Finance and Resources - Service Improvement Plan 2025-28
Renfrewshire Council · 12 June 2025
Back to Finance, Resources and Customer Services Policy Board — 12 June 2025 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
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1 ___________________________________________________________________ To: Finance, Resources and Customer Services Policy Board On: 12 June 2025 ___________________________________________________________________ Report by: Director of Finance and Resources ___________________________________________________________________ Heading: Finance and Resources 2025-2028 Service Improvement Plan ___________________________________________________________________ 1. Summary 1.1 The Service Improvement Plan for Finance and Resources is a three-year plan covering the period 2025-2028. The purpose of the Plan is to identify the priorities being addressed, the 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 the autumn of 2025.
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2 2. Recommendations 2.1 It is recommended that the Finance, Resources and Customer Services Policy Board: (a) approves the attached Service Improvement Plan; and (b) notes that mid-year progress of this Service Improvement Plan will be reported to this Board in the Autumn of 2025, with updates to the performance indicators and action plan. 3. Background 3.1 Finance and Resources enables and supports the smooth running and strategic management of the Council’s financial, legal, procurement, ICT, people and organisational development, customer services and business services as well as maintaining sound audit and governance across the Council. The service leads on the delivery of transformational change and organisational development across the Council. Support services such as those provided by Finance and Resources are critical not only to the delivery of the Council’s financial sustainability and strategic goals, but to day-to-day operations. 4. Service Improvement Plan 2025-2028: 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 process sets out our priorities for improvement. The Service Improvement Plans process allows us to describe where activity is targeted, and through the 6-monthly updates described below, provide a balanced view on progress. 4.2. Our Service Improvement Plan sets out actions for the next three years, and in 2025/26 our particular areas of focus will be: • Progressing the delivery of the new Digital Strategy 2025-2030 which will transform how the Council works, improving service delivery and choice for communities; • Supporting the next phase of the long-term Transformation and Change Programme, ‘Reshaping Renfrewshire’, including development of the Transformation Board; • Reviewing the impact of the Council’s People Strategy 2021-26 with a view to consulting stakeholders on the development of a new strategy for 2026-31, aligning the Council’s people priorities with financial sustainability plans;
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3 • Continuing to bolster our cyber-resilience through technical and non-technical measures, protecting our digital assets; • Implementing the Scottish Parliamentary boundary review; • Preparing for delivery of Scottish Parliamentary elections scheduled for May 2026; • Supporting development and delivery of the learning estate strategy and other infrastructure investment; • Developing and delivering, in conjunction with other services, the outcomes of the strategic review of OneRen; • Modernising the Council’s terms & conditions, and associated workforce and HR&OD policies; • Delivering a new Reward and Recognition Scheme and employee suggestion scheme for employees; • Implementing the agreed areas for improvement from the Council wide employee engagement survey; • Continuing the ongoing programme of works to support employee health and wellbeing, for example, Ren Talks, promotion of self-care supports including on mental health, financial wellbeing, menopause and training of more Mental Health First Aiders; • Continuing to explore the use of digital technologies to enhance the Council’s current learning and development provision; • Continuing to support the wider council in delivering their service priorities through provision of professional and expert advice and services. 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 2025 and an annual outturn report in Spring 2026. Implications of the Report 1. Financial – This report 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 details several pieces of work being progressed by the People & OD team.
