roles, and people who use services experience more responsive, person-centred support. 31 March 2027
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Delivering the Council Plan – LIVING OUR VALUES Performance Indicator Frequency 2025/26 Value Latest Update Latest Value 2026/27 Target % of investigation complaints responded to within timescales agreed with customer (Chief Executive’s) Quarterly 87.5% 2025/26 87.5% 85% % of frontline resolution complaints responded to within timescales agreed with customer (Chief Executive’s) Quarterly 89.1% 2025/26 89.1% 85% Average number of work days lost through sickness absence per employee (Chief Executive's) (FTE) Quarterly 7.65 2025/26 7.65 Target to follow % of FOI requests in a quarter completed within timescale in the Chief Executive's Department Quarterly 97% 2025/26 97% 100% Percentage of new CE staff completing corporate induction within 30 days of start date Annual 61% 2025/26 61% 100% Percentage of CE staff who have completed all mandatory training Annual 95% 2025/26 95% 100% Percentage of CE staff who have completed a Personal Development Plan within the last year Annual Data not yet available New PI 2025/26 Data not yet available 100%
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Delivering the Council Plan – Cross cutting theme IMPROVING OUTCOMES FOR CHILDREN AND FAMILIES ‘Across all of our work and all of our efforts, we hope for loving and happy lives for Renfrewshire’s children – working together to get it right for children, families and communities – protecting, learning, achieving and nurturing. Every priority of this Council Plan will contribute to improving the lives of Renfrewshire’s children and their families. It is our fundamental duty as an organisation and our shared responsibility as citizens of this place to ensure that our children inherit a Renfrewshire where their wellbeing is nurtured, their futures are bright, and their environment is safe and healthy.’ Council Plan 2022-2027 In order to deliver this cross-cutting theme, the outcomes of children and families will be considered while implementing all actions within the following action plan, but those marked ‘(CF)’ will be particularly relevant. Additionally, the following actions will be a priority for the service: What will we do? What difference will we make? When will we do it by? Contribute to the Council’s commitment to The Promise for all care experienced people Care experienced young people have better outcomes and a more positive experience of care; feel listened to and valued; can build and maintain good relationships 31 March 2027
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Chief Executive’s Service Service Improvement Plan 2026 – 29 For more information, please contact: policycefar@renfrewshire.gov.uk