Ce Sip
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.
Page 1
2 ___________________________________________________________________ To: Finance, Resources and Customer Services Policy Board On: 12 June 2025 ___________________________________________________________________ Report by: Chief Executive ___________________________________________________________________ Heading: Chief Executive’s Service 2025-2028 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 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. 2. Recommendations
Page 2
3 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 November 2025, 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 four main divisions: Policy and Partnerships; Marketing and Communications; Economy and Development; and City Deal and Infrastructure. 3.2 The City Deal and Infrastructure Team is responsible for delivering large-scale projects across Renfrewshire, including those which are part of the Glasgow City Region City Deal programme. The team have already successfully delivered on projects such as the AMIDS site, the Glasgow Airport Investment Area (GAIA) and the new Renfrew bridge, which opened to the public in May 2025. In 2025/26, they will conclude the delivery of the significant cultural infrastructure programme with the handover of the new Paisley Museum. 3.3 The Economy and Development team delivers the Local Development 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. 3.4 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. They are currently working on the Digital Experience Programme which will reshape our online presence internally and externally.
Page 3
4 3.5 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 2025-2026: 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 ensures a clear focus on continuous 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: • Deliver major infrastructure programmes which build on Renfrewshire’s strengths to drive economic, cultural and physical regeneration; • Work in partnership to deliver increased investment and high-value jobs to the AMIDS site; • Drive place-based regeneration for our town centres, including through our Historic Buildings in Villages grant fund and our new fund to specifically target significant buildings where redevelopment has stalled; • Continue to deliver the Fairer Renfrewshire programme, with a focus on equalities and tackling child poverty; • Lead the Council’s strategic approach to migration, asylum and population change; • Continue with the development of the Council’s Connected Communities model of service delivery; • Delivery of the Marketing and Communications Strategy and Internal Communications Strategies, continuing to enhance our engagement with communities, partners and employees; • Deliver a new Renfrewshire.gov.uk and an approach to transform digital information and services and enhance service design; • Implementing the Council’s Digital Strategy within the service and completing our data analytics review, ensuring we are maximising the potential of our information assets and our specialist teams; • Implement the Council’s new Consultation and Engagement Strategy to ensure a co-ordinated approach to gathering and using resident views to
Page 4
5 support service improvements, with a focus on Year 1 in delivering the Resident Perception Survey; • Supporting our staff by identifying new opportunities for collaboration and personal and professional development and reflect on the key messages from the employee engagement survey and Cultural Assurance Model; • Leading ongoing Best Value activity including progressing the Corporate Improvement Plan and delivering an enhanced approach to performance scrutiny; • Supporting the delivery of Reshaping Renfrewshire, the fifth phase of the Council’s transformation programme; • Supporting the financial sustainability of the organisation, including through the delivery of service reviews. 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. 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. 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
Page 5
6 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: Lisa Fingland, Policy Manager Contact: lisa.fingland@renfrewshire.gov.uk Appendix 1: Service Improvement Plan 2025-2028
Page 6
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 2025 -28
Page 7
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
Page 8
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 2025/26, our service revenue budget is £10.6m. As part of the capital budget, just over £200m was identified for City Deal and Infrastructure for three years from 2024/25. Our capital funding in 2025/26 also includes £18.7m for place-based regeneration, to include Paisley Museum and our town centres. 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
Page 9
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. 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 across localities 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
Page 10
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 and the improvement actions from the Best Value review. For the Chief Executive’s service will identify more opportunities to enhance cross-service working through formal and informal networking and collaboration. We are committed to ensuring all staff are supported with personal and professional development and have introduced a new performance indicator to this Plan to track this activity. We will also seek opportunities to support employee wellbeing, and this is a key theme in the Council's Internal Communications and Engagement Strategy. We will strengthen communication and engagement with employees across our service through our Employee Forum, and through our service response to the findings from the recent Employee Survey and self assessment processes.
Page 11
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 2025/26, 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.
