EHI NEW SIP Presentation - Final
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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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Environment, Housing & Infrastructure 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 Welcome from the Director I’mdelighted tointroducethe Environment,Housingand Infrastructure (EHI)Service Improvement Planfor2026 to 2029, setting outhow we aredelivering against the Council’s strategic organisational outcomes. Weprovide essential services,relied on by residents,communitiesand businesses across Renfrewshire, including: • providingwaste and recycling collectionsto every home • keepingRenfrewshire streetsand neighbourhoodsclean andtidy • maintaining our roads and pavements • lookingafterourparks,play areasand open spaces. We manage andmaintainmore than 220 councilbuildings including schools, town halls,librariesand community centres, providing janitorial, cleaning,cateringand caretaking.We continue to invest in our12,000 Council homesandwork hard toprovidethe best possible services to our tenants. We’rethere for people when they need us most,withspecialist homeless support, and we work hard to protect the public,businessesand the environment. Significant investment is being delivered across Renfrewshire: • £90million in our roads and pavementsover 10 years • refurbishing or replacing every council play park • 2210 council home improvements in 2026 and 8 areas transformed as part of £337million in council housing by 2031 • up to £170million to reshape, refurbish and rebuild schools and targeted funds for leisure, sportand community facilities. Against a challenging financial context, increasing and changing demand for our services, we have a clear focus on reducing our costs, improving ourprocessesand using insight and data to target ourresources where they can make the greatest impact. Gordon McNeil Director of Environment, Housing and Infrastructure
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level About us • Climate, Public Protection & Roads responsibilities include the Council’s Roads, Public Transport, Parking & Active Travel services, as well as leading the response to Climate Change and Ren Zero, along with Energy Management, Regulatory & Public Protection services. This includes partnership working with police, fire and other multiagency partners. • Operations & Service Development responsibilities include Waste Services, Fleet & Social Transport, Neighbourhood Services, Grass, Grounds & Cemeteries Maintenance, Burials & Country Park Management, Civil Contingencies and Service Development. Environment, Housing & Infrastructure is responsible for the provision of every day essential services, directly to the public of Renfrewshire, to other services within the Council and to community planning partners. • Facilities Management & Property Services covers four key service areas: Soft Facilities, Hard Facilities, Building Services and Technical Services. Soft facilities cover janitorial, cleaning, catering, housekeeping and school crossing patrollers. Hard services is responsible for compliance in schools and public buildings, life cycle maintenance in schools & public buildings, PPP contract management. Building Services is an internal service provider covering repairs and maintenance for housing and public buildings. Technical Services is a multi-disciplinary design consultancy commissioned by Council Departments to deliver projects. • Housing Services responsibilities include managing and investing in our housing stock of 11,942 properties and providing services to Council tenants, alongside housing advice and support, assisting homeless people and those threatened with homelessness and ensuring people have safe and healthy places to live, and supports the council’s response to migration and asylum.
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Environment, Housing and infrastructure - Our service
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Facts and Figures The Environment, Housing & Infrastructure Services revenue budget for 2026/27 is approximately £79.282m (excluding HRA). Income and expenditure in relation to a local authority's direct provision of housing must be recorded separately within a Housing Revenue Account (HRA). TheHRA Budget and Rent Levels was presented to Council on 26 February 2026 with total rental and other income for 2026/27 of£70.776m. The gross value of the Housing Capital Investment Plan for the 5-year period from 2026/27 to 2030/31 is £337.338m. We provide Waste and Recycling collection to over 92,000 households and businesses. Supporting more than 871km of roads and transport infrastructure across the whole of Renfrewshire – and we are investing £90m in this infrastructure over the next ten years. Environment, Housing and Infrastructure Services deliver universal services for over 189,000 Renfrewshire residents, helping to run our schools and care homes, providing 11,942 homes for social rent, protecting and enhancing our local environment though a wide range of initiatives and work to make Renfrewshire a great place to live and work. Our services are delivered by a diverse, skilled and committed workforce of around 1,800 (FTE) who deliver services 24 hours a day, 7 days a week and 365 days a 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 Supporting Renfrewshire Council’s objectives Along with the other Services within the Council, Environment, Housing and Infrastructure will support continuous improvement through a number of key strategic areas detailed in the following slides including - Transformation – supporting the Reshaping Renfrewshire programme - to ensure the Council continues to address the ongoing financial challenge but also to ensure the Council continues to respond proactively to new and emerging opportunities to develop, modernise and change how the Council delivers for Renfrewshire’s communities Data Strategy – EH&I will continue to support the Council’s Digital Strategy which includes Smart Data Workstream Risk Management – proactively managing our Corporate, Strategic and Service risks to minimise negative impact on the service and the council.