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4 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 – None 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 for noting only. The delivery of actions included in the appendix will be impact assessed where appropriate. 8. Health & Safety – The Service Improvement Plan includes actions relating to employee wellbeing and absence. 9. Procurement – The Service Improvement Plan includes actions relating to procurement activity. 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 - None 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: Lisa Fingland, Policy Manager Contact: lisa.fingland@renfrewshire.gov.uk Appendix 1: Service Improvement Plan 2025-2028
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Finance & Resources Service Improvement Plan 2025 -28
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Finance & Resources –our service Strategic and operational financial advice and accountancy, Council Tax, rates and benefit processing Business services providing administrative support across services including payroll and employee services People and organisational development Legal services providing advice and support to all council services Internal audit, fraud, insurance and risk management Customer services providing professional front facing customer and administrative support councilwide Transformation, providing project & programme management ICT services, provision of ICT equipment, security and compliance, hosting, storing & connectivity Support for elected members and boards including delivering elections £ Strategic and commercial procurement supporting tendering, fair working practice and sustainability
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Finance & Resources -about us Finance and Resources leads the delivery of a wide range of professional services which support the smooth running and strategic management of the Council. Finance and Resources is led by the Director, Alastair MacArthur, and he is supported by four Heads of Service, the Chief Auditor and the Strategic Service Delivery Manager. Business Services delivers financial operations including Revenues and Benefits, and provides business support to other Council services Corporate Governance provides legal services and supports the governance and effective running of Council and policy boards Digital, Transformation and Customer Services leads on ICT provision, project and programme management, and our front-facing customer services, and leads on our Digital Strategy Finance and Procurement provides financial and budgetary management services and a corporate procurement service to all council services Internal Audit leads on audit and fraud activity, ensuring robust controls are in place to manage risks associated with council activity People and OD delivers strategic professional HR services including supporting recruitment, professional development and employee wellbeing Director of Finance and Resources Alastair MacArthur Head of People and OD Raymond Cree Head of Corporate Governance Mark Conaghan Head of Finance and Procurement Christine McCourt Chief Auditor Karen Campbell Head of Digital, Transformation and Customer Services Patrick Murray Strategic Service Delivery Manager Emma Shields
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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 BUDGET For 2025/26, the revenue budget approved for General Services was £588.9m. The capital budget approved for General Services for 2025/26 was £105.9m. The Finance & Resourcesrevenue budget for 2025/26 is approximately £46.2m Finance and Resources also supports all other council services with financial and budget management as well as providing support to our capital projects. 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. Corporate and strategic risks, where senior officers in the Finance & Resources service are owners or joint owners are shown on the right. The service also plays a significant role in the management of many ‘business as usual’ risks that exist within the council. EvaluationsRisks Our strategic and corporate risks Very HighSuccessful Cyber Attack Very HighPartnership Financial Sustainability HighFinancial Sustainability HighFinancial Stability HighWorkforce planning, recruitment and retention Our service risks ModerateAdministration of elections
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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.The most recent analysis reported to Council on 27 February 2025 suggests that Renfrewshire Council will experience a funding deficit in the range of £25m-£40m in the three years from 2025/26, before any decisions on Council Tax levels. 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. Finance & Resourcescontinues to support this through: Delivering transformation savings workstreams for Finance & Resources Leading with the cross- service Financial Sustainability workstreams led by the Corporate Management Team Providing Council services with finance and HR partner advice and support to deliver service-specific savings Providing project and programme management support to the transformation programme
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Workforce innovation and wellbeing Our People Strategy has three priorities –improving our employee experience; workforce planning; equality, diversity and inclusion. The strategy covers the period 2021-2026 and work will begin this year to develop a new strategy. In early 2025, Audit Scotland published the results of their Scotland-wide thematic Best Value review on workforce innovation. The report on Renfrewshire Council had many examples of good practice and presented us with three areas for improvement, which our People and OD will progress in partnership with other Council services. Each service will now include some key performance indicators relating to the workplace experience in their Service Improvement Plans, and will agree specific actions on workforce challenges in their service area which align to the priorities of the People Strategy andthe improvement actions from the Best Value review. Finance and Resources will ensure these priorities are reflected in both our strategic and day-to-day operations. High-level actions areembedded in our Service Improvement Plan. Key focus areas this year are the strengthening of our workforce planning approach, and the development of the new People Strategy. Employee wellbeing remains a priority and we will consider the issues from the employee survey and identify improvement activity to address these.
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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 Q2-3 of 2024 across Finance & Resources to address gaps and improve the management and exploitation of business- critical data. Action plans have been developed to progress strategy implementation at a service level and local data strategies will be aligned with the development of the new Digital Strategy in 2025.
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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 Other key plans, strategies and reports Council’s Medium Term Financial Strategy Customer Strategy Procurement Strategy Risk Matters Digital and Data Strategies Corporate Procurement Strategy People Strategy Annual Accounts Internal Audit Plan Customer Services and Business Services Performance Reports For Finance & Resources, a wide range of reports are presented to the Finance, Resources & Customer Services Policy Board. Papers and access to video recordings of past meetings can be found on the Council’s website.