Page 12
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
Page 13
Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level For Chief Executive’s Services, 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 Major Events Programme Community Learning and Development Plan Fairer Renfrewshire Programme Marketing and Communications Strategy Health and Safety Plan Equalities Mainstreaming and Outcomes Report Renfrewshire Community Plan Community Wealth Plan
Page 14
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 Economic Development Glasgow City Region City Deal Best Value, Audit and Inspection Consultation and Engagement Events Strategy Community Wealth Building
Page 15
Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Priorities for 2025/26 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 Continuing to develop our service models which deliver the Council’s priorities and support its financial sustainability Develop opportunities within our teams to improve wider health and wellbeing Responding to the findings from recent employee surveys and self assessments in partnership with our teams and people 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 Working with partners to progress the Connected Communities model in Renfrewshire
Page 16
Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Looking ahead: focus for 2025/26 • Delivery of major infrastructure programmes • Partnership working at AMIDS • Town centre regeneration • Local Development Plan Evidence Report • Renfrewshire Economic Strategy • Fairer Renfrewshire • Equalities • Connected Communities, • Migration, asylum and population change • Data Analytics review • Implement Consultation and Engagement strategy • Digital Experience Programme • Refreshed approach to cultural funding • Resident perception survey • Visit Renfrewshire and Tourism Action Plan • Events programme • Corporate self-assessment • Performance management arrangements and reporting • Community Wealth Building
Page 17
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? Deliver Renfrewshire’s Cultural Infrastructure Investment Programme Renfrewshire will have state of the art cultural venues and attract people to the area 31 December 2025 Deliver a sustainable transport link between AMIDS, Paisley Gilmour Street and Inchinnan. Sustainable links will enhance economic potential and reduce carbon. 31 March 2027 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 2026 Pilot a public engagement approach including the delivery of a resident survey to generate insight on current public perceptions of local services and council priorities to inform future decision making A more detailed understanding of how our customers experience services will support decision-making, priority- setting and improvement activity. 31 March 2026 Implement the cultural funding programmes (COF and CHEF) for Renfrewshire’s cultural sector Renfrewshire’s cultural sector is supported to thrive, creating opportunities for our communities to participate in a range of cultural activities, supporting wellbeing and lifelong learning. 31 March 2028
Page 18
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 Support the delivery of Renfrewshire’s Strategic Housing Investment Programme in partnership with other housing providers in Renfrewshire The SHIP is key to the targeting of resources are effectively targeted to deliver new and improved housing which meets local housing priorities. 31 March 2028 Contribute to the preparation, monitoring and delivery of Renfrewshire’s Local Housing Strategy 2023-2028 The LHS has a central and strategic role in directing investment in housing and related services locally. It sets out a strategic vision for the delivery of housing, related services and the outcomes that it will seek to achieve. 31 March 2028 Deliver 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 March 2027 Deliver the 2025 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 2026
Page 19
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? Develop and launch Visit Renfrewshire brand and delivery model to support the delivery of the Tourism Action Plan Our visitor marketing will support the delivery of the Tourism Action Plan and generate benefits for the local economy 31 March 2026
Page 20
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 2023/24 Value Latest Update Latest Value 2025/26 Target Percentage of first reports (Building Standards) issued within 20 days Quarterly 69.6% 2024/25 78.15 95* Time to issue a building warrant or amendment to warrant from receipt of application (days) Quarterly 104 2024/25 78.2 60* Percentage of building warrants or amendments issued within 10 days of receipt of all satisfactory information Quarterly 80.8 2024/25 84.5 90* Average Time for processing Planning Applications (Householder) (weeks) Quarterly 10.2 2024/25 11 8 Amount of land brought forward for re-use and development contributing to economic activity and enhancing the built and natural environment (hectares) Annual 7.5 2023/24 41.24 20 Affordable housing completions Annual 369 2023/24 196 159** Private housing completions Annual 422 2023/24 504 357** • Targets set nationally • ** Targets based on planned developments and subject to annual variation
Page 21
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? 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 2026 Maximise funding for regeneration of Renfrewshire’s places through grant submissions to external sources including UK and Scottish Governments Supporting the economic growth of our communities and places and benefitting from national funds. 31 March 2026 Complete the Tech Terrace development 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 2026 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. 30 June 2026
Page 22
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 2023/24 Value Latest Update Latest Value 2025/26 Target Measure of Civic Pride related to events (% of people agreeing that local events make them proud of their home town)* Annual 91% 2024/25 88.8 90 Number of people participating in the events programme Annual 2,904 2024/25 3,549 3,000 Number of people performing in the event programme Annual 509 2024/25 819 825 Number of volunteering hours supporting the development and delivery of the events programme(new) Annual 2,020 2024/25 327 350 Number of people attending the events programme Annual 137,927 2024/25 108,665 109,000 Economic impact and local spend of attendees to the events programme (New) Annual £5.4m 2023/24 £3.98m £4 million Number of new business start-ups in Renfrewshire with Business Gateway support Quarterly 305 2024/25 265 320 Number of local businesses securing growth support, training or grants from Renfrewshire Council Business Team Quarterly 366 2024/25 382 300 Number of Social Enterprises supported to grow / develop / income generate with Council support Quarterly 62 2024/25 58 60 * All events targets are reflective of the new 2025-2028 Events Strategy
Page 23