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Transformation Following on from the Right for Renfrewshire programme the next phase of transformation, to be branded ‘Reshaping Renfrewshire’, will continue to deliver progressive internal transformation, maintaining the long- term journey to adapt and reshape the organisation and how the Council delivers services. Environment, Housing and Infrastructure will support the Reshaping Renfrewshire programme, especially within the following key areas of transformation- • Digital – we will utilise current and future data and digital technologies, including the Internet of Things, robotic process automation, artificial intelligence, machine learning and data analysis to transform services. • Income Generation - growing existing sources of income and generating new income streams, to ensure the Council continues to secure financial stability. • Transformation of our Placed Based Assets – which includes the Strategic Property Programme and the Strategic Learning Estate Strategy. • Transport Infrastructure – including the £90m investment in our roads and footways and implementing the Local Transport Strategy for Renfrewshire as well as significant investment in active travel infrastructure. • Economic Regeneration – including the work to deliver the housing regeneration investment programme. • Net Zero - with the focus on ‘Heat and Fleet’ to transform the approach to the provision of clean energy and sustainable transport in Renfrewshire.
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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 Smart Data Workstream tasked with improving the management and exploitation of data in a consistent way across our services, leading to the improvement of the Council’s capabilities around data. Environment, Housing and Infrastructure (EHI) are a key part of this work. 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 continue to be developed across Environment, Housing and Infrastructure to address gaps and improve the management and exploitation of business-critical data. In 2026/27, Environment, Housing and Infrastructure (EHI) will support the Council’s approach to Data as outlined in the priority actions around strategic, skills, data quality, analysis and using the ERP.
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Our risks RISK MANAGEMENT - The Council’s risk management arrangements are well established with all strategic, corporate and service risks being reported to the Audit, Risk and Scrutiny Board with the last update being in May 2026. Here is a list of the Risks sitting within EHI reported to the board. All risks are evaluated using the Council’s adopted risk matrix; this involves multiplying the likelihood of a risk event occurring by its potential impact. Risks are then evaluated as either ‘low’ (green), ‘moderate’ (yellow), ‘high’ (amber) or ‘very high’ (red).
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Key Priorities Ensure implementation of legislative changes, national guidance, policy and service initiatives with appropriate strategies and plans Deliver the agreed priorities within the Council’s Costed Delivery Plans for Net Zero Better use of data and technology to improve service performance and delivery Deliver the 2026/27 capital investment Asset Management programmes across Public Buildings, Housing, Roads, Fleet and Open spaces. Continue to develop our service models to support the Council’s ”Reshaping Renfrewshire” transformation programme including financial sustainability and to maximise income Support staff and apprenticeship development to ensure they have the right skills and training to meet the needs of the service, now and in the future Supporting the most vulnerable members of our communities, including people experiencing and those threatened by homelessness
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level • Continuing with housing-led regeneration and housing investment programmes including the delivery of 70 new build homes at Howwood Road ad 65 new build homes at Gallowhill. • Implementation of the replacement housing management systems with Phase 1 of the Project being launched in Quarter 3 2026. • We will conclude the review of the housing repair system and implement identified action for change, improvement and modernisation aligned to wider system improvements. • Implement new Homelessness Action Plan (2026 – 2028). • We will develop a new Tenant Participation Strategy (2027–2032). • Deliver the Gallowhill Multi-Story ground source heat project to replace gas heating with new energy efficient clean heating across 180 flats. • Complete Single Building Assessments across 14 Multi-Story blocks and 2 low rise blocks. • Develop and implement new damp and mould strategy to reflect requirements in the Housing (Scotland) Act 2025. • Deliver year 2 of the participatory budgeting programme YouDecide for tenants to identify and vote on projects across the whole of Renfrewshire. • £1m investment in community facilities which will act as an enabler to the community taking ownership. Paper going to ILE Board on 27 May 2026 to outline principles and governance with the funding being used to upgrade buildings and pavilions. • Work will be planned and wherever possible undertaken in 2026/27 in relation to the additional £2m funding in relation to capital works across the Leisure Estate. Work will also continue in the development of using buildings better e.g. libraries (Bridgewater Library and Renfrew Library). Our focus for 2026-27