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Our key priorities Ensuring the financial sustainability of the Council Supporting our citizens through the cost-of-living crisis Supporting the Council on governance and oversight Responding to the findings from employee surveys and self assessment in partnership with our people Delivering modern, efficient services via a range of channels including digital Supporting the council on effective resource planning Supporting transformation and change across the organisation Protecting our digital assets and service delivery through strong cyber security and compliance
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Focus Areas for 2025/26 - Progress the delivery of the new Digital Strategy 2025-2030 which will transform how the Council works, improving service delivery and choice for communities; - To support the next phase of the long-term Transformation and Change Programme, ‘Reshaping Renfrewshire’, including development of the Transformation Board - Review the impact of the Council’s People Strategy 2021-26 with a view to consulting stakeholders on the development of a new strategy for 2026-31, aligning the Council’s people priorities with the financial sustainability plans - Continue the ongoing programme of works to support employee health and wellbeing - Continue to bolster our cyber-resilience through technical and non-technical measures, protecting our digital assets - Implementing the Scottish Parliamentary boundary review - Preparing for delivery of Scottish Parliamentary elections scheduled for May 2026 - Support development and delivery of the learning estate strategy - Develop and deliver in conjunction with other services the outcomes of the strategic review of OneRen - Modernise the Council’s terms & conditions, and associated workforce and HR&OD policies - Implement the agreed areas for improvement from the Council wide employee engagement survey - Delivery of a new Reward and Recognition Scheme for employees - Continue to explore the use of digital technologies to enhance the Council’s current learning and development provision i.eenhanced video guidance, animation, Microsoft apps (Copilot, Planner, OneNote, etc). Also reducing barriers to accessibility - Continue to support the wider council in delivering their service priorities through provision of professional and expert advice
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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 When will we do it by? What difference will we make?What will we do? 31 March 2028Renfrewshire’s residents have access to a range of modern, fit for purpose facilities. Support delivery of the Council’s infrastructure investment programme 31 March 2028The Council is able to maintain a balanced budget within the context of a challenging financial environment. Support delivery of the Council’s financial sustainability work 31 March 2028We will provide a range of services to all Renfrewshire residents, including the delivery of billing, registration services, customer service provision and digital services such as those available through My Account. Delivering strong universal services to all Renfrewshire citizens 31 March 2026Arrangements for Scottish Parliamentary elections, administered by the Council, will align with new boundaries. Implementing the Scottish Parliamentary boundary review
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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 2025/26 Target Latest Value Latest Update 2023/24 ValueFrequency Performance Indicator n/a43.2%2023/2443.2%AnnualFINSUS1 Total useable reserves as a % of council annual budgeted revenue n/a2.2%2023/242.2%AnnualFINSUS2 Uncommitted General Fund Balance as a % of council annual budgeted net revenue n/a3.13%2023/243.13%AnnualFINSUS3 Ratio of Financing Costs to Net Revenue Stream - General Fund 28.59%27.7%2023/2427.7%AnnualFINSUS4 Ratio of Financing Costs to Net Revenue Stream - Housing Revenue Account 100%100.59%2023/24100.59%AnnualFINSUS5 Actual outturn as a percentage of budgeted expenditure
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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 When will we do it by?What difference will we make?What will we do? 31 March 2026Increasing local procurement spend supports local job creation and the sustainability of local businesses. It contributes to community wealth building and post-pandemic economic recovery Actively engage with Renfrewshire suppliers to increase the percentage of procurement spend 2025/26 Target Latest Value Latest Update 2022/23 Value FrequencyPerformance Indicator 23%20.15%2023/2419.3%Annual% of procurement spend spent on local enterprises
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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 When will we do it by?What difference will we make?What will we do? 31 March 2026Increase capability and confidence of our citizens, communities and workforce to get online. Use learning from early implementer phase of DigiZonesto expand coverage across Renfrewshire supporting our citizens and communities to get online.
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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 2025/26 Target Latest Value Latest Update 2023/24 ValueFrequencyPerformance Indicator 2017.932024/2518.99QuarterlyTime taken for processing new housing benefit applications up until the posting of notification of outcome of the application (cumulative) 74.32024/258.08QuarterlyTime taken for processing change of circumstance housing benefit applications up until the posting of notification of outcome of the application (cumulative) 222024/252QuarterlyAverage speed of processing a Crisis Grant (Scottish Welfare Fund) in days 1517.932024/2518.99QuarterlyAverage speed of processing a Community Care Grant (Scottish Welfare Fund) in days
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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 2024/25 Target Latest Value Latest Update 2023/24 ValueFrequencyPerformance Indicator Baseline being established NEW FOR 24/25 QuarterlyPrint volume –number of pages printed by council services
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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 When will we do it by?What difference will we make?What will we do? 30 June 2026Given the national challenges in recruitment, the council needs robust workforce planning to ensure it attracts and retains the right candidates for new jobs, provides learning and development for all employees, and has a clear pathway for career progression. Employees enjoy modern terms and conditions, and our workforce planning aligns to the Council’s values. Deliver a refreshed approach to workforce planning and workforce innovation as part of the review of the Council’s People Strategy, supporting future Financial Sustainability 31 December 2025Customers and suppliers benefit from more efficient processing. Deliver Phase 1 of the Purchase to Pay programme which will streamline payments and deliver a more efficient process 31 March 2026Robust internal scrutiny provides assurance of good governance to senior leaders, elected members, citizens and external bodies. Deliver the Internal Audit Plan for 2025/26.
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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 When will we do it by?What difference will we make?What will we do? 31 March 2029Our staff and our technology will be developed in a way that ensures our customers are central to everything we do. The service our customers receive will be the same whether they call, visit or do it online. and no matter how the customer chooses to do interact with us, we will aim to get it right for them first time. Implement the new Customer Strategy. 30 April 2030We will adopt a bolder approach to Council-wide digital transformation to ensure our organisation and our services continue to develop in preparation for the future needs of our customers. Over the next 5 years, we will invest in improving our data, our technology and the digital skills of our workforce and we will support our communities to develop the skills required to enable them to interact with us in different ways. Not everyone is able to, or would like to, use digital technology so we will continue to ensure our services remain open and accessible to all. Implement the new Digital Strategy. 31 August 2025Senior Management visibility ensures data activities will be prioritised. Align service data activities with Digital Strategy objective: Data is a critical asset and ensure visibility of data activities at Directorate SMT. 31 October 2025Ensure the workforce has appropriate capabilities to improve the effectiveness of our data. Identify data skills gaps , e.g. data input, data analysis and address in alignment with the People Strategy. 31 October 2025Ensure the workforce has appropriate capabilities to improve the effectiveness of our data. Ensure data owners are aware of responsibilities, and align with Data Catalogue.
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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 When will we do it by?What difference will we make?What will we do? 31 December 2025Reduction in data remediation activities, enabling real-time data driven decisions. Review data quality in key line of business systems and develop improvement plan in alignment with organisational priorities. 31 August 2025Improve how data is presented to decision makers. Further define data analysis requirements to improve decision-making and build capabilities locally within services where required. 31 December 2025Improve access to data within the ERP. Adopt standard dashboards in our ERP as business-as-usual. 31 March 2028Transformation activity is co-ordinated and specialist resources are allocated to priority areas. Support the next phase of the long-term Transformation and Change Programme, ‘Reshaping Renfrewshire’, including development of the Transformation 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 –LIVING OUR VALUES 2025/26 Target Latest Value Latest Update 2023/24 ValueFrequencyPerformance Indicator 9.582023/248AnnualCost of collecting council tax per chargeable dwelling 95%94.49%2024/2594.28%QuarterlyPercentage of Council Tax due in the year, collected by the end of the year (cumulative position to date) 85%97.16%2024/2594%QuarterlyTotal % of investigation (Stage 2) complaints responded to within targets by Finance & Resources (cumulative to date) 96.5%97.83%2024/2596.82%QuarterlyNumber of invoices paid within 30 days of receipt, as a percentage of all invoices paid council wide (cumulative) 8.5Not available2023/248.9QuarterlyAverage number of work days lost through sickness absence per employee (F&R) (FTE) 90%93%2024/2589.6%Quarterly% of Finance and Resources FOI requests completed within timescale 97.15%97.12%2024/2597.19%QuarterlyPercentage of income due from Council Tax for prior years (cumulative position to date) 98%97.22%2024/2596.95%QuarterlyPercentage of Non Domestic Rates due in the year, collected by the end of the year (cumulative to date) 90%93.6%2024/2592%QuarterlyPercentage of Audit Plan completed (cumulative)
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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 2025/26 Target Latest Value Latest Update 2023/24 ValueFrequencyPerformance Indicator 85%91.9%2024/2586.6%QuarterlyF&R Front Line complaints (Cumulative) 285.272024/257.5QuarterlyAverage days Small and Medium sized businesses invoices paid 100%NEW FOR 2025/26QuarterlyPercentage of new FAR staff completing corporate induction within 30 days of start date 100%NEW FOR 2025/26QuarterlyPercentage of FAR staff who have completed all mandatory training 100%NEW FOR 2025/26AnnualPercentage of FAR staff who have participated in a Personal Development 1 to 1 discussion within the last year 100%NEW FOR 2025/26QuarterlyPercentage of new Council staff completing corporate induction within 30 days of start date 100%NEW FOR 2025/26QuarterlyPercentage of Council staff who have completed all mandatory training 100%NEW FOR 2025/26AnnualPercentage of Council staff who have participated in a Personal Development 1 to 1 discussion within the last year 100%NEW FOR 2025/26QuarterlyPercentage of Data Advisory Group meetings with attendance from FAR staff
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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 When will we do it by?What difference will we make?Additional actions for cross-cutting theme 31 March 2026Care experienced young people have better outcomes and a more positive experience of care; feel listened to and valued; can build and maintain good relationships. Contribute to the Council’s commitment to The Promise for all care experienced people 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 Finance & Resources Service Improvement Plan 2025–28 For more information, please contact: policycefar@renfrewshire.gov.uk