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 2023/24 Value Latest Update Latest Value 2025/26 Target Number of trainee type posts created for unemployed people at Renfrewshire Council Quarterly 65 2024/25 45 60 Number of unemployed/ low waged people being supported through Renfrewshire Council Employability Programme Quarterly 1,521 2024/25 1,420 1,800 Number of unemployed / low waged people securing qualifications through Renfrewshire Council Employability Programme Quarterly 618 2024/25 662 600 Number of unemployed people moving into paid employment through Renfrewshire Council Employability Programme Quarterly 528 2024/25 491 500 Number of people supported, sustained in work at 6 Months through Renfrewshire Council Employability Programme Annual 268 2024/25 288 300
Page 24
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? Deliver the Fairer Renfrewshire programme, 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 Progressing a new workstream that will focus on advancing equality of opportunity and ensuring we have a robust and authentic organisational approach to implementing our duties (including UNCRC). A consistent, robust and transparent approach to advancing equality of opportunity will ensure that our decision-making considers the impact on all of our communities . 31 March 2026 Developing new and potentially radical approaches to tackling child poverty in Renfrewshire Poverty has a persistent and pervasive impact on communities and individuals, and can impact on child development and future outcomes. A partnership approach which helps address causes and the impact of poverty will support improved outcomes for Renfrewshire’s communities. 31 March 2027 Leading on the Council’s migration and population change response – developing detailed understanding of the diversity of Renfrewshire’s communities Understanding the changing 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 2026 Work with commissioned service to ensure effective support is provided to people in Renfrewshire who have been affected by a head injury People affected by a head injury, whether directly or as a carer or family member, are supported in their recovery journey and to live as independently as possible, with opportunities to take part in community life. 31 March 2028
Page 25
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 2023/24 Value Latest Update Latest Value 2025/26 Target Community Asset Transfer - number of months from receipt of an application to a determination being issued from the Council Annual 2 2024/25 3 6 Number of people engaged with Adult and Family learning team* Quarterly 424 2024/25 1,564 n/a Number of people engaged with Youth Services* Quarterly 6,259 2024/25 6054 n/a Number of school visits undertaken to raise awareness of environmental action and the impact of anti-social behaviours. Quarterly 44 2024/25 40 40 Number of children in receipt of school clothing grants Annual 5,860 2024/25 5,316 n/a *All CLD indicators are currently under review as part of the wider CLD partnership work.
Page 26
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? Review opportunities within the Council’s infrastructure pipeline projects to align with the skills transition and green skills development for local people This will contribute to job creation and our Community Wealth Building Plan as well as ensuring the local population has the skills that potential investors need. 30 March 2026 Deliver the AMIDS South Active Travel Links plan. This will identify opportunities to further enhance the impact of the AMIDS development and contribute to our Net Zero goals. 31 March 2027
Page 27
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 2023/24 Value Latest Update Latest Value 2025/26 Target Number of local businesses working with the Council to progress the Net Zero agenda Quarterly 50 2023/24 50 40 Number of local businesses securing Net Zero growth grants from Renfrewshire Council Business Grants Quarterly 0 2024/25 3 8 Number of visits by Environmental Taskforce to flytipping hotspots Quarterly 506 2024/25 1.483 1.500 Number of members of the Team Up to Clean Up Facebook Community Quarterly 5400 2024/25 7,500 8,500
Page 28
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? Launch a new Council website – Renfrewshire.gov.uk – as part of the digital experience strategy, transforming how citizens interact with the Council across digital platforms. 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 December 2025 Implement a new Performance group to enhance senior officer scrutiny of council-wide performance Taking an in-depth cross-service approach will enhance our performance scrutiny arrangements, creating a mechanism for constructive peer-led challenge and opportunities for sharing of good practice, leading to a stronger performance culture and helping drive improvement activity. 31 March 2026
Page 29
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 Develop opportunities for cross-service networking and collaboration Our teams benefit from sharing knowledge and skills, improving cross-service working and creating new opportunities for professional development. 31 March 2026 Deliver service-specific activity to support employee mental health and wellbeing and reflect the findings from the Cultural Assurance Model and employee engagement survey We will respond to the issues raised in the employee survey and identify areas for improvement within the service, aiming to enhance employee wellbeing and sense of being valued. 31 March 2026 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 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
Page 30
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 December 2025 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 March 2026 Ensure data owners are aware of responsibilities. Ensure the workforce has appropriate capabilities to improve the effectiveness of our data. 31 December 2025 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 March 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 March 2026
Page 31
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 2023/24 Value Latest Update Latest Value 2025/26 Target % of investigation complaints responded to within timescales agreed with customer (Chief Executive’s) Quarterly 76.9% 2024/25 100% 85% % of frontline resolution complaints responded to within timescales agreed with customer (Chief Executive’s) Quarterly 35.7% 2024/25 77.8% 85% Average number of work days lost through sickness absence per employee (Chief Executive's) (FTE) Quarterly 6.5 2023/24 6.8 6.5 % of FOI requests in a quarter completed within timescale in the Chief Executive's Department Quarterly 91.5% 2024/25 98% 100% Number of people engaging with the Council’s digital channels (not including website). Quarterly 72,847 2024/25 76,107 Establish new baseline Opportunities to see or hear something (OTSH) positive about Renfrewshire Council and place activity in local, regional and national media Quarterly NEW FOR 2025/26 250,000,000 Percentage of new CE staff completing corporate induction within 30 days of start date Annual NEW FOR 2025/26 100% Percentage of CE staff who have completed all mandatory training Annual NEW FOR 2025/26 100% Percentage of CE staff who have completed a Personal Development Plan within the last year Annual NEW FOR 2025/26 100%
Page 32
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
Page 33
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 2025 – 28 For more information, please contact: policycefar@renfrewshire.gov.uk