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level • Continued implementation of our new Local Transport Strategy. • Deliver year 2 of the £90m 10-year roads investment strategy. • As part of the parking strategy, we will be undertaking an assessment of parking provision in Renfrew, Johnstone, Erskine and Linwood. • Review our approach to fly tipping enforcement and use community engagement and data which will inform targeted enforcement. • Revise the Council’s 2022-2025 Antisocial Behaviour Strategy. • Develop a Ren Zero Stakeholder Engagement Plan • We will deliver year 1 of the Carbon Management Plan actions and targets • EHI & Council -We will shape the delivery of our services, in line with the council Net Zero aspirations. • Deliver the east west link of the AMIDS South project, between Renfrew Road and the Paisley to Renfrew active travel route. • Develop our Roads Asset Management Plan to ensure that all road’s related assets are maintained strategically, efficiently, and safely, providing the best service within our budgets. • Enhance active travel across Renfrewshire, with the continuation of the Erskine and Inchinnan routes reducing the reliance on private cars. • Progress with the Regional approach to EV charging infrastructure in collaboration with other City Region partners. Our focus for 2026-27
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level • Continue to deliver a “right first time” approach across all services. • Delivering key capital projects and delivering on investment made as part of the 2026/27 Council budget. • Lead the Strategic Property Programme across Renfrewshire Council’s estate. • We will continue to deliver investment in schools and public buildings across Renfrewshire including the new Paisley Grammar School which will open in August 2026. • Work with Children’s Services to deliver the Scottish Government commitment of providing breakfast clubs. • We will progress the development of an Open Space Strategy within Renfrewshire Council. • Continue to invest in the renewal of Play Parks. The Play Park Renewal Programme has received additional funding and will be extended and delivered throughout 2026 to 2028. • Progress with the implementation of 20mph roads across communities in Renfrewshire to enhance road safety. • We will progress the utilisation of the new route management software to model and implement fully optimised collection routes. • Continue to tackle the trade in illicit tobacco and vape products working in partnership with Police Scotland and HMRC. • The service will implement a new fleet management system to manage Renfrewshire Council’s vehicles, assets and equipment. • Expand our workforce training and development and improve our customer correspondence response times. • Following the development of the detailed Business Case, we will continue to explore the opportunity to develop a packaging and recycling facility at Middleton Road in Linwood. • Effective delivery of our key workforce priorities to support the health, safety, and wellbeing of our staff and enhance staff communication and engagement. • As a result of the expansion of the Environmental Impact team we will further enhance environmental improvements within communities. Our focus for 2026-27
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Appendix: Actions and Performance Indicators relevant to the remit of the Finance, Resources and Customer Services Policy Board
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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? Lead and drive the Strategic Property Programme (including New Ways of Working) and the Property Asset Management Strategy across Renfrewshire Council’s public building portfolio estate. The programme will identify buildings within the public building portfolio that require to be used better. This may mean relocating services and using buildings better and more efficiently. It will also look to determine the use of the buildings and whether there is a better use for the community e.g. CAT transfer. This will allow Renfrewshire to have a sustainable building portfolio that is well used and will allow funding to be directed appropriately. March 2027 Review the caretaking model across community buildings. Match staffing to meet the service demand Reduce unproductive hours Protect and enhance community access Deliver improved value for money during ongoing budget pressures March 2027 We will continually monitor, review and strategically plan both proactive planned preventative maintenance and reactive repairs to public buildings in Renfrewshire including schools Ensure Renfrewshire’s public building estate (circa 230 buildings) is compliant with all required statutory legislation. 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 – PLACE What will we do? What difference will we make? When will we do it by? Review and develop an enhanced compliance and reactive repairs service. Renfrewshire Council has a large building portfolio that is currently being reviewed under the Strategic Property Review. Given the current economic climate and limited budget, Officers require to set short-, medium- and long-term goals, set priorities to ensure that the property portfolio is maintained in an appropriate condition for the services within. March 2027 We will provide support for organisations to assist with community asset transfers. Investment enabler to promote increased community ownership of assets. March 2027 Review the management of KPIs for public buildings, including building services and subcontractors. The aim is to ensure that buildings remain safe for all occupants, to drive contractor performance and to ensure best value. March 2027 Review and develop 3–5-year lifecycle plan. Ensure investment is prioritised to improve the asset & condition, to embrace new and emerging technologies, and to contribute to our overarching Net Zero aspirations. March 2027 Maximise the use of building services as an internal service provider as per Business Plan. Maximise resources to help overcome tendering and procurement challenges. Ensure resources grow and develop, upskilling as required. To ensure the service adapts and is ready to meet advances in technology or modern construction techniques. 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 – PLACE What will we do? What difference will we make? When will we do it by? Create new offices for building services. This will allow modern ways of working and utilise existing space. July 2026 Review and restructure of building services stores. As the structure and job outlines haven’t been reviewed recently, Management will review in line with new ways of working and new technology. This should provide a robust framework for moving forward. March 2027 Continue to develop capital projects, including schools for Renfrewshire Council. Facilities and Property Services deliver many of the Council’s capital projects having recently completed the Paisley Town Hall, Paisley Learning and Cultural Hub and the Paisley Arts Centre. By project managing and delivering these projects, this will allow Officers to have oversight of delivery and report them to appropriate Boards. March 2027 Contribute and lead on the development of repairs, maintenance and finance module as part of phase 2 of the Housing Innovations Project. Deliver a more efficient, integrated repairs and maintenance service, reducing delays and improving response times for tenants. Enable data-driven decision-making through improved system functionality, giving better insight into asset performance, costs, and priorities. Enhance tenant satisfaction by ensuring repairs are tracked, managed, and completed more effectively. Reduce duplication and manual processes, improving productivity and freeing staff to focus on value-added activities. Phase 2 July 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 - PLACE Performance Indicators Target Reporting Frequency % of Overall repairs completed within time by building services 95% Quarterly % of Council Housing Emergency Repairs Completed 99% Quarterly % of compliance tasks undertaken per year –Statutory compliance for public buildings 90% Quarterly
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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? Provide employment, training and apprenticeship opportunities for identified groups of young people in Renfrewshire. Young people and people with vulnerabilities will have opportunities to enhance their chances of employment. 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 What will we do? What difference will we make? When will we do it by? Work with Children’s Services/pupils to improve the uptake of UFSM, FSM and paid meals in both Primary and Secondary Schools. Community benefit, cost saving to parents, resulting in increase in income for Soft FM. March 2027 Work with Children’s Services to deliver the Scottish Government commitment of providing breakfast clubs. Help to enhance the learning experience for pupils. August 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 Indicators Target Frequency % uptake of free school meals in primary schools 60% Quarterly % uptake of free school meals in secondary schools 42% Quarterly
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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 What will we do? What difference will we make? When will we do it by? Develop and deliver on plan for year 2 of Climate Capital Programme. This will include the expansion of Solar PV across Council Buildings. The capital programme supports the Council to make significant progress in reducing its carbon emissions and improving efficiency and performance. March 2027 Develop a strategic approach for the decarbonisation of Council non-domestic buildings. Buildings are the cause of a large percentage of the Council’s emissions. A clear strategic approach will be required to work towards reducing emissions in this area. 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? 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. Improving our absence levels is a shared goal. March 2027 Support Year 1 of the AI Transformation Programme. Ensure Environment, Housing and Infrastructure requirements are represented on the AI Transformation Programme. EHI subject matter expertise will optimise the alignment of relevant AI solutions with EHI strategic and operational outcomes. March 2027 Contribute to the refresh of the Trauma Informed Responsive Renfrewshire Roadmap. We understand what trauma is, and how it affects people, so we will now work differently: Learning and working together to co-create fair and helpful collaborations to support healing and recovery with people affected by trauma. Progress towards, and achievement of, improvement outcomes for people, systems and services as detailed of five strategic themes and outcomes in Trauma Informed and Responsive Renfrewshire programme . March 2027 Develop and support our workforce through training and development demonstrating our value as a learning organisation. A focus on training and development of our workforce, both networked and frontline employees, ensures they are supported with the skills, knowledge and training to successfully undertake their role. March 2029
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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? Support wider employee health and wellbeing across Environment, Housing & Infrastructure (EHI). Our programme of events and information sessions will support wider employee health and wellbeing. March 2027 We recognise that Health, Safety and Wellbeing is an integral part of our business. We will deliver our actions outlined in the Environment, Housing & Infrastructure (EHI) Health, Safety and Wellbeing Plan 2026 – 2029. Our Health, Safety and Wellbeing Plan actions outline a range of measures to maintain, improve and support our employee's health, safety and wellbeing at work. March 2029 Develop a suite of performance indicators across technical services based on the service review. Having implemented a digital repository and tracker for all projects we have begun gathering pertinent data for each project. Over the course of the next financial year, we will be able to identify performance indicators to start to build improvements upon. 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 Target Frequency Average number of workdays lost through sickness absence per employee (FTE) (cumulative) TBC Quarterly % of Members enquiries completed within timescale 85% Quarterly % of frontline resolutions dealt with within timescale 85% Quarterly % of complaint investigation completed within timescale 85% Quarterly % of FOI request completed within timescale 90% Quarterly % of corporate induction completed within 30 days of starting employment with the Council* 75% Annual % of mandatory training courses for frontline employees completed* 85% Annual % of mandatory training courses for employees with access to the Council's network completed* 90% Annual % of Personal Development Plans (PDPs) for employees with access to the Council's network completed.* 90% Annual
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Data Strategy: Priority Activities What will we do? What difference will we make? When will we do it by? Strategic: We will align service data activities with the Digital Strategy for Renfrewshire objective: Data is a critical asset. We will ensure visibility of data activities at Environment, Housing and Infrastructure Directorate (Director & 4 Heads of Service). Senior Management visibility ensures data activities will be prioritised. March 2027 Skills: We will identify skills gaps (e.g. data input, data analysis) and training needs across Environment, Housing and Infrastructure and address through our Workforce Development plan in line with the Renfrewshire Council People Strategy. Ensure the workforce has appropriate capabilities to improve the effectiveness of our data. March 2027 Data Quality: We will review data quality in key business systems and processes and develop an improvement plan. Increase in data accuracy and improved data available to support services to make data driven decisions. March 2028 Analysis: We will further define analysis requirements to improve decision-making and build capabilities locally within services where required. Improve how data is presented to decision makers. March 2028 ERP: We will work with Corporate Teams to promote and increase the use of standard dashboards as business as usual. Improve access to data within the ERP. March 2028 Data Advisory Group (DAG): We will ensure EHI representation at the DAG to ensure our data activities align with the Data Strategy Framework; cross-service data sharing opportunities are identified and that data improvement activities are carried out in a consistent manner across the organisation. Our representation at the DAG will ensure data is used collaboratively across services to support the Council’s strategic outcomes. 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 – Cross cutting theme What will we do? What difference will we make? When will we do it by? We will strengthen EHI’s contribution to Keeping The Promise by embedding rights-based, trauma-informed and relationship-centred practice across Housing and Homelessness Services. Care Experienced young people will have improved access to safe, stable and suitable homes, reducing crisis and homelessness. March 2027 We will develop personalised Housing Pathways for Care Experienced young people, ensuring early identification of risk, proactive prevention of homelessness and clear, supported routes into stable accommodation. Earlier identification of risk and strengthened joint planning will prevent housing breakdowns and promote stability. March 2027 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.’
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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 What will we do? What difference will we make? When will we do it by? We will deepen collaboration with Children’s Services, Whole Family Wellbeing and community partners to deliver coordinated early-help responses that strengthen relationships, belonging and long-term housing stability. EHI will contribute consistently to whole-system Promise delivery and shared accountability. March 2027 We will continue driving cultural change across EHI by embedding Renfrewshire’s Language Policy, expanding workforce development, promoting the Promise Keeper Network and supporting inclusive recruitment through the Guaranteed Interview Scheme.. Staff will deliver compassionate, trauma-informed interactions, improving trust, relationships and outcomes. March 2027 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.’
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Environment, Housing & Infrastructure Service Improvement Plan 2026 – 29 For more information, please contact: douglas.morrison@renfrewshire.gov.